Sunday, September 9, 2007

Local man to take invention to national exhibit

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By HALEY HUGHES

Staff writer

It may very well be the next big thing.

From fledgling inventor Donald Waters comes Timbertite, a new way for commercial truck drivers to secure dunnage to their vehicles. Dunnage is a term for spare pieces of scrap wood that is used to support loads, like cargo that is transported on a 18-wheel flatbed truck.

Typically, trucking companies and their drivers secure dunnage under the beds of trucks with either rope or elastic cord. But the knots often shake loose with the movement of the truck, especially over uneven roads.

"Cargo needs a means of securement and needs a means of proper securement," said Waters, who is from Beech Island. "Until now there's no way to store them. I literally just touched a cord and it came loose. I'm a thinker. That just got my little brain thinking."

What encouraged him even more was an experience while he himself was driving a truck on a construction site.

"The dunnage that I had secured under my trailer became loose and slid to the passenger side, hitting a bridge support as I passed through a construction site," he said. "It was enough to get me thinking even more. I didn't want to improve a product. I wanted to create a product."

The Timbertite features a 5,000-pound capacity polyester strap and a compression spring to maintain tension. All one has to do is secure the hook into the eyebolt on the spring assembly and tighten as desired.

"I designed every part of it," Waters said. "Nothing is store bought. There were a few prototypes that got thrown away. Now I've got it to where I want it."

As far as he knows, rope or elastic cord does not meet the standards of securing cargo on commercial trucks. Waters feels Timbertite meets or exceeds such standards.

Timbertite received its patent in 1999 but now Waters is looking for a licensee or a manufacturer. He will be attending INPEX — the Invention and New Product Exhibition — in Pittsburgh, Pa., on June 6-9 in hopes of doing just that.

"I'm very much looking forward to the show in Pittsburgh," he said. "I think it's an asset of safety to the trucking industry. I'll feel good about myself if I've known I've done something to make safety better."

Local man to take invention to national exhibit


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Saturday, July 28, 2007

Austin inventor racks up patents

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SAN ANTONIO - For Scott Winters, a master inventor, distinguished engineer and director of development at IBM in Austin, inspiration can come from anywhere.

"Wherever I go now I constantly see things that I can do better or different, whether it's going to the supermarket or a football game or driving the car and coming to work," said Winters, 51.

He was sitting in the food court at an Austin mall while his family shopped when he came up with a new system for a cell phone network that he later patented. Winters modeled a directory of cellular services on the way kiosk vendors display their merchandise.
That kind of innovative thinking makes Winters one of the top patent producers at IBM. He received 25 patents last year; during his 18 years with the company, his total is 65 patents and another 40 pending.

For the 14th consecutive year, IBM topped the list of patent recipients, according to IFI Claims Patent Services, which compiles its annual report from U.S. Patent and Trademark Office data.

"Electronic technology is a hot area these days and will continue to be," said Darlene Slaughter, general manager of IFI Claims, based in Wilmington, Del.

Some electronic patents have a short lifespan, so companies are continually filing new ones on the latest innovations, she said.

IBM this week announced that it received a record 3,621 patents in 2006. The Austin campus received 640, up from 550 a year earlier. Fifty were related to Sony's PlayStation 3 video game console, on which IBM worked with Sony and Toshiba.

At IBM, patents are rarely issued to a single person; usually three or four people share in the development of one, said Winters, who develops mentoring groups with people at different stages of their careers.

The patents awarded to Winters last year focus primarily on cell phone software. This year's submissions to the patent office, he said, all will be based on social networking.
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Wednesday, July 18, 2007

Getting Past Your Business Launch

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If starting a business were easy, everyone would do it. But they don’t. Only those of you who know deep down inside you're entrepreneurs at heart will ever take these steps--even if you’ve denied that entrepreneurial spirit burning inside you for a long time.

Using that burning desire to grow your business, however, is a far different task from simply lighting it. Most people start with the odds stacked so much against them that it’s difficult for them to fan the fire beyond the first few months or years. Here are a few pieces of advice I can offer to help you keep your new business growing in size and profit:

1. Hire people who are better at the job than you are. It’s a fact that companies are built by people, and the best people build the best and most profitable companies. Put simply, great employees may cost you 20 to 30 percent more in wages, but they can be twice as productive as mediocre employees. Invest in good people.

