Clint Sanderson

August 11, 2010 — On August 11-13, Crexendo, a Web Marketing Services Company based in Phoenix, AZ with offices in Utah, Nevada, Washington, and New York will send its 250 plus Orem, UT employees to perform maintenance and repair work at Orchard Elementary School as their annual service project. Such annual projects for Crexendo usually involve the local areas and communities around their nationwide locations.

Crexendo President Clint Sanderson said of the project “It’s important to be a good corporate citizen, now more than ever. With budgets so tight for everyone, this is a good way to give back to the community. It gives the local kids a nicer place to go to school.”

The services that Crexendo employees from all departments will perform will include:

• Painting the world map
• 4-square lines
• Hopscotch lines
• Basketball lines on the playground
• Spreading mulch on the playgrounds
• Cleaning playground equipment
• Spreading mulch around trees
• Scrubbing walls inside the school
• Painting grids on kitchen ceiling
• Helping teachers with projects

Crexendo has done service projects like this in the past and Sanderson says they plan to do many more in the future. For any questions regarding the project, Orchard Elementary Principal Barry Bezzant can be reached for comment at 801-358-2424. Orchard Elementary is located at 1035 N. 800 E. in Orem, UT.
For questions about Crexendo, its services, or its project at Orchard Elementary, call Jeffrey Korn at 801-234-5988 x4630.

About Clint Sanderson

Clint Sanderson is the President of the technology and e-commerce services company Crexendo. Sanderson helped establish Crexendo in June of 2009 in order to offer specialized Web marketing services and hosted telephone services to medium- and large-sized companies. Sanderson also chairs the Board of Directors of the American Lung Association of Utah. Sanderson received a Bachelor of Science Degree from Brigham Young University.

About Crexendo
Crexendo offers Web marketing services to companies who want more traffic and leads on their websites. They offer SEO, link-building, website re-builds, paid search management, analytics, and other services. With a core focus on e-commerce and SEO, Crexendo continues to evolve its leadership and vision to help businesses generate more leads and sales through optimized websites.

More information can be found online at http://www.crexendo.com/

http://www.free-press-release.com/news-clint-sanderson-and-crexendo-web-services-to-launch-elementary-school-repair-project-1281555767.html

SHARE

December 8, 2010 — TEMPE, Ariz., — iMergent, Inc. a leading provider of eCommerce software, site development, web hosting and search engine optimization for businesses and entrepreneurs today announced that it has appointed Clint Sanderson as its President and Chief Operating Officer (COO). The Board of Directors also voted to name Steven G. Mihaylo as Chairman of the Board of Directors in addition to his role as Chief Executive 

Sanderson, 39, has been a member of the iMergent management team since 2002, serving in roles of increasing responsibility, and has served as President of the StoresOnline and Crexendo divisions since February 2009. Prior to joining StoresOnline, Sanderson served as director of sales for two enterprise software companies. Sanderson also serves on the Board of Directors of the American Lung Association of Utah and is a member of the Utah chapter of the Young Presidents Organization (YPO). Sanderson received a Bachelor of Science Degree in business from Brigham Young University.

Steven G. Mihaylo, iMergent’s chief executive officer, stated, “I have worked closely with Clint since I joined iMergent two years ago and he has been a full partner in working with our entire management team to transform the Company’s StoresOnline division to a Software as a Service (SaaS) model. The board’s decision to elevate Clint to president and Chief Operating Officer is well earned and I support it fully. I am looking forward to working with Clint in the future to execute our plans to broaden the delivery of the Company’s web software tools and web marketing services worldwide and the planned introduction of our telecommunications services and related network services, in the first quarter of 2011, to enterprise customers. It is my belief that the execution of these plans will lead to increased shareholder value in 2011 and beyond.”

About iMergent

iMergent provides eCommerce solutions to entrepreneurs and businesses enabling them to market and sell their products or ideas via the Internet. The company sells Software as a Service (SaaS), web marketing and training services which help users implement Internet strategies to allow entrepreneurs and businesses to market and sell their products, accept online orders, analyze marketing performance and manage pricing and customers over the Internet. In addition to software and training, iMergent offers site development, web hosting and search engine optimization (SEO). iMergent, StoresOnline and Crexendo Business Solutions, Inc. are trademarks of iMergent, Inc.

