In a word: Forensics. Computer forensics is the art of examining a system and determining what happened upon it previously. The examination of file and memory artifacts, especially file timelines, can paint a very clear picture of what the attacker did, when they did it, and what they took. Just as an example - given a memory dump of a Windows system, it is possible to extract not only the command lines typed by an attacker, but also the output that they saw as a result of running those commands. Pretty useful in determining impact, eh? Depending on the freshness of the compromise, it's possible to tell quite a lot about what happened.

A simple Google search will give you answers to this question. I am not an accountant or a banker and this is not "professional advice." From the articles you will see, it is clear that setting up an account for a foreign company is possible. However, you must provide plenty of paperwork to satisfy the bank that you are who you say you are. Apparently there are online banks that may allow you to set up the account remotely. Another caution the articles will show you is that while some bankers may earnestly give you the advice to set up a US corporation--which is indeed easy and inexpensive--if you do, you are then getting into the mess of having to pay US taxes. If I could find out this information from good sources in a few minutes, you could have as well.

A reseller typically purchases the SaaS at a discounted price and bill their client directly. I've seen reseller discounts range between 10% and 50%. The discount should be competitive with your industry, and allow a reasonable ROI for resellers. The reseller discount is typically for the life of the user otherwise expect resellers to offer their clients a competitor's SaaS. An affiliate or partner program that pays a commission for referring clients creates a direct relationship between your company and the users. In these types of programs, your commission could be a one-time payout upon referral, a recurring % of sale for the first year, or a recurring % of sale for the life of the client.

You can raise funds if your service generates good traction and you manage to get long term subscriptions. Your clients will play a significant role in the funding process by providing their positive feedback and the prospects of the business in long run. You can run a survey asking your customers whether they will stay in long run? If you get a yes from most of them then this will serve your purpose of convincing the investors. Pricing should be defined by the market forces, the demand and supply will work to get you a optimum price. Try A,B,C price with X,Y,Z demand and plot it in a graph through excel. I can help you in the entire process.

We do marketing partnerships with some of our ongoing accounts. Terms vary from fixed-fee retainers through fixed amount + 10-20% split share to 30-40% fee on new deals. Depending on the specifics of the business and the marketing services provided, the percentage could be for a specific product/service, or the entire business. We do inbound marketing and partnership outreach which increases the brand awareness, grows the email lists of our clients and allows for scheduling cross-promotion campaigns and webinars that support the entire business - hence the added benefit of shared revenue across all products and services. Limiting revenue share for a product is more applicable for larger businesses that have an established marketing and advertising strategy and bring a good number of customers this way. Then a marketing strategy could be shaped around a specific product or a solution which justifies partnering only on a specific venture.

Hello! If you are also considering outsourcing, you'll see that there are plenty to choose from. I'm here to offer you contact MobiDev (https://mobidev.biz). It's a software-development company with offices in several countries, one of them is in San Francisco.

I would recommend building a STRONG LinkedIn network, boosting up your profile, recommendations, endorsements, ask to join relevant groups, etc. In the meantime, I would also develop a simple WP site and start pushing quality content on a regular basis. Would even explore trying to hop on a few trending podcasts for credibility & re-purposing. Check out Viveka von Rosen, she's the Queen of LinkedIn for business.

In my opinion, I would consider your long-term goals. If your plan is to build a brand around yourself and become established as a major influencer, it certainly makes more sense to go that route. On the flip side, your low hanging fruit is to build a brand around the concept by which you intend to cover. For example, Start With Why became a household name and Simon Sinek has built an entire company around that premise. It comes down to what aligns and resonates with you and what you intend to accomplish. Hope this is helpful, all the best!

Congratulations on starting your new venture. I think you have a couple of different routes and I'm a firm believer of finding a platform that "feels right" to you and focusing your efforts on it. For me, my podcast gives me direct access to my target audience of entrepreneurs and I also target followers of major podcast influencers on Twitter with ManageFlitter. This allows me to continue delivering quality content through my show and driving downloads on iTunes while also furthering my brand awareness on Twitter. I use other social platforms but have really concentrated my efforts on exploiting said channels. Maybe you consider a YouTube Channel, blogging and/or guest blogging for relevant platforms. Facebook is pay-to-play but undoubtedly drives the best results, in my opinion. Whatever you decide, educate, engage and build awareness. Do yourself a favor and conduct some strategy research before you just dive in. Hope this was helpful, best of luck! *Build your email list! Can't stress that enough. Find ways to capture emails through your content in the form of quick freebies, resources, etc.

Charging per lead shows that you are setting your pricing based on the value you bring to clients, and that you are willing to put a personal stake in getting them results.

