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We pride ourselves with strong, flexible and top notch skills.


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We help our clients integrate, analyze, and use their data to improve their business.










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We pride ourselves on bringing a fresh perspective and effective marketing to each project.

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  • Extend Your Game’s Life Cycle

    Extend Your Game’s Life Cycle


    We all know the life cycle of a casual game in the marketplace: slow sales, followed by a huge (but short-lived) spike when you are ‘discovered’ by the gamer faithful, followed by a long tail of limited sales.

    Once a consumer picks your game, the chances are they’re going to go looking for one ‘like it’ more quickly than you can push out a sequel – the laws of time/space make it impossible to keep up with the voracious appetites of the gaming consumer! So, unless you can start building games at a superhuman pace, you need to either find another way of filling your product portfolio or risk losing your relationship with your customer.

    That’s ultimately why large distributors like Bigfish are able to keep building a market – the consumer returns to their site and finds more offerings. Sadly for the game developer, that can mean a deep dilution of your brand, and a complete loss of a direct business relationship.

    But there’s a way to avoid this: cross-marketing. Team up with another developer or two to cross-market one another’s products from your own site, ensuring there’s more to consume each time the customer returns – and that they’ll be primed and ready for your next release.

    Working together, you can reduce the time it takes to grow a new title’s popularity: simply cross-market it each time a current title is purchased. You can also maintain the volume on recent (but dipping) games, by returning the favor as new blockbusters take their place at the top of the charts.

    Set up a standard business relationship, where you agree a commission for each sale of one another’s titles, and then let Plimus take on the effort of distributing revenues. This is found money for the most part – or at least money that would otherwise go to a distributor and can now be used to keep the quality of new games up.

    Jason Kiwaluk

    Sales Director, North America

  • Google Leads $23 Million Round In TV Ad Startup Invidi

    Google Leads $23 Million Round In TV Ad Startup Invidi

    TV ad startup Invidi has secured over $23 million in series D funding led by Google, with GroupM, Motorola Ventures, Menlo Ventures, InterWest, and EnerTech Capital, Westbury Equity Partners, BDC Capital participating in the round. The Business Insider broke the news yesterday evening.

    Invidi provides software applications that track targeted advertising and offers a digital set-top box application that delivers targeted advertising and marketing messages to individual viewers. The technology also facilitates the sales of digital products, digital tiers, and digital services, such as VOD, PVR, and pay-per-view events; Internet, voice, and wireless services; and triple play offers.

    In conjunction withe the funding, Shishir Mehrotra, Director of Product Management for Google TV Ads and YouTube Ads, has joined Invidi’s board of directors. In addition to its investment in Invidi, Google has committed to working with the startup on a number of products relating to TV advertising. Of course, it is expected that Invidi’s technology could be integrated with Google’s development of an Android-based software for TVs.

    Founded in 2000, Invidi currently has distribution agreements with Dish Network and DirecTV. Invidi’s technology was recently tested in Comcast’s Baltimore, MD, system with Starcom MediaVest, and the trial showed addressable ads to be 65% more efficient and 32% more effective.

    Google just shared updates on its venture arm, Google Ventures, and announced additional investments in mobile payments startup Corduro.

    get widgetminimize
    INVIDI Technologies image
    Website: invidi.com
    Location:Princeton, New Jersey, United States
    Founded: 2000
    Funding: $25M

    INVIDI Technologies Corporation provides software applications that track targeted advertising. It offers Advatar, a digital set-top box application that delivers addressable targeted advertising and marketing messages to individual viewers. It… Learn More

  • Google to Roll-Out Book Search and Buy Feature

    Google to Roll-Out Book Search and Buy Feature

    Starting June or July, the next time you use Google Books search and discover titles that you are interested to buy, you may soon do so right there and then on the Google Book search results page. By then Google will have launched its new service, Google Editions which is actually Google’s take on electronic book distribution.