2. Place high urgency in everything you do. Always do everything you can today. When I started each of my businesses, I'd work constantly until I just had to go eat and sleep. Too many people treat their businesses as nine-to-five jobs. Never put something off until tomorrow if you can do it right now.

3. Get customers coming back. The road to profitability is through repeat business. Too few business owners set themselves up for long-term success. Your business grows when you add regular new customers on top of existing regular customers. Think of it this way: What if every customer you ever got stayed for life? How many regular buyers would you have?

4. Make decisions quickly. New companies don’t have the time or resources to stand still. General H. Norman Schwarzkopf once said to me, “When placed in command, take charge.” He also believes it’s better to make a decision and move than it is to stand still.

5. Deliver more than you promise. If you tell a customer it'll be three days, deliver in two. If you think it'll be two hours, say three hours and surprise them. This is the best form of marketing ever.

6. Price yourself for profit. Don’t ever be the cheapest. You're the little guy; you don’t have economies of scale. Big companies can make up in volume what they lack in margin. You can’t.

7. Never spend a dollar you don’t have to. You don’t need a new desk, you need a cheap desk. Too many new business owners go and buy the best stuff because they think image is important. Listen, when you get profitable, you can have a big mahogany desk. Right now, just get a desk.

8. Set a big vision.Start Small, Finish Big should be the title of your book. Don’t aim to be the best dog trainer in Montana--aim to be the best in the country. Remember, building a business is a 10-year plan, not a one-year plan.

9. Marketing is math. Don’t ever let an advertising sales rep teach you anything about marketing. Reps will say dumb things like, “Half your advertising works and half doesn’t--and you’ll never know which half.” Rubbish. If an ad that costs $100 makes you $100 back in profit, it’s a good ad. One other tip: Image advertising doesn’t make sense when you're not yet profitable.

10. Learn to sell. There's nothing worse than a business owner who isn’t willing to sell--or even learn to sell. No company makes money unless someone sells something, and you can’t just rely on people you hire to do the selling for you. If you want to grow a profitable business, you’ve got to learn sales yourself.

11. It’s simpler than you think. Before most people even go into business, they work it up to be far more complex than it really is. Business is very simple: Sell at a profit and keep at it. Overcomplicating the process won’t help anyone. If your business seems too complex, it probably is--so make it simple and watch yourself succeed.

Remember, you have a lot to learn--and that’s a good thing. You'll make mistakes. Just try to make them small ones at the start. Never bet the ranch on one deal.


Brad Sugars is Entrepreneur.com’s Startup Basics columnist and the founder of Action International, a business coaching franchise.


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Monday, July 9, 2007

Masters of their Domains

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(Business 2.0) – On a balmy night in late October, hundreds of partiers, most sporting red or blue Hawaiian shirts, pack the Delux nightclub in Delray Beach, Fla. It's a swank place--outdoor decks, two bars, plush, bed-size sofas scattered throughout--and the crowd arrives in chartered buses and stretch Hummers. Many head straight for the guy rolling cigars and toss back shots as if it were 1999. Which, to them, it might as well be.

They call themselves domainers. They make their living buying and selling domain names and turning their Web traffic into cash--lots of it. They have gathered in Delray Beach for a trade show called Traffic that this year boasts 300 paying attendees, more than twice the number that came for the first show, in '04.

The man behind the conference, Rick Schwartz, couldn't be happier--and he isn't even around when midnight strikes and bikini-clad women take to the dance floor to raffle off prizes and peel off their tops. Schwartz, 52, began buying up domain names 10 years ago. Like many early players, he gravitated to where the money was: porn. He snapped up names like Ass.com, Makeout.com, and Porno.com, to name a few. It was a quick path to riches: Adult sites were paying handsomely for the traffic; mainstream sites were not--at least not yet.

Today, Schwartz owns about 5,000 names, with less than a third falling into the "adult" category. He's the industry's biggest promoter, preaching the power of domains to anyone who will listen and bringing domainers together with moneymen and execs from the likes of Google and Yahoo. He sports a $65,000 Rolex on his left wrist, a $32,000 diamond bracelet on his right, and is astounded that he--a community college dropout--is living like a king in a waterfront house in Boca Raton.

"I don't like to work," Schwartz says, almost yelling as if to convince everyone within earshot that they're fools if they do. "I figure any moron in the world can generate work for themselves and tie up their time. I have one laptop, no employees, and no product whatsoever--none! This is magic." Magic, he claims, that's earning him $2 million a year.