I am not an attorney and this is not "professional advice." Consult a lawyer. If you get involved with a partnership ever again, get an operating agreement in place and TALK ABOUT SEPARATING at the beginning. Get it figured out immediately. Be up front with it: "We should talk about what happens if one of us dies. Or wants to move on." It's not offensive, or confidence-gutting...it's smart (as you probably now see.) Generally speaking, an agreed-upon independent third party firm would assess the value of the company. This firm would be named in the operating agreement provisions so there wouldn't be bickering at the time of separation. Another typical provision is that partners have first right of refusal on share sales. But since you don't seem to have such an agreement in place, it's probably going to be tough for you now. The more you fight the more the other shareholder is going to fight back. Consult an attorney. Find out if there are any restrictions on selling your shares. My guess is that with a negative cash position due to debt, the company isn't worth a whole lot. You may be able to have a value assessed based on revenue...but if you leave, how much of that goes with you? Is the business model based on repeat customers, or one-time sales? You need more expertise than a Clarity answer to solve this one. And remember, the more mean-spirited you approach this question, the more resistance you will get. My opinion--which again is not "professional advice" and is merely for discussion--is for you to quietly discover your options by consulting an attorney and accountant good at digital business evaluation (most are not), and wait for the company to return to profitability.

Interesting. I have done this on a couple of occasions, maybe not this exact model but close. One approach would be a Speakers Bureau. Another would be to structure it as a full service agency or as "full" as your colleagues' backgrounds permit. Be sure to create a vesting schedule, even sweat equity can get away from you if one is not careful (says the voice of experience). A third option would be an equity crowdfunding startup. indiegogo has partnered with MicroVentures to offer the JOBS Act of 2012 based solution for US based companies. I would enjoy sharing some war stories or answer any pointed questions at your convenience, let's schedule a time.

Create a niche database based on your criteria and try and reach out to them with your needs..Repeatedly follow-up and you will see the results. If required, I can help you.

It can depend on the type of book and goal for your book. But the strategies I know of working and that have worked for me. Involved building an audience of your own and leveraging other peoples audiences. So if you don't have an audience go through and find the thought leaders and personalities in that space. Chat with them about the book and see if you can get them on your launch team. Start Sending out advanced copies to these people to get their feedback and support. Then you want to create some pre-sale freebies. With Mark Mason The Subtle Art of Not Giving a Fuck. Had a bunch of freebies if you pre-orded it for 20 bucks or something. He also appeared on a shit load of podcasts and had a bunch of people promoting his pre-launch.

This all depends on the size of your store. If you are just starting out you can get a feature-rich store on Shopify for $29 per month. You'd be surprised how many features they provide. For small to medium sized business, Bigcommerce is also a good option. If you are a bigger company, both Shopify and Bigcommerce have enterprise-level options as well. There are also some free options like WooCommerce, which is a plug in for Wordpress.

Meet them at industry trade shows. This gives you the opportunity to see them in action in your field, how they present (in the psychological sense more than the sales step sense), and to spend some time in person with them. After all, you can ask them to lunch or dinner after you've spoken with them for a bit at the show. Find out their attitude towards the show: do they resent being there (why? If it's taking valuable time away from prospects they've already qualified, that's a good reason. If they're bored and the company told them they had to attend, that's a bad reason). What do they like about their current role? Dislike? Look for a match-up to your situation. Don't expect an instant leap. If they do, that's likely a warning--they'll be quick to jump from you, too, later on. Just give them something to think about...and let it work on them. If they really are dissatisfied with their current role, they'll get back to you. People buy from people, and remember that you are selling something here.

I have used Keynote on the mac for most of my prototyping needs. I help teams come up with a really cheap prototype as part of the design thinking experience and we have used keynote for both desktop and mobile prototypes. It supports clickable actions and some amount of animation with magic move. Here is a great video from WWDC 2014 where they talk about the how. https://developer.apple.com/videos/play/wwdc2014/223/ If you need help, give me a call.

Engaging and communicating with your prospects is a sure way to build rapport and increase brand awareness in your local area. For a chiropractor, returning clients are typically the largest revenue stream. I would focus on reaching out to past clients and provide a compelling offer to get them in for another visit. If you are seeking to build new business, I highly recommend that you consider paid social initiatives (aka running Facebook ads). With a proper Facebook ad campaign targeting the right people, with the right message, at the right time, you are in a great position to quickly generate leads.

From everything I've seen, 20-35% is definitely the sweet spot. It certainly depends on the price point and some people start lower but build in incentive criteria to bump the percentage up after a certain milestones have been met.

It depends on why you're going to IL. To be deductible the expense has to be ordinary and necessary to that trade or business. If there's a legitimate business reason then maybe, there are still limitations on how long you can live somewhere before it becomes your tax home. You're going to need to elevate this question to a tax attorney so you can go over it in detail.