Safe Harbor Statement

This press release contains forward-looking statements. The Private Securities Litigation Reform Act of 1995 provides a “safe harbor” for such forward-looking statements. The words “believe,” “expect,” “anticipate,” “estimate,” “will” and other similar statements of expectation identify forward-looking statements. Specific forward-looking statements in this press release include information about iMergent or its officers, (i) transforming the Company’s StoresOnline division to a Software as a Service (SaaS) model; (ii) broadening the delivery of the Company’s web software tools and web marketing services (iii) the planned introduction of telecommunications services and related network services, in the first quarter of 2011, to enterprise customers and (iv) that these plans will lead to increased shareholder value in 2011 and beyond.

For a more detailed discussion of risk factors that may affect iMergent’s operations and results, please refer to the Company’s Form 10- KT for the six months ended December 31, 2009 and the Company’s forms 10Q for the periods ended March 31, 2010, June 30, 2010 and September 30, 2010. These forward-looking statements speak only as of the date on which such statements are made, and the company undertakes no obligation to update such forward-looking statements, except as required by law.

More information can be found online at http://www.imergentinc.com

http://www.free-press-release.com/news-imergent-appoints-clint-sanderson-president-and-coo-and-steve-mihaylo-chairman-of-the-board-of-directors-1291839771.html

SHARE

Have you ever wanted to invest in companies like Zynga or Groupon before they go public? How about a venture fund run by superangels that invests in early or late stage startups? In the past, not only did you need to know someone but you also had to invest $100,000 or more to participate in these opportunities.

A new fund management company, MicroAngel Capital Partners, has launched to give investors an opportunity to participate in these types offerings for a fraction of the investment.

MicroAngel Capital Partners will pool investments of $5,000 – $10,000 from many investors and will create investment funds that are less than $1 million each to invest in these opportunities. They will use the MicroVentures funding platform, which will facilitate the transactions and allow for the smaller investments. Once registered on MicroVentures, investors will have access to view current MicroAngel funds listed on the site.

The funds are available to accredited investors. To be considered an accredited investor, you must meet one of the following three criteria: 1) net worth excluding your home of $1,000,000 2) net income of $200,000 or 3) household income of $300,000.

When you sign up at MicroVentures, be sure to put “MicroAngel VB” in the referral code and you’ll receive a $50 gift card after you make your first fund investment.

Read more http://venturebeat.com/2011/06/16/new-opportunity-for-private-company-investments/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Venturebeat+%28VentureBeat%29

SHARE

By Farid Naib

(Editor’s note: Farid Naib is CEO and Founder of Document Depository Corporation and an angel investor. He submitted this story to VentureBeat.)

I have been described as a “serial entrepreneur,” which makes it all sound easy and full of success. But what I have found is that, whether it is my first or seventh endeavor, starting a new enterprise is exhausting, ego shattering and (at times) infuriating.

But it’s also one of the greatest thrills in my life.

After more than 25 years, I have learned quite a few lessons. Here are my most valuable five:

Just do it – Nike may have trademarked the slogan, but the sentiment is universally applicable. So much is never accomplished simply because the idea generators are overcome with the paralysis of inertia.

There is an old Chinese proverb that says, “The best time to plant a tree was 20 years ago. The second best time is now.” Sitting around thinking about your great ideas will never produce anything. You have to act. Do some research. Build a prototype. Create a website. Network with colleagues. Start somewhere.

What often holds our ideas back is fear – fear of failure and the unknown. Your tree will may not be full-grown tomorrow, but if you plant it today, it certainly has a future.

Be willing to fail and try again – The fear of failure is a powerful de-motivator, but whether your business idea is ultimately a boom or a bust, you will gain valuable insight from the journey. I have learned many lessons with each of my start-ups. Early on, I learned about the perils of over-promising to clients.

My very first company, which provided lighting for concert venues, once agreed to light three separate shows even though we only had two complete lighting rigs. I thought I could wing the last one, using makeshift gear borrowed from other companies. Not only did that third show fail, all three concerts that night were disasters. I never again promised more than I could deliver.

