PATENT OWNER
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`PATENT OWNERPATENT OWNER
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`EXHIBIT 2035
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`EXHIBIT 2035EXHIBIT 2035
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`FSTEC 2008 - General Session – Technology Executives Panel
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`Paul Armstrong, Rob Grimes, Paul Langenbahn, Tom Litchford, Alan Liddle & Karen Sammon
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`Rob Grimes : So every year at FS/TEC we assemble a panel of the top executives from the
`manufacturing side to sit on our Technology Executives panel to share their thoughts on the state of
`food service technology and where its heading. I’m going to ask our panelists to come on stage as I
`introduce them. First up is Paul Armstrong, the chief technology officer of Microsystems, one of
`FS/TEC’s founding sponsors (applause). Next, is Paul Langenbahn, the President of Hospitality division of
`Radiant Systems, an FS/TEC corporate sponsor (applause). Our third panelist is Alan Liddle, the
`managing editor of Conferences and Technology for Nation’s Restaurant News (applause). Up next is
`Hian Orteya , the Food Service Solution Specialist for the Microsoft Corporation, also an FS/TEC founding
`sponsor (applause). And we round out our panel this morning with Karen Sammon, the President of
`Software Solutions for Par, another of this year’s corporate sponsors (applause). Now before we start,
`let me remind you that questions are welcome and encouraged for this group. There are some cards on
`your table and if you have a question for one panelist or the whole panel, we would like you to write
`that question down on a card, you raise your hand and a room monitor will bring your card up to the
`front. That’s known as “making our life easy” up here, so you need to be involved. So let’s get started
`with our panel. Now, yesterday with our CIO panel we really did not talk about a lot of the traditional
`things that we’ve talked about on panels before. And traditionally, we ask our panelists to introduce
`themselves and tell you a little bit about their companies. Well, we figured this out yesterday; we had a
`meeting and discussed this and I was told, “You know what? Everybody knows their companies. You can
`read about it in the directory.” So, today we are going to start out with something a little bit different.
`So, what I’d like to do is, I would like you to picture that you are writing your profile for Match.com (sigh
`and a laugh from the panel / female voice says “Oh, honestly”). You are looking for a date, but you’ve
`got to get people to respond to you and you know that they’re not going to read a lot. K, hidden
`message here right – keep it short! Okay? So, you can only get out the bullet points. So, what I’d like
`you to do is introduce yourself and just tell us those few bullet points about you that probably have
`nothing to do about business, but maybe it’s about time that our audience actually get to know our
`panelists and not just the company. So, Paul, do you want to start?
`
`Sure, um, aside from the fact I’m married, I can really conceptualize this
`Paul Armstrong :
`(chuckling in the background). I have kids, do a lot of stuff with the kids. They’re 13, 16; heavily involved
`in their sports activities. Um, I have various different hobbies – cycle a lot, uh, photography and, um, I’m
`a big football fan. Not American football, English football, in fact, Liverpool Football Club. That’s who I
`am and I like going out at night, love having dinner and there’s not a good bottle of wine that I don’t like.
`(more chuckling)
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`Rob Grimes : Paul would you date….? (chuckling from the panel)
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`Paul Armstrong :
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`Go Ahead.
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`There’s probably a few criteria at the top of my list that Paul doesn’t meet, but
`Paul Langenbahn :
`other than that I think he’s a great guy (Paul Armstrong chuckles / audience laughs).
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`Paul Armstrong :
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`I’ll just move over a little bit. (more laughing)
`
`I’m Paul Langenbahn, uh, one thing that, uh, many of you may not know about
`Paul Langenbahn :
`me is that I live on this lake, right out here. So, this has been, uh, been great for me to have this, uh, this
`event here, uh, in our hometown. Uh, uh, like Paul, I have been married, uh, very happily for a very long
`time, so it’s hard to envision doing a Match.com ad. Um, so, uh uh, I think what I would tell somebody
`that, uh um, had a very short time to get to know me, uh, is probably the things that, uh, I am most
`thankful for and the things that are important in my life. Uh, that would start with, uh, the love of God
`and my family. And, uh, and, and, uh, the things that I enjoy in life and, you know, one of the things that
`I think is important for all of us to remember is that, uh, you know, in my case, you know, I lead a group
`of people that’s in the retail technology business, but, uh, you know, when I die, not only will nobody
`care how many color, touch screen cash registers we sold in our history. Nobody is even going to
`remember what that was. Uh, and so, uh um, I’m very thankful for the fact that, uh, the place where I do
`spend a lot of my time, which is at work – I work with a lot of great people and, uh, I’m thankful for all
`the other, uh, great things that, that are in my life, uh, like watching my kids play sports and uh um, you
`know, being involved in the community. That sort of thing.