    Sounds familiar? Yes, this is Google’s take on similar services provided by Amazon’s Kindle BookStore, Apple’s iBookstore and Barnes and Noble’s Nook ebookstore.

    But then WallStreet Journal tells us:

    Google has been discussing its vision for distributing books online for several years and for months has been evangelizing its new service, called Google Editions. The company is hoping to distinguish it from offerings from incumbents like Amazon by allowing users to access books from a broad range of websites using a broad array of devices. Amazon.com’s digital book business is largely focused on its Kindle e-reader and Kindle software that runs on some other select hardware.

    So, Google’s electronic book distribution service is more of a web-based service rather than specific to a mobile portable device. But of course, this could just be a sampler since we all know that Google is prepping up its Chrome OS which shall run on various netbook devices and possibly perhaps on a tablet PC similar to the iPad or an ebook reader similar to the Kindle.

    It’s pretty interesting to note that while other ebook distribution service is banking on specific devices to succeed, Google is mainly banking on Google Edition’s search capability to determine whether its venture into the electronic book distribution service will prosper or not.

    And of course, let us not forget that Google is still facing some scrutiny from those who oppose its Google Books Project and Google Editions might just add to the issues being hurled against them.

    via Search Engine Journal

  • In-Depth: Inside The Business Of GameStop, Part Two

    In-Depth: Inside The Business Of GameStop, Part Two

    [In part two of his analysis of GameStop, Gamasutra analyst Matt Matthews finds the retailer's U.S. marketshare in new games and hardware grew to 22 percent in 2009, and suggests that digital distribution poses an imminent threat.]

    Our previous look at GameStop's financial results focused on the revenue and profits the company has been making from hardware and software, with a special interest in the used software market.

    In this second part, we'll see how the company's revenues come from the various regions in which it does business and provide a rough estimate of its marketshare in the United States.

    We'll also look at some interesting additions to GameStop's list of threats to its business model and how it might be planning for the future.

    GameStop's Global Reach

    While GameStop is still primarily an American company, the distribution of its revenue base is shifting. When we looked at GameStop's revenue last year, just over 14 percent or $1.2 billion of the company's sales came from Europe, compared to 73 percent or $6.5 billion from the United States.

    During its fiscal 2009 (which ended on 30 January 2010), the company recorded $6.3 billion in revenue from the United States, a decline of 3%. In contrast GameStop's European revenue increased 40% from fiscal 2008 to fiscal 2009, to a total of $1.8 billion.

    The regional distribution of the company's revenue can be seen in the figure below. Europe now accounts for 1/5 of all of GameStop's sales.

    It seems likely that some of the growth in Europe can be attributed not only to new store openings there but more significantly to increasing used game sales in that region. In its comments on used product sales, in fact, the company calls out “the strong growth of used video game product sales internationally” as a key factor. Certainly used product sales spiked in fiscal 2009 – as we took time to analyze in our last piece – but we believe that European sales in particular were stronger.

    Consider that GameStop now operates 98 more stores in the United States than it did during its last fiscal year and yet revenue declined. In fact, the average annual revenue per store in the United States declined 5% to $1.42 million per store.

    GameStop's retail locations in Europe increased by almost the same number during fiscal 2009 – up to 1296 stores from 1201 – but the annual revenue per store increased 30 percent, from $1.05 million to $1.37 million. We also acknowledge that the company may have tightened the operation of its European stores (many of which were part of an acquisition that began in 2008).

    As the figure below shows, GameStop's growth in fiscal 2009 was entirely due to the increase in European sales. Revenue from Australia was essentially flat while GameStop sales in Canada decreased by 10 percent, despite increases in the total number of stores in each of those regions.

    We would expect that in the coming two years we will see the revenue streams continue to shift with GameStop's European revenue accounting for fully 25 percent of the company's sales while revenue from the U.S. drops to 65 percent.