Being able to pull back from a situation and assess why something went wrong is how you gain wisdom through experience. Don’t let your pride stand in the way. Be willing to admit you made a mistake and then exercise the strength to carry the difficult lesson with you so that you will avoid it next time.

The best valuation may not be the best deal – For those considering outside investment, whether angel, venture capital, or private equity, educate yourself on deal terms. Many inexperienced entrepreneurs agree to terms which are not favorable to them simply because they don’t know any better.

Learn about liquidation preference – participating versus non-participating. Above all, don’t let dollar signs fool you. Just because one investor provides a higher valuation than another, doesn’t mean that they are offering you the best deal in the long run. I have learned firsthand to do a pre-deal calculation myself to really understand how “great” a deal I might be getting.

Growing pains are real – It has happened every time. I have gotten my business rolling, revenue is increasing, and I am hiring new employees. Then the growing pains hit. If one thing is certain in the entrepreneurial world, change is constant. The management team that got you to $500,000 in revenue will, in all likelihood, not be the same group of people who can get you to $2 million.

One of the hardest parts of growing your company is knowing when you have to pivot your team. Companies also experience phases of growth with accompanying plateaus often around $2 million and $10 million in revenue. Changing management can help overcome these plateaus, as will proper planning and awareness of the potential for leveling growth.

Don’t be afraid to ask for help – Even if your business is developing a fancy SaaS interface for social media widgets, the small shopkeeper in your neighborhood may have some insights that can benefit you.

All businesses face the same types of issues and problems. Every day, I ask myself the same questions: How do I adapt to a changing marketplace? How do I get my message out and reach potential customers? How do I turn first-time clients into happy, returning clients? Practical, firsthand experience from those who have already been through it is definitely the best kind. Use your network. Talk to people who have been doing it a long time and be willing to consider that you may be wrong.

Read more http://venturebeat.com/2011/06/14/5-lessons-learned-from-a-serial-entrepreneur/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Venturebeat+%28VentureBeat%29

SHARE

By Matt Marshall

Advertisers are likely to spend $31.3 billion buying online ads this year, 20 percent more than last year. That’s according to the encouraging forecast from market researcher eMarketer — and it’s almost twice the 10.5 percent growth in 2011 that eMarketer predicted in December.

This is great news, right? A solid rebound!

Well, sort of. The economy kicked into gear, advertisers got their budgets back, and they needed to spend it somewhere. And where did they put it? Online, of course. Not only are people spending more time online, the advertisers also saw excess online inventory being pumped out by the publishers, and they took advantage by buying it at bargain rates.

In other words, advertisers are buying more ads, but there’s so much inventory that it’s depressing rates.

EMarketer principal analyst David Hallerman says his firm doesn’t officially track market ad rates (CPMs, or cost per a thousand impressions) and doesn’t know anyone who does it well. So he bases his assessment of CPM trends on anecdotal information, such as interviews with publishers and other market vendors. He says it’s clear that growth of overall ad impressions is faster than the growth of banner ad spending.

In other words, Hallerman says, “Pricing has come down.” CPMs for banner ads can be as low as $1, “and that’s with targeting on top. … You don’t see run of network ads as much,” he says.

In general, smaller sites will be hurt more by lower pricing than bigger or more focused sites, which are better able to command higher CPMs, he said. He listed the WSJ, the New York Times and VentureBeat as examples of bigger, higher-CPM sites.

But overall, it means most publishers are having to pump out more page views just to stay in place.

The other notable development: For the first time, display ad spending is within striking distance of search advertising spending. Even though search will continue to grow strongly over the next five years, eMarketer estimates display ad revenue will surpass search revenue within that period (see graphic). Banner ads, sponsorships, and video ads are all growing even faster than search.

And finally, a note on mobile ads: The number of advertisers using mobile display ad campaigns has more than doubled in the past two years, according to a separate report released today by Comscore. It said mobile content and publishing account for half of all products advertised on mobile devices.