Congrats on the success you have achieved in just 3 years! That's statistically uncommon and reveals that the initial focus of the company was effective and worth reviving. Yes, it must be frustrating to feel like you are the only one carrying the company uphill. I've been in a similar position. First, I suggest you take responsibility for the position you currently find yourself in. It's easy to cast blame on people and circumstances outside of yourself. It's the most common first reaction. If you really think about it though, you will realize that where you are did not appear overnight. Every day for the past 3 years you have either consciously or unconsciously agreed to move towards where you are now. By doing that you are no longer a victim of circumstances and can move forward from a place of power. As the primary producer in the company you do have the leverage however, you also need a pro-active plan to promote using that leverage and it needs to be something that benefits everyone involved. First of all I would check your perspective on the whole situation by calling a meeting of stakeholders to recalibrate the company vision. The idea here is to get everyone to tell you what they see as the primary problems with the company right now and where they each would like to see things improve. You need to see what everyone else is seeing not only what you are seeing. This meeting in and of itself might change your perspective entirely. If it reveals nothing that profoundly changes your view then move on to the next step. If you are the star salesperson then you have a method by which you get results. Try creating a sales training program out of that method and then go to the team and present this training plan. There are books and resources online on how to create a sales training plan like this. The goal is to duplicate and systematize how you achieve your above average results. Frame the plan as a way to get all the other team member goals accomplished. Whatever those goals are, inevitably they will require more money. By using your leverage as the star salesperson and taking the initiative to create a program that will effectively create more star salespeople then you are bound to create more revenue for the company. This way your goal is a means to an end for everyone else's goals. This way you get unanimous buy-in. Set a goal of 8 weeks or so to implement this training across the enterprise. Provide bonuses and other incentives to participants to achieve this goal as well as longer term sales increase goals. Create company-wide perks for achieving these long-term sales goals. Maybe a retreat somewhere awesome? You get the picture. The idea is to create a win-win situation for everyone to get going in a positive direction that will, in the end, alleviate your present problem as well as achieve a greater success for everyone involved. Hope that helps. Best of luck!

I've used UserTesting (and its service Peek), as well as other user behavior analysis tools like HotJar, Crazy Egg, etc. To answer your questions: 1. Do you use such services? If so, what do you choose? // I use them to either confirm or reject hypotheses I have about my product's/business' performance metrics, and gain ideas as to how I could improve them. Best example: my team's goal was to increase the %age of users successfully making it through our onboarding process. We collected a handful of videos via UserTesting, and gained dozens of insights into ways we could simplify and clarify the process - and it resulted in a significant jump in our conversion rate. 2. How you choose it? // Being in the web/UX design industry for a while, I'd heard of them before (via following relevant Twitter hashtags and UX blogs), and mentally bookmarked them until we had a need. Did a quick price comparison first with other similar services, then decided to pull the trigger. My primary decision criteria were: 1. How much is it? 2. How quickly can we get back data/results, and 3. Are we able to find good-quality, targeted participants that are similar to the kinds of users we're going after? 3. What was the main problem of using such services? // I don't think we were able to find exactly the types of participants we needed, but we had pretty specific criteria our first time around. Once we relaxed our requirements a bit, things were smooth from that point onwards. This was probably a couple years ago, though, so I would imagine their pool of participants has expanded significantly in breadth, diversity and available targeting criteria since then. 4. If you didn't use it, tell me please why? 5. Will you use such services in future? // Yep, absolutely. It's one thing to look at the analytics to try and figure out why people aren't doing what you want them to do in your app/on your site; it's a whole other thing to *actually see* what individual users are doing, and hear their rationale in real-time. I hope that helps - feel free to gimme a call if you have any other questions! ~Jason

You must be very careful about this type of loan, as doing this wrong can have profound tax effects. This is called imputed interest penalty. So the IRS can determine a loan was paid back incorrectly + ascribe some random interest rate, then require you pay back taxes + penalties on whatever rate they make up. Best way to deal with loans - Avoid any fancy nonsense. If you make a loan to your company, really make a loan. This means you have a note with market rate interest, so if you write a loan with 1% interest, this likely won't pass an audit. Make the loan match market rates you'd get at a bank for a similar loan. Also make sure your loan is less than usury rates in your state. For me, in Texas US, this is 18%, so if I write a loan to someone for more than 18%/year, I can end up in court via a suit brought by the state's attorney general. Summary: When making a long, make a real loan, with a correctly written promissory note. Exception: If you're using Transfer Pricing + locating your IP (intellectual property) in a different jurisdiction than where you pay tax, then you have many additional tax optimization strategies available. Real Example: Last time I checked, Google's IP is held by a Bermuda IDC + licensed to other countries for use. This means licensing agreements can be modified on the fly, to move any profits out of any country to Bermuda, where corporate tax rate is 0%... so profits can be expatriated to Bermuda, so no tax is paid.

It's really impossible to answer this question without a fuller analysis of your specific tax situation. "Float between" won't be the terminology used in a tax treaty! That being said, we've attempted to distill down different incorporation options at Incorporations.IO which is a free comparison tool for looking at global incorporation. Also there are plenty of articles on our FlagTheory.com website which talk about tax residency, bank accounts, obligations in terms of reporting and more.

Hi The terms that you are describing our much more common in a founders/partnership agreement, and less common to an NDA. Either way, there are a few issues missing in the conditions that you described, 3 of the most important ones being (1) the waiver of Intellectual Property rights, (2) the separating/firing of a founder/contributor and (3) the fact that there is no such thing (in most countries) as a "volunteer" (unless your business is an old age home and the volunteer comes more or less when he wants). I've successfully helped over 300 entrepreneurs and I would be happy to help you. Good luck