    GameStop Marketshare Increases

    For fiscal 2008 we estimated GameStop's share of the U.S. market at 20 percent, excluding accessories and PC software. For the sake of comparison, Wedbush analyst Michael Pachter estimated GameStop's U.S. marketshare, including all new products, at 25 percent in his July 2009 report on the videogame industry. (He also estimated that Wal-mart, Target, and Best Buy accounted for just over 50 percent of the U.S. market.)

    In recent notes, Pachter also stated that he believes GameStop lost hardware marketshare to big box retailers through the last holiday season but grew its software marketshare.

    Using the same metric that we used last year, we now estimate that GameStop's U.S. marketshare grew in the last fiscal year, from 20 percent to 22 percent, as shown in the figure below. Again, we have excluded PC software and accessories since these figures cannot be suitably estimated from the “Other” category under which GameStop reports their sales.

    Our estimate, shown in the figure below, relies on data provided by the NPD Group for software and hardware sales during the months of GameStop's fiscal 2009.

    We expect that GameStop's share of the U.S. market will grow throughout the rest of the year, but to no more than 24 percent, by the measure used here. When we examine GameStop's fiscal 2010 figures a year from now, we can test that hypothesis as well as compare with Pachter's latest estimates due sometime after mid-2010.

    An Updated List of Threats

    In its report on fiscal 2008, over a year ago, GameStop updated its language about threats to its business model. In particular, we observed that GameStop broadened its description of the threat posed by software distributed online to include consoles and, presumably, handhelds. Previously that section of GameStop's 10-K had referred only to PC software.

    That segment of GameStop's filing has been expanded yet again, and the language is even more interesting. The relevant section is included below in its entirety:

    Technological advances in the delivery and types of video games and PC entertainment software, as well as changes in consumer behavior related to these new technologies, could lower our sales.

    While it is currently only possible to download a limited amount of video game content to the next generation video game systems, at some point in the future this technology may become more prevalent. If advances in technology continue to expand our customers’ ability to access the current format of video games, PC entertainment software and incremental content for their games, as well as new types of browser and casual games through these and other sources, our customers may no longer choose to purchase video games or PC entertainment software in our stores. As a result, sales and earnings could decline.

    While the Company is currently pursuing various strategies to integrate these new delivery methods and competing content into the Company’s business model, we can provide no assurances that they will be successful or profitable.

    The words “consumer behavior” are new to GameStop's filings. This suggests that the company has moved beyond simply noting the existence of online channels of software distribution to the recognition of a shift in consumer behavior.

    GameStop caters to the core gamers, the ones who buy one or more games per month, and these may well be the gamers who most quickly shift to online distribution for their software purchases. That is, GameStop is clearly positioned to extract revenue from core gamers who purchase via retail, but that means they are also the ones most hurt if these gamers start downloading their games instead.

    This is also the first time that GameStop has mentioned browser games and casual games in its 10-K filings. As games like Farmville take up more of the recreational time of GameStop's potential customers, the company foresees a possible decline in its earnings.

    While the company already does sell some games through its website as direct downloads, we would suggest that it consider investing some part of the $500 million it still has on hand (left over after the recent $247 million stock buyback) in buying a larger stake in the production and distribution of games.

    With the purchase of a middle-tier publisher or other industry intermediary (like one or more of the larger, existing software distribution services) it is possible that GameStop could ensure its survival well beyond the point at which the market tilts more toward the online channel than the retail channel.

    GameStop's efforts in this direction have been small. In November 2009 the company completed the purchase of a controlling interest in Omac Global Medial Limited, described as “an online video game developer and operator”. This cost the company a mere fraction of its cash reserves ($3.8 million).

    According to the company's business and growth strategy, it will “continue to make significant investments in e-commerce, online game development, digital kiosks and in-store and Web site functionality” to increase its stake in the digital business.

    We think our suggestion of spending its capital to gain a larger stake in the production and distribution of games is reasonable, especially given the increasing number of threats that GameStop sees in casual games and digital distribution. Better to spend cash available now in order to lay a foundation for what seems an inevitable future, than to get to that future with less cash and no leverage to buy a stake.