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`Rob Grimes : Al?
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`Alan Liddle : Um, I would start out any entry like that with a bullet point that says, “I can program a
`VCR” (quiet chuckles from the panel). Um, I’m into new media and learning all the time more – I just
`bought a hi-def camcorder and I immediately I have to tap into all that storage Dan Brose was talking
`about. Uh, I’m using that to photograph my children playing sports; volleyball, my oldest boy is 15; he’s
`on the volleyball team in high school. And my youngest; he’s a theater and band nut and does a lot of
`performances there. Uh, I’m motivated about helping get the best information I can that’s usable to our
`readers and helping my colleagues and I move forward into the brave new world of non-printed
`communication and content.
`
`Hian Orteya: Um, my name Hian Orteya and I spend most of my time around my kids, trying to make
`them successful. Uh, I would say that’s probably the top priority for me. Uh, I also spend a lot of time
`trying to make my customers successful. Uh, if you were to think about one feature that I think I would
`like people to know me for that’s dependability. I like people to say that they can always count on me.
`
`I think is unfair and that we should probably go back to talking about our
`Karen Sammon :
`companies, but let’s see – Match.com. Um, I don’t cook, I don’t iron, I don’t like to do housework, I
`really love my job (chuckles and applause during talking). I, um, let’s see, I’m second generation at Par,
`so I spend a lot of my time working, but I also spend a lot of time with my family. And, I have two kids;
`one is 9 and one is 6; and, so I spend a lot of time hanging out with them and trying to enjoy them when
`I see them. Um, I’m and avid skier and I like to do as many extreme skiing adventures as I can. And,
`um, let’s see, I’ve got a lot of energy, lot of passion for getting to get to know people; I love people.
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`Rob Grimes : Great, well thanks.
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`Karen Sammon :
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`But, I don’t want to go on a date.
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`Rob Grimes :
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`What was that?
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`Karen Sammon :
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`I don’t want, I don’t want any dates.
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`Alan Liddle : Hey, Rob?
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`Rob Grimes :
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`Yeah?
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`Since we’ve gotten to know everybody a little better than usual, I’m wondering if I might
`Alan Liddle :
`share the final words of my Great Uncle Mortimer Liddle? Uh, he searched his whole life for the
`meaning of life and immortality and he called me to his bedside as he lay dying, looked up at me with his
`big eyes and he said, “No, that’s not it” (some quiet chuckles and sighs)
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`Karen Sammon :
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`TMI
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`He’s the writer, okay? So, let’s go ahead and talk a little about technology here.
`
`Rob Grimes :
`And, maybe non-traditional technologies. You know, we just heard a presentation that talked about all
`kinds of different things. So, one thing that, I wrote down a lot of quotes, and one thing that I heard was
`that what we see today by people and I think the electric company, you know, was used as an example
`is that people have a product and they wrap around, they service, the put a service wrapper around it.
`And, you all have products. So, what is the future? What are you doing to take what people perceive
`your company is and your product? And put that service wrapper around it. How do you further engage
`your company with the customer?
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`I’ll start. Uh, one of the things that, uh, I think it’s important that we all stay very
`Paul Langenbahn :
`focused on in this industry and, uh, and as technologists, we often run the risk of sort of getting
`wrapped up in technology for technology’s sake. The reality is, we exist for a pretty simple reason and
`that is the operators need to serve their guests as best they can and make a profit and have that guest
`experience be great. And we’re a tool to help the operators do that. And, as we look at, you know,
`what, how are the markets are shifting, how do operators want to interact with their guests; more
`importantly, how do the guests want to interact with the operators. Um, you know, our services and
`technologies have to adapt with those sort of things. One of the big trends that was talked about
`yesterday was, uh, this idea of mobile ordering and orders coming into an operation that really wasn’t
`built for this sort of thing from all different sorts of directions. And, uh um, we’re trying to think about,
`you know, how do you re-invent the technology landscape of a retail operation to support these kind of
`things. Now, you can skip forward, you know, 15 or 20 years and maybe there won’t be the concept of
`a point of sale terminal in your location at all, but what’s the evolution to that? One of the things that is
`happening right now is a lot of companies, over the last few years, have experimented a lot with things
`like, you know, curbside pick up and mobile ordering and web ordering and that sort of thing and what
`they’ve found is they created a decent experience for the consumer to go and place an order but really
`struggled with the delivery of it in the store and there’s a few reasons for that. One of them is, um, the
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`whole infrastructure and operation is really built around the tradition of serving guest that is inside the
`location. So, if you spit out an order to a fax over in a corner somewhere, um, are you going to be able
`to deliver great service 100% of the time without impacting, you know, all the guests who came for the
`traditional dine in experience in the store? And so, as we look at this convergence of all these different,
`you know, different ways consumers want to interact with your businesses, um, I think we’re feeling like
`our responsibility is really to be the engine that does the heavy lifting between all these access points,
`whether it’s a customer talking to a server, uh, interacting at the front counter, uh, going in from a
`website or a cell phone, what, what’s, what’s the system in the middle that does the heavy lifting that
`makes each, sure each consumer has a good experience and that you can add these new, you know,
`revenue centers to the business without distracting from, you know, the all important guest inside the
`restaurant. And, uh, so, you know, that’s, when we think about services and the products we provide to
`our customer, that, that’s the sort of thing that they are telling us, uh, is real important and a lot of the
`investments we’ve been making in the last few years are really around trying to do that better.