And you thought the domain grabbers vanished with the dotcom bust. The boom in Internet advertising and the success of the pay-per-click ad model are making the go-go '90s look sluggish. Back then, buying a domain name was pure speculation: Snap up Whatever.com and sit back until some big company with a get-on-the-Internet-at-any-cost mentality offers you a set-for-life payday to buy it.

Now it's all about the income stream. A single good domain name--Candy.com, Cellphones.com, Athletesfoot.com--can bring in hundreds of dollars a day, in some cases while the owner hardly lifts a finger. Schwartz, for instance, directs his traffic to one of the many small companies that serve as go-betweens with Google and Yahoo, the two giants that make this all possible. The middlemen, known as aggregators, do all the heavy lifting, designing the sites and tapping into one or the other of the search engines' advertising networks to add the best-paying links. Many other big domainers cut out the middlemen, creating their own webpages and working directly with Google or Yahoo.

The secret? It has to do with what's known as type-in traffic, or, in Wall Street jargon, direct navigation. Though it may seem odd in the era of powerful search engines, it turns out that millions of Internet surfers don't use search at all. Instead, they type what they're looking for right into the top of their Web browser. Looking to buy candy? Type in Candy.com, a name Schwartz bought in May 2002 for $108,000. A page filled with links to candy-related products comes up. Click on one of the ads and the advertiser pays Google, which in turn sends a share to Schwartz and the company that runs Candy.com. Some days Candy.com makes Schwartz $300 in profits; the site paid for itself in a year and a half.

No one knows for sure how much Web traffic comes from type-ins, and Google and Yahoo execs won't discuss it. But privately, during one of the late-night parties at the Traffic conference, one Yahoo official estimates that type-ins could make up 15 percent of its search business. Marchex, a Seattle-based public startup whose strategy rests largely on type-in traffic, estimates that it accounts for nearly 10 percent of the global paid search market, which is projected to soar from $9 billion this year to $23 billion in 2009.

That's why some domain names are commanding six- and seven-figure price tags and attracting big-money players. Private money manager Stuart Rabin is cutting those sorts of checks to domainers two to three times a week. In November 2004, Marchex shelled out $164 million for a single domainer's portfolio. Even a few venture capital firms are now placing bets. Earlier this year, Boston-based Highland Capital paid $80 million to acquire BuyDomains, a company with 500,000 names, according to people familiar with the deal. Says Highland principal Richard de Silva, who wouldn't confirm the price, "These are profit machines."

Domainers have their heroes, and one of the most mysterious is a man named Yun Ye, a Chinese citizen living in Vancouver, British Columbia. He is credited with boosting the entire market when he sold his portfolio of more than 100,000 domains to Marchex. His names were bringing in more than $20 million a year in revenues--and $19 million in profits--when Marchex paid the equivalent of 8.6 times annual earnings, based on figures provided in SEC documents.

"He is our god," says domainer Michael Bahlitzanakis the moment he hears Ye's name uttered at a Delray Beach party. Every domainer knows of Ye, but few have ever met him. He's the domainers' Keyser Soze. "My attorney happens to be his attorney, but that's as close to him as I can get," says Bahlitzanakis, 29.

A onetime hotshot programmer, Ye used his software chops to build the bulk of his domain empire in the late '90s and early 2000s. He became a master at what's known as "catching," or buying up domains that were dropping because people gave up on them or forgot to pay the annual registration fee. At the time, the system was secretive, and domainers were trying to figure out what names were expiring and when. In the dark of night, Ye would sit before a bank of computers and, like a conductor, launch programs he wrote to shoot rapid-fire requests to purchase names.

His prowess quickly became clear. Chad Folkening, a domainer in Indianapolis, was disorganized in those years and sometimes missed renewal deadlines. He noticed that Ye was grabbing his expired names with lightning speed. After Ye had snapped up 100 of them, Folkening decided he needed to talk to Ye. "I was eating, sleeping, and drinking Yun Ye," he says. E-mail drew no response. Nor did phone calls. So in late 2001, Folkening traveled to an address near San Jose listed on Ye's domain registrations. "I figured I was going to walk up to his front door, knock, and say, 'Yun Ye, I just had to meet you,'" says Folkening, who now owns 7,000 names. Instead, the address led him to a Mail Boxes Etc. outlet. Folkening stuck Post-It notes on Ye's box asking him to call. Ye sent Folkening an e-mail a couple of days later, but the two never met up. Two years later, some acquaintances of Folkening's set up a get-together with Ye in a Los Angeles bar. "I did most of the talking, then he left," Folkening recalls. It wasn't until the next day that it dawned on Folkening that the man he'd had drinks with was probably an entirely different Yun Ye, which the real Ye confirmed to him in an e-mail. (Ye's attorney, John Barryhill, says Ye won't talk to the press, and he adds, "I don't answer questions about him.")

