[The Wellers, Skully’s founders] routinely demanded [that their accountant] engage in fraudulent bookkeeping practices designed to defraud investors in Skully into believing that Skully funds were being used for business purposes, when in fact, the funds were being used to pay the personal expenses of the Wellers … In hindsight, Skully appeared to be kind of shady for some time. The company continuously pushed back its promised release date while sucking down $2,446,824 from Indie GoGo backers—that’s 979 percent of the $250,000 “goal” they “needed” to get running.
Happy Home raised seed funding last year (investors included Lowercase Capital, SV Angel and Box Group), but Ludlow told me the startup was unable to raise a Series A. The problem, he said, was that customers in home improvement turned out to be more price sensitive than he’d expected, while the margins remained low and repeat business was a challenge.
"A Day in the Life" appears on many top songs lists. It placed twelfth on CBC's 50 Tracks, the second highest Beatles song on the list after "In My Life".[97] It placed first in Q magazine's list of the 50 greatest British songs of all time, and was at the top of Mojo's 101 Greatest Beatles' Songs, as decided by a panel of musicians and journalists.[98][99][100] "A Day in the Life" was also nominated for a Grammy in 1967 for Best Arrangement Accompanying Vocalist or Instrumentalist.[101] In 2004, Rolling Stone ranked it at number 28 on the magazine's list of "The 500 Greatest Songs of All Time",[102] and in 2010, deemed it to be the Beatles' greatest song.[23] It is listed at number 5 in Pitchfork Media's "The 200 Greatest Songs of the 1960s".[103]
The funding and deal activity pullback in Q4’15 was a reality check for venture, and there is more of a focus on business fundamentals. We rounded up 11 startups deserving of an autopsy from the tail-end of 2015 and the start of 2016. From Rdio to the massive KiOR (that raised $403M in total funding), there were a variety of lessons to be learned: hiring problems, inability to compete, legal issues, and many more.
“Every single person other than two of my former partners left PYP Media in July 2011 to start The Muse, and in our first month, we had more people visit the site than in the history of PYP. We built a much stronger product, raced ahead with a clear sense of purpose and were accepted into Y Combinator several months later. We’ve raised well over $2 million in venture and angel funding to date and reached over 15 million people. In many ways, that first failure was the best thing that ever happened to me.”

We started Viaweb with $10,000 of seed money from our friend Julian. But he gave us a lot more than money. He's a former CEO and also a corporate lawyer, so he gave us a lot of valuable advice about business, and also did all the legal work of getting us set up as a company. Plus he introduced us to one of the two angel investors who supplied our next round of funding.
The rules for section 197 intangibles do not apply to any amount that is included in determining the cost of property that is not a section 197 intangible. For example, if the cost of computer software is not separately stated from the cost of hardware or other tangible property and you consistently treat it as part of the cost of the hardware or other tangible property, these rules do not apply. Similarly, none of the cost of acquiring real property held for the production of rental income is considered the cost of goodwill, going concern value, or any other section 197 intangible.
There are many different types of SEO practices, but SEO is essentially improving the visibility and authority of a website by having it rank higher on search engine listings. The entrepreneurial community itself is very divided on the merits of SEO. Some believe it’s useless while others believe it’s a necessary component. But all can agree that SEO is often a frustrating and difficult effort.
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For most startups the model should be grad student, not law firm. Aim for cool and cheap, not expensive and impressive. For us the test of whether a startup understood this was whether they had Aeron chairs. The Aeron came out during the Bubble and was very popular with startups. Especially the type, all too common then, that was like a bunch of kids playing house with money supplied by VCs. We had office chairs so cheap that the arms all fell off. This was slightly embarrassing at the time, but in retrospect the grad-studenty atmosphere of our office was another of those things we did right without knowing it.
You can usually deduct as a business expense the cost of institutional or goodwill advertising to keep your name before the public if it relates to business you reasonably expect to gain in the future. For example, the cost of advertising that encourages people to contribute to the Red Cross, to buy U.S. Savings Bonds, or to participate in similar causes is usually deductible.
Mike D'Avolio, CPA, is senior tax analyst with the Intuit ProConnect Group. He has been a small business tax expert for more than 20 years and serves as the primary liaison with the IRS for tax law interpretation matters, manages all technical tax information, and supports tax development and other groups by providing them with current tax law developments, analysis of tax legislation, and in-depth product testing.