    For balance, note that Wedbush's Pachter disagrees. According to his notes on GameStop's latest results, he believes that the decline of physical media could take another decade to complete. In that regard, GameStop will continue to generate strong margins amid a growing videogame retail industry.

    To that end, he suggests that GameStop should “cease new store growth”, cut expenditures (on IT and GameStop's possible new customer loyalty program), and eliminate its reserve set aside for acquisitions. The increase in cash flow could then be returned to investors and drive growth of the company's stock price.

    By Matt Matthews via Gamasutra
  • Concurrent Showcases Multi-Screen Video Ecosystem at the Cable Show 2010

    Concurrent Showcases Multi-Screen Video Ecosystem at the Cable Show 2010

    LOS ANGELES, May 3, 2010 /PRNewswire via COMTEX/ -- "Content is king in a media everywhere world," stated Dan Mondor, president and CEO of Concurrent. "And offering new ways to access content will help drive subscriber growth and create additional revenue opportunities. Concurrent's technology was developed to help operators, content providers and advertisers connect their ecosystems to capitalize on the new multimedia distribution models coming to life."

    Concurrent /quotes/comstock/15*!ccur/quotes/nls/ccur (CCUR 5.51, -0.14, -2.48%) , a worldwide leader in video and media data and advertising solutions, is showcasing its award-winning technology for a multi-screen consumer video experience at the Cable Show 2010, running from May 11-13 in Los Angeles, California. The company will be demonstrating its innovative video solutions that enable operators to bring high-quality, commercial video to the television, personal computer and mobile device, as well as, the software solutions necessary for census-level data collection and advanced advertising.

    Consumers are watching more and more video. The average American watches almost thirty-five hours of TV, two hours of time-shifted TV, twenty-two minutes of online video and four minutes of mobile video each week according to the latest Nielsen Three-Screen Report. At this year's NCTA Cable Show, Concurrent-booth 621 will showcase the latest solutions in its multi-screen video delivery and monetization portfolio that meet this growing demand for commercial video on every screen:

    MediaHawkVX - a commercial video delivery solution enabling new revenue-producing video applications for TV, PC and mobility enabling the distribution of content to multiple devices from a single, unified platform.

    Media Data Solutions including Concurrent's source agnostic multi-screen data management platform, featuring a first-of-its-kind cross-service solution spanning VOD, linear TV, DVR and interactive TV service platforms

    Advanced interactive TV and advertising applications powered by census-level media data.

    Hosted, software as a service (SAAS) based applications for video delivery and data collection.

    Concurrent's innovative Video to TV, Video to PC, and Video to Mobile software modules are designed to support a new generation of commercial applications such as network DVR and 3-D VOD that can increase video related revenue.

    Concurrent's source system agnostic media data solution is designed to resolve the complex problems associated with the timely and accurate aggregation, management, and warehousing of viewership data across VOD, Linear, DVR, iTV, Web and Mobile platforms. Offered as a managed service, this solution provides a foundation for interactive television and advertising applications, as well as, comprehensive capabilities in census-level, multi-platform data aggregation and management.

    This data management ecosystem allows an operator's marketing, programming and advertising teams to identify new opportunities for revenue growth such as advanced advertising and data monetization.

    Concurrent has 205 distinct video systems deployed in cable and telecom markets worldwide that represent approximately 22 million basic cable subscribers. The company's MDAS software serves over 38 million digital subscribers and aggregates and analyzes data from over 700 million video transactions per month.

    About Concurrent

    Concurrent /quotes/comstock/15*!ccur/quotes/nls/ccur (CCUR 5.51, -0.14, -2.48%) is a global leader in innovative solutions that enable the seamless delivery, management and monetization of video on any screen. Built on a solid foundation of video firsts and Emmy(R) Award winning technology, Concurrent's screen-independent video delivery and media data solutions create a truly holistic, 360-degree view of the consumer video experience. By harnessing the full potential of video, Concurrent provides customers in the cable, telco, wireless, web, advertising and content development industries with new revenue opportunities such as advanced advertising. Concurrent's video solutions are built upon a rich heritage of high-performance real-time technology, which also powers solutions for the defense, aerospace, automotive and financial industries.