Still, mobile dollars make up an extraordinarily small portion of the overall ad pie. As of last year, it was between 2.1 to 2.5 percent of total online ad spending, according to eMarketer’s Hallerman, citing industry stats. As a result, mobile ads won’t be a major factor in growth of the overall market for the next year or two, he concludes.

Read more http://venturebeat.com/2011/06/08/online-advertising-explodes-to-31b-but-publishers-getting-squeezed/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Venturebeat+%28VentureBeat%29

SHARE

By Anthony Ha

Group-buying titan Groupon’s plans for world domination seem to be rolling along smoothly. Last week, the company filed for its initial public offering. Today, it’s announcing its first partnership with a grocery chain, and its first full integration with a loyalty card system.

Specifically, grocery chain Big Y will be offering a deal to Springfield, Mass. subscribers, giving them 40 percent off its new Shellfish Grill Pack, which normally costs $39.99. And instead of having to print out their Groupon certificate to redeem the deal, shoppers just enter their Big Y Express Saving Club number on the Groupon site, and the deal is automatically loaded onto their card.

Now, none of this sounds hugely innovative, nor will it silence Groupon’s critics. Last week, some of those critics pointed out (justifiably) that even though Groupon’s revenue is growing rapidly, its costs are skyrocketing too, suggesting that its business model may not be sustainable.

So here’s where the Shellfish Grill Pack fits in. Groupon has said (for example, in its IPO filing) that its vision isn’t limited to daily deals, but rather involves a broader aim to “reshape local commerce”. The more Groupon can insinuate itself into every part of local business, the better-positioned it will be to achieve that vision. Integrating with existing loyalty programs helps, and so does making it into grocery store aisles.

Read more http://venturebeat.com/2011/06/06/groupon-grocery-stores/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Venturebeat+%28VentureBeat%29

SHARE

Social bed and breakfast startup Airbnb has enjoyed a fair amount of buzzworthy press recently with the announcement of Ashton Kutcher as the company’s new strategic adviser and a $100 million mega-round of investment speculated to close soon.

But the company has admitted that, before gaining the kind of attention that has many calling it the next hot startup, it hired contractors who used unsavory tactics to get people posting property listings on Craigslist to create a listing on Airbnb as well, according toTnooz.

Entrepreneur Dave Gooden wrote a blog post about those tactics, which he determined to be automated spam accounts used to harvest email addresses (otherwise known as “farming”), according to his own personal tests.

Airbnb blames the actions on a “rogue” sales team it contracted to acquire listings through person-to-person sales. After investigating the tactics used by the sales team, it found no evidence of an automated or data harvesting process and concluded that “their efforts were largely ineffective.” The company also stated that it doesn’t condone the practice of farming Craigslist.

Some believe Airbnb is more guilty than its admitting, such as Business Insider’s Pascal-Emmanuel Gobry, who points out that plenty of fledgling companies resort to shady tactics to get their startup off the ground. But in Airbnb’s defense, I can’t imagine Craigslist would have an abundance of properties that would provide travelers a “unique experience” similar to a bed and breakfast — meaning there wouldn’t be much benefit from the company’s perspective. It’s much more plausible that an outside contractor did it to satisfy the promotional goals it was hired to accomplish.

Regardless of whether Airbnb is more responsible for gaming Craigslist than it’s leading on, it probably won’t have any impact on the mega-round of funding or its status as the next hot tech startup.

SHARE

Fifteen major technology companies are getting together to create an alliance with the goal of promoting technologies and interfaces from machines that use visual input.

Inspired by advances such as Microsoft’s Kinect motion-sensing system for the Xbox 360 video game console, the Embedded Vision Alliance is aimed at empowering engineers with practical information for adding computer-vision capabilities to their products.

The alliance is aimed at creating “embedded vision,” or the ability to adopt computer vision in electronic products without a lot of hassle or cost. Jeff Bier, president of Oakland, Calif.-based consulting firm BDTI and a co-creator of the alliance, said in an interview that the ability for machines to see and understand their environments promises to change the electronics industry. If successful, the alliance could create significant new markets for chips and other electronic components.