When Ye was building his portfolio, there was really only one way to make money from names--reselling them. That began to change in 2003 as paid search--developed and pushed by Overture, now part of Yahoo, and current market leader Google--started to take off. The technology powering the whole thing is complex, but not the basic business model: Advertisers pay only when someone clicks on their ads. And to get their links listed high in search results--or on a domainer's page that someone lands on by typing a name into a Web browser--they bid on keywords.

Generic names are gold for domainers, but names that target a specific audience are also valuable. Take, for instance, people looking for information on anorexia or bulimia. Type the phrase "eating disorders" into Yahoo's search engine and an ad from Remuda Ranch treatment center in Wickenburg, Ariz., appears across the top of the results. To win that spot, Remuda pays Yahoo handsomely--$3.06 per click was the price when Business 2.0 checked in early November. But the way many people looking for the same information go about it is to type www.eatingdisorders.com into their Web browser. That takes them to a page with five links to treatment centers, and again Remuda sits at the top of the page. But here's the difference: Click on it from this page and the $3.06 Remuda pays Yahoo for the referral gets shared with the domainer who owns the name.

In this case, that's Frank Schilling, a reclusive man who has quietly become one of the world's most powerful and respected domainers. Schilling bought the name in late 2002 for $1,100, snapping it up in an auction. It struck Schilling as a smart one to own since eating disorders are common. "What I didn't realize," he says, "is that more than 100 people a day blindly type the name into their address bar." Today, he says, the site gets around 120 click-throughs a day, providing steady, easy cash.

Ironically, Schilling came close to selling off his portfolio at the same time as Ye--until Vice President Dick Cheney inadvertently persuaded him to keep building his business. It was the evening of Oct. 5, 2004. Schilling, who is 36, was monitoring his sites from the Ritz-Carlton in Naples, Fla., where he and his family had been living since Hurricane Ivan leveled their house in the Cayman Islands a month earlier. As Schilling was scanning traffic data, he noticed that something wasn't right. An enormous burst of traffic was threatening to take down his servers.

He pulled up Google News, quickly discovering the culprit. The vice presidential debate between Cheney and Sen. John Edwards was going on, and to defend his record, Cheney told viewers to look at Factcheck.com. Cheney had meant to say Factcheck.org, a site run by the University of Pennsylvania. Factcheck.com was one of Schilling's.

Schilling had two options: Take down his servers, which could cost him tens of thousands of dollars in traffic to his other sites, or redirect Factcheck.com surfers elsewhere. The onslaught was useless to him, after all, since he only makes money when a visitor clicks on an advertiser's link. No fan of the Bush administration, Schilling thought of an anti-Bush ad that financier George Soros had run in the Wall Street Journal. Seconds later, he pointed the surging traffic to GeorgeSoros.com, so that anyone seeking out Cheney's record--and many millions did--was greeted with the message "Why We Must Not Reelect George Bush."

For Schilling, it was an epiphany. At the time, he had an offer on the table to sell his portfolio for more than $100 million; the potential purchaser, whom Schilling won't disclose, was in the middle of auditing his business. The experience--a flood of people surging across the Internet and ending up at a page he controlled--made Schilling realize that the value of domain names would become exponentially greater over time. "A few keystrokes and look what I did," says Schilling, flipping back his shoulder-length blond hair and typing into the air. "It was totally surreal." Since the night of the debate, he's added another 100,000 names to his portfolio, bringing his holdings to more than 300,000--cash-generating generic names that are again attracting well-financed suitors.

One of those suitors is Rabin, a soft-spoken man who keeps a white handkerchief tucked into his suit jacket pocket. Rabin runs a private fund called Jacobson Family Investments from the 56th floor of Carnegie Hall Tower, a suite with sweeping views of Central Park and uptown New York City. It's a fitting view, since the Internet in 2005 looks to Rabin a lot like Manhattan 100 years ago--awash in real estate opportunities.