    Concurrent is a global company with offices in North America, Europe and Asia. For more information, please visit www.ccur.com.

    Certain statements made or incorporated by reference in this release may constitute "forward-looking statements" within the meaning of the federal securities laws. Statements regarding future events and development and our future performance, as well as our expectations, beliefs, plans, estimates, or projections relating to the future, are forward-looking statements within the meaning of these laws. These forward looking statements include, among others, statements regarding our products and product development. All forward-looking statements are subject to certain risks and uncertainties that could cause actual events to differ materially from those projected. Such risks and uncertainties include our ability to meet customer schedules and demands and deployment and integration goals.

    Important risk factors are discussed in our Form 10-K filed with the Securities and Exchange Commission on 28 August 2009, and may be discussed in subsequent filings with the SEC. The risk factors discussed in such Form 10-K under the heading "Risk Factors" are specifically incorporated by reference in this press release. Our forward-looking statements are based on current expectations and speak only as of the date of such statements. We undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of future events, new information, or otherwise.

    Concurrent, Concurrent Computer Corporation and its logo are registered trademarks of Concurrent. All other Concurrent product names are trademarks of Concurrent, while all other product names are trademarks or registered trademarks of their respective owners.

    SOURCE Concurrent via Marketwatch

    Copyright (C) 2010 PR Newswire. All rights reserved
  • Where to Promote Your Affiliate Offers

    Where to Promote Your Affiliate Offers

    [First part, Five Tips To Get Started In Affiliate Sales, here.]

    Now that you’ve selected several programs and offers to promote from the Plimus catalog, you’re probably wondering how to lure prospective buyers to take a bite. Here are a few methods which have succeeded for thousands of affiliates and should succeed for you.

    1. Google, Google, and more Google. Search really does work! If you have a Spyware Utility blog, Google something like “spyware utility” and look at the results. Tighten your search results by inserting your main keywords into that search query and you may find products that are more relevant to your niche.

    2. Look at the Competition.
    What products are others promoting? Quite often, checking out the sidebar of another successful blog in your niche to see what products and services they are promoting will reveal affiliate products and offers you should promote. There may be a big interest in these products and promoting them yourself will potentially bring you a good part of that audience.

    3. Watch AdSense. This is similar to the previous point. Many of the AdSense ads appearing besides Google search results, on other blogs, and websites, are very likely to be affiliated products. Checking out what the ads promote will reveal all sorts of potential affiliate offers.

    4. Generate Leads from your Opt-In Email List. You can always buy email lists, but are those people interested in the kinds of products you are selling? Probably not. Create an opt-in mailing list by allowing prospects who come to your website to choose to receive a free newsletter. This gives you the opportunity to include information in the newsletter about your products.

    5. Create Your Own Affiliate Marketing Materials. Plimus provides Buy, Try, and Product Information links. Unique content is KEY when looking for top placement in search engines. Build your own landing pages or micro sites and watch your organic listings soar.

    6. Use Blogs and Social Networks to Promote Your Offers. If you’re ready to go big, set up a blog. Blogs have become a very flexible and powerful tool to promote offers. A blog not only gives you a place to write about the products you are promoting, it also gives potential buyers a central place to go to. Think of it as your own mall of sorts.
    Once you’ve created the right audience, you’d be crazy not to post your offers on your own Twitter, Facebook, LinkedIn, and any other social media accounts you may have. Just be careful to not spam people, especially those who aren’t interested in your products.

    These tips will help you successfully promote your affiliate offers. There are many other ways to promote offers, but these are just a handful of ways to get your programs get the necessary exposure needed to build momentum and eventually succeed.

    Jason Kiwaluk

    Affiliate Marketing Manager


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