Mistaking Surveillance Start-up Success

Author: John Honovich, Published on Sep 28, 2011

People routinely assume that start-ups with big marketing presence at trade shows, magazines, events, etc. are successful. This is highly misleading and obscures a critical factor in true long term success - the ratio of revenue to company investment. In this note we explain why companies with a low ratio, such as 3VR, Intransa and Pivot3 are in far worse shape and riskier than companies like Avigilon, Exacq and Genetec.

Indeed, if you only looked at booth size, sales calls, ads, etc. (which is the easiest approach) you would think that the companies were of equal strength or that the former were actually stronger. This is far from the case.

Getting *****

******* ********, ******** *** *** ***** **** *** ** *** ways:

  • *** ********: ** *** ***** * *** ** ***** ** ***** people *** *********, *** **** *** ***** **** ** **** you *** ******* *** ************ *****. * *********** ** ****** hype *** *** **** ******* **** ****** ****.
  • ******** *****: **** ** *** ** *** ***** **** ** *********, if *** **** * ***** ***** ***********, *** *** **** get *****.

****'* ***** ** **** *********: ** *** ***** **** **** approaches *** ***** ******* ****** ** *******. ** ****, ** you **** ** ******* *****, *** ********* ****** ** ** similarly **********. **** ** ****** ****** **********.

******* ********* ******** ******** *** ********** *************. *** ****** ************ sell ****** ***** *** ** *****. **** ** * '**** start' ********* ******** ** ********* ** ******* *** *** ******* to **** ***** ** ******** ****. *******, ** *** ******* unless *** *******'* ******** ***** **** *********** *****.

Looking ** ************ *********

***'* ***** ** ******* ** *** **** ****** ******* ** 6 ***** ************ *********:

  • ***: $** *******
  • ********: ~$** ******* (********* - ******** *** ******** ** *** high)
  • ******: ~$** ******* (********* - ******** *** ******** ** *** high)
  • ********: $** *******
  • *****: $** *******
  • *******: $** *******

***** ********* *** ******* ** *** **** ******* ***** *** roughly ******* ** *** **** **** ***** (*-** ***** ***). If *** *** ******* ** **** *******, *** ********* **** to ** *****.

***, ***'* **** ** *** ****** ******** ** **** - numbers *** *** ***** *** *** ** *** *********** *****:

  • ***: ~$** *******
  • ********: ~$*** *******
  • ******: ~$*** *******
  • ********: ~$* *******
  • *****: ~$* *******
  • *******: ~$* *******

*** *** ***** ** *** ***** ********* ******* *** *** groups ** *********. ** **** **** ********, ***'* **** ** the ***** ** ******* ** **********:

  • ***: *.*
  • ********: *.*
  • ******: *.*
  • ********: *.*
  • *****: *.*
  • *******: **.*

*** ** **** ** ** *** ******** ** *** *** see **:

**** ********** ** ********** ******* *** ****** ** *******. ** points ** *** ***** **** - *** ****** ***** ** companies *** ***** * **** ****** *** ** ******* ********'* needs *** *** * *** ******* ********** ** ***** **********.

** *** ** ***, ** ** ****** ******* **** *** companies ** *** ****** ***** *** *** ********** ***** *** companies ** *** ****** ***** *** ******* **** *** *** dependent ** ******* **********.

What ***** ***** ****** *****?

*** ***** ****** *** ***, "***, ********, ******, ***. **** on ********** ****** ****** ******. ****** **** ***** ***** ********." However, *** ******* ** **** **** *** *** ******** ** much ** ***** *** ********* **** **** '******' ****** ** needed **** ** *******.

What ***** *********** ********** ************?

** *** ******* ****** ************ ******, ********, ***** *** ******* are ***** ** *** **** ******** ******* ******** ** ********** technical ******. *********** **** ******** ** **** **** ** ** sometimes ********. ** ********, ** ******, ** ****, **** *********** recommending ***, ******** ** ******. ******, *** ****** ******** *********** confirm **** **** ********* ****** ****** ********* ***** ***** *****.

***** *********** ********** ************ ** **** ****** ** ****, ** is ******* * **** **** ******** ********* ** **** ******* acceptance.

What **** **** ****?

**** ******* ******* ********* ** *** ********. ***** ***, *** two ****** ******** ******** * *** ** ********* **********************. ** **** ***** **** *** *** **** **** ***** PR *** ***** ****** *** ****** **** ***********. *** ****.

** *** **** ** ******** ********* ***** ********* *** ***** to ** *********** ******* ***** ** *** ***** ** ******* to ********** *** **** **** *********** *** ******, *** *** marketing *******.

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