“Just look at Kinect, which became the fastest-selling consumer electronics device in history,” Bier said. “That’s just a small part of the story. From automobiles that prevent accidents to security cameras that prevent crimes, embedded vision will proliferate across a multitude of markets.”

Bier started the alliance with Xilinx and IMS Research. Members of the alliance include Analog Devices, Apical, Avnet Electronics Marketing, Ceva, CogniVue, Freescale, MathWorks, National Instruments, Nvidia, Texas Instruments, Tokyo Electron Device, Ximea, and Xmos.

One of the goals is to create standards for the industry. Bier believes that machine vision can bring lots of benefits in consumer, medical, automotive, entertainment, industrial and retail markets.

Curiously, Microsoft is not one of the companies participating in the group, even though it has made a lot of headway with machine vision through its Kinect system.

The alliance is launching its web site today at www.embedded-vision.com. The site will provide practical information to help design engineers incorporate vision in their systems.

Overall, hundreds of companies are building components for vision technology. That ranges from chips scu as sensors, converters, digital signal processors, analog video components and all sorts of other technologies. All of that has to be coordinated in some fashion.

Many of the current technologies are based on designs that can be used in large stand-alone vision projects, but embedded devices require custom chips that are both low-cost and easy to program.

Besides Kinect, other good examples of machine vision are the rear-view mirror cameras for cars that show a driver what’s behind them when they’re backing up. Those systems can recognize safety hazards and alert drivers to a problem.

Another vision technology has come from Affectiva, which can watch a human face and discern the emotional state of that person.

“We want to enable the proliferation of this technology,” Bier said.

For more information visit http://venturebeat.com/2011/05/30/alliance-formed-to-promote-machines-that-see/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Venturebeat+%28VentureBeat%29

SHARE

Microsoft CEO Steve Ballmer needs to be kicked out, a well-known hedge fund investor said Wednesday.

David Einhorn, manager of Greenlight Capital, said Ballmer is stuck in the past and needs to give someone else a chance. “[Ballmer's] continued presence is the biggest overhang on Microsoft’s stock,” Einhorn said at the Ira Sohn Investment Research Conference in New York.

Chief among Einhorn’s concerns are that Microsoft is missing opportunities to better compete with Apple products like the iPad. He also said he is unhappy with some of Microsoft’s acquisitions over the years.

Greenlight Capital currently holds 9 million shares of Microsoft stock, which amounts to 0.11 percent of company shares. Comparably, Ballmer owns 333 million shares or 3.95 percent. Former CEO Bill Gates owns more than 560 million shares or 6.65 percent.

It’s arguable whether replacing Ballmer would do much for Microsoft’s stock price in the long term, but Microsoft’s stock price was trading up today by 2 percent after Einhorn’s words made headlines.

Continue reading: http://venturebeat.com/2011/05/26/major-hedge-fund-player-says-microsofts-ballmer-needs-to-go/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Venturebeat+%28VentureBeat%29

SHARE

Onstage at the TechCrunch Disrupt conference today, Roelof Botha, a partner at Sequoia Capital, looked back today at one of the firms’ more controversial moments — the presentation that it gave to its portfolio companies after the financial crash in late 2008.

Back in October 2008, the firm supposedly called all of its entrepreneurs together into one room and outlined its position on the financial crisis. The presentation took its tone from the first slide, a tombstone reading “RIP Good Times”, and it ran through a number of bleak short- and long-term scenarios. Afterwards, a number of Sequoia startups announced significant layoffs. When rumors of the presentation leaked out, andVentureBeat published the full slide deck, it became one of the iconic moments of the downturn in the startup world.

Two and a half years later, however, the presentation may seem a bit alarmist, since Silicon Valley seems to have bounced back. Startup valuations are climbing (leading to lots of talk about a bubble), many firms are competing to hire the top engineering talent, and LinkedIn just had a spectacular initial public offering. So at the TechCrunch Disrupt conference in New York, TechCrunch founder Michael Arrington asked: Does Sequoia regret the presentation?

“I don’t think so,” Botha responded.

Continue reading: http://venturebeat.com/2011/05/24/sequoia-rip-good-times/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Venturebeat+%28VentureBeat%29

SHARE