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3.deprecated the old feature-complete product (ACS 3.4) before finishing the new product (ACS 4.x); note that this is a well-known way to kill a company among people with software products experience; Informix self-destructed because people couldn’t figure out whether to run the old proven version 7 or the new fancy version 9 so they converted to Oracle instead)

Video producers are afraid of charging for content, because they don’t think people will pay. And they’re largely right. Consumers still don’t like paying for stuff, period. We did find some specific industry verticals where the model works (some high schools, some boxing and mixed martial arts events, some exclusive conferences), but not enough to warrant a large market and an independent company.
Company CEO, Scott Pearson, commented: “Creating a new electrochemistry and an associated battery platform at commercial scale is extremely complex, time-consuming, and very capital intensive. Despite our best efforts to fund the company and continue to fuel our growth, the Company has been unable to raise the growth capital needed to continue operating as a going concern.
You granted the right to use the intangible to a person (or a person related to that person) who held or used it at any time during the period in (1). This applies only if the transaction in which you granted the right and the transaction in which you acquired the intangible are part of a series of related transactions. See Related person , later, for more information.
Nobody at Mochi wanted this to happen and there were parties interested in acquiring Mochi from them (including myself) for more than they’d make by dissolving it. They’re simply not interested in making a rational decision here, and they certainly don’t care about you all like we do (past and present Mochi employees). We’ve been trying to prevent this from happening for quite some time, but we failed to change their plans.
Fingerprint’s own direct-to-consumer subscription service, Kidomi, goes live in May. The company, in partnership with Excelligence Learning Corp., also plans to introduce soon a package of educational tools for pre-k and elementary school classroom teachers. To build relationships with consumers and teachers, Fingerprint has developed a social media ad strategy aimed at mommy and education bloggers.
Now the company is close to closing its doors as it seeks additional funding from venture capitalists. The company, which employs about 140 people, had furloughed its developers and some other employees early in October, asking them to use up their vacation time or go on unpaid leave while Savaje moved to find its way out of its financial troubles.
"All the investors were seeing were dollar signs in their eyes," one former Fab employee said. "Jason had this hunger to get bigger and do more and take on Amazon, even though our customer base loved Fab because it was curating interesting design products ... He was just like, 'I want more stuff' for the sole reason that he wanted to be more like Amazon."

Taxpayer agreed with others to buy a franchise in order to own and operate a motel. The agreement called for the parties to contribute cash in a corporation for stock. Taxpayer advanced money for feasibility reports, architect fees, and travel expenses. For reasons beyond his control, the proposed site couldn’t be acquired consequently the deal fell through.


Although we achieved a lot with Tutorspree, we failed to create a scalable business…. Tutorspree didn’t scale because we were single channel dependent and that channel shifted on us radically and suddenly. SEO was baked into our model from the start, and it became increasingly important to the business as we grew and evolved. In our early days, and during Y Combinator, we didn’t have money to spend on acquisition. SEO was free so we focused on it and got good at it.
From a career perspective, this is perhaps the biggest challenge, and why the ranks of professional startup consultants are relatively thin.  Startups either a) have no money to pay you with, or b) have been trained to think that they should always get everything for free (a practice probably fostered by large law firms that defer fees for some period of time).  I totally get it-- I'm a huge fan of bootstrapping and doing it lean-- but I've noticed a growing sense of "entitlement" among founders who feel that solely by virtue of being a young company, they automatically deserve a free ride. 
Especially if you want to go to retail, the days of cash up front are over. You will need enough capital to handle a 90-120 day float (from paying your supplier to getting paid by customers). Successful crowdfunded projects like Pebble (raised $15M), Ooya ($15M) and Lumoback ($5M) have gone on to raise money from institutional partners in order to continue their dream.
There are, of course, two sides to this coin, with the other involving a risk of expanding too carelessly. While there is no crystal ball and it is very hard to get an idea of what will be the results of your undertakings, you can give yourself the best possible chance of continued success through careful planning. Look at your resources, be realistic about the effort and cost and potential returns, and always keep an expert eye on how expansion might impact the current quality of service you provide your existing customers.
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