Rabin teamed up a year ago with a Harvard-trained finance whiz named Bob Martin and domain speculator Marc Ostrofsky. They named their company Internet REIT and, according to Ostrofsky, are spending $250 million, probably far more, buying out domain owners as fast as they can find good names. (Ostrofsky, for the record, was the man who pulled off the much-publicized sale of Business.com for a reported $7.5 million in December 1999.)

When Martin and Ostrofsky approached Rabin about forming a business, Rabin knew little about domains. Then he did some research and was astounded. Type-in traffic is a growing phenomenon, the fixed costs are minimal, and U.S. advertisers are expected to spend $26 billion on the Internet by 2010--roughly double the current level. He immediately thought of the billboard industry a decade ago, before Clear Channel and Viacom bought up the small operators. "We've only just begun the roll-up phase," says Rabin, 39. "This market will likely be in the billions."

The team of Martin, Ostrofsky, and Rabin is working the Delray Beach conference hard. Ostrofsky, the salesguy, dives right in: "What are your names? What's your monthly traffic? What kind of multiple are you looking for?" Ostrofsky pulls aside Bahlitzanakis, the Ye worshiper. Bahlitzanakis, who works from his apartment in Queens, N.Y., owns fewer than 100 names, but at least one is a gem: Cellphones.com. The site--a plain page with relevant links--makes an average of $1,300 a day.

Bahlitzanakis spends his last night in Delray Beach at an Internet REIT party, tossing back Grey Goose vodka and tonics. He returns to his hotel room in the early morning to find a contract under his door. Total price: $4.2 million. He paid $90 for the name in 1996. "I just went to my 10th high school reunion, and I thought to myself, 'Who's laughing now?'" Bahlitzanakis says.

Ostrofsky talks about fuzzy concepts like "mindshare" when it comes to evaluating a name. But like all the top domainers, he and his crew also analyze traffic data. Internet REIT figures it will run some of its sites, like Officesupply.com, as virtual stores, with links to suppliers and products. But they're expecting that the pay-per-click model will drive the business.

From his office in Houston, Ostrofsky trolls the Web late each night to find prospective sellers. That's how he ended up negotiating with Marie and Bob Benz at their home in Philadelphia one evening in September. The couple, both doctors, began buying names in 1995 as a hobby. They bought some they liked--Heartdisease.com, Highbloodpressure.com, Athletesfoot.com. In some cases, they developed the sites and added content; in others, they set them up as simple landing pages with relevant advertising links.

After an evening of talk, Ostrofsky and the Benzes reached a deal, and Internet REIT is paying $3.6 million for their 101 names. Says Bob Benz, who specializes in kidney diseases, "It's a lot more lucrative than being a doctor."

Plenty of things could spoil the domainers' party. Internet advertising could turn south. Click fraud, in which someone writes a program that repeatedly clicks on paying links, could become a bigger problem for the paid search industry, making advertisers reluctant to spend. The model itself could change entirely. Or sites could become so commercial that Web surfers sour on them.

But the way domainers look at it, they own the property. "And if you own the real estate," Rabin says, "people are going to wind up there at some point." Soon, he figures, Wall Street at large will begin to catch on, providing opportunities to tap into the public markets. Then big Internet players like Rupert Murdoch or Barry Diller could buy out the domain owners. Some even speculate that Google or Yahoo--or Microsoft, which is entering the paid search business--will roll up the domainers, cutting out a layer and serving up the type-in traffic directly to their advertisers.

In the meantime, Google and Yahoo are trying to keep the type-in business coming--and execs from both companies are using the Delray Beach conference to court the folks who control it. As the party at Delux winds down, 14 Yahoo executives pile into a stretch Hummer with a few of the domainers, including Schilling, who has an exclusive contract in which Yahoo serves all the ads for his sites. The limo heads 35 miles south on Interstate 95 to Scarlett's Gentlemen's Club. The men kick back in the VIP section, outfitted with plush booths and red velvet curtains.

When the woman in charge of the area comes by and mentions the cost of the booths, the Yahoo crew gets nervous. And in the end, no one wants to submit the $1,000 tab to the expense department back at headquarters. Finally, Schilling pulls out a roll of cash and pays up. Not a big deal for a guy who owns a share of a jet. But considering that Schilling's traffic generated more than 1 percent of Yahoo's $3.6 billion in revenues last year, you'd think one of those guys could have stood up and taken one for the team.


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