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thirds of the company, and I felt that just makes life so much simpler, particularly for me. But I think for everybody else, too, because we would sit in a conference room, talk about something, make a decision, and be going. We could make important strategic decisions in an afternoon if we chose to. For example, we had been pricing our Shareholder Direct service at a fixed cost of $4,000 a quarter, plus telephone fees and other variable charges of the Internet. That $16,000 was highly, highly profitable. That was one of the things that allowed us to grow organically all through the 90s. But as these new competitors are coming in like I said, about a dozen competitors offering websites, webcasting, conference calls, and all kinds of services, financed by $85 million of venture capital they were going in and just bombing prices and even giving stuff away for free.

We realized that we would have to adjust prices. So we sat down and talked about it and, literally in a day, made the decision to completely restructure our product line and roll that out pretty quickly. That s the kind of thing that would have been difficult to do in a more complex, let s say, structure.

This method initiates your variables to start a new fly-by action: private void InitBezier(Vector3 startPosition, Vector3 startTarget, Vector3 endPosition, Vector3 endTarget) { bezStartPosition = startPosition; bezEndPosition = endPosition; bezMidPosition = (bezStartPosition + bezEndPosition) / 2.0f; Vector3 cameraDirection = endPosition - startPosition; Vector3 targDirection = endTarget - startTarget; Vector3 upVector = Vector3.Cross(new Vector3(targDirection.X, 0,

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Smolin: Two, three days of training Or a week Vanderpool: At max, yeah Smolin: And BidFax Vanderpool: BidFax was originally created to be done the way they were doing it manually, so the transfer of information, the approach they took,.

Livingston: You could be more flexible and move faster. Gruner: Yes. So we were able to compete with all these startups almost all of

which went out of business or were acquired. We acquired two, for literally a penny on the dollar. We acquired one firm that had well over $20 million of venture capital invested for a few hundred thousand dollars. They just blew up. Many of these guys got in the business not understanding shareholder communications. Most importantly, not understanding it s very much a people kind of business and that investor relations officers are typically people kind of people. Their job is to communicate. So coming in and selling technology particularly technology as an unknown was a very hard sell. They had a hard time breaking into the market, whereas we had worked a company at a time. We had had consultants early on that educated us, brought us in to companies, gave us credibility kind of put their name on the line after they got to know us well. CCBN did well because they were backed by Thomson Financial. Their key founder, Jeff Parker, had great visibility in that community, and credibility. But everybody else disappeared.

Livingston: Did you get acquisition offers Gruner: We had a number. At one point we had an acquisition offer by a dot-

com whose stock price had gone up by a factor of seven in the prior 3 months. They gave us an offer at the time that was valued in the tens of millions of dollars. This was a point where we had revenues of about $3 million. It was denominated in stock. We thought very seriously about it, but basically got cold feet because at that point we had been doing it for 7 years. We just felt, if the stock collapses, we ve lost it all. Nine months later, that stock was worth $205 million! So if we had done the deal, had I been smart enough to negotiate the deal where we could have gotten out of the stock, it would have been a $200,000,000 kind of deal. We had other deals that were a lot less, but we never saw anything that was the right fit, the right kind of liquidity, and the right kind of chemistry. We didn t want to sell the company to somebody that was going to disembowel it. So that s why, when we had an offer from NASDAQ and we had a couple of offers from them; I can t talk too specifically about it we felt that it was the right strategy. We ve known the people for a long time; we ve had marketing relationships with them; they re going into corporate services and they re very sincere about that. They want to use Shareholder.com as the foundation for building their corporate services. They re keeping the name. The valuation was right. It all happened very quickly.

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