`
`(Rob Grimes) :
`
`Paul?
`
`We think that, um, our customers ______ are really looking for a solution. And,
`Paul Armstrong :
`as the technology continues to evolve, um, I think you’re looking for a way to have less and less
`responsibility for that technology and pass that responsibility onto, to others. So, our focus is to really
`move it more into an overall service, rather than selling you hardware and selling you software. Rather,
`just selling you the service of having a restaurant system maybe centrally hosted many, many, maybe a
`thousand miles away, serving up content to the restaurant, so that as the speaker before talked about,
`you know, what you have in the restaurant is just a very small piece and what actually happens is all that
`heavy lifting is performed remotely. So, when you take all the different ways an order comes in to, you
`know, the restaurant, really all of that processing is going to become central and all of that is going to be
`integrated whether it’s through a smart phone, or whether it’s through the web – all that comes in
`centrally and then the stores have access to that and, you know, it goes to the kitchen displays, it goes
`to the printers, but the footprint in the store is pretty thin but with sufficient resilience that if the wide
`area network goes down, it continues to operate. But you’ve got a thin footprint there all completely
`integrated with what’s happening outside the store, all available as a service that you don’t have to
`worry about the care and upkeep of that system. We think that’s, you know, the trend.
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`(Rob Grimes) :
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`Karen?
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`Karen Sammon :
`what we were…
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`I think, I think the question was around service? Around your products? Is that
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`(Rob Grimes) :
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`Well, you have a product, so how do you wrap the services and the…
`
`Yeah…at Par, our corporate mission and vision is wrapped around customer
`Karen Sammon :
`support and exceeding expectations and I think that we do that very well. We’ve had customers for 30
`years and 25 years and the only way you can achieve that through generations is by, is by offering the
`ongoing support services and service with the big S as one of my, um, executive team members always
`says. Um, we, you know, you have to listen very carefully to what your customers, your new customers,
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`or existing customers are asking you. They come to you with a, with, um, an idea or and RFP and it has
`a lot of information in it, but are you really seeing what they’re, or are you really listening to what they,
`what they need. So, we have solutions architects that work, work with our clients to help, you know,
`prepare the right solution. Because it’s sometimes very different than what’s being asked for. And,
`then of course, there’s ongoing life cycle services and implementation services that are critical for, for
`being able to win the customer over and over again. So, that’s how, you know, we’re all offering very
`complex solutions to an industry that, that can be challenged by it, so you need to be able to, to execute
`the whole solution.
`
`(Rob Grimes) :
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`Hian? (sp?)
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`Hian Orteya : Yep. At Microsoft we really believe in software plus services and we’ve been investing
`heavily now for quite a number of years. If you look at some of our earlier investments, in, uh, you
`know, solutions or products like Hotmail being able to access is the largest email repository right now in
`the world. Um, you look also at, um, at other capabilities that we’ve been enabling based on feedback
`from our customers, such as being able to provide CRM as a service as well as Exchange as a service.
`Not everybody wants to be able to host these capabilities inside, and, uh, again, depending on the
`complexity of their IT environment, they would like somebody else to host it for them, especially
`somebody that has the experience dealing with those problems. So, we’ve been following on that
`feedback and now we’re, you know, providing some of those solutions as a service. But, we think, you
`know, that, uh, uh, a lot of the solutions that you will see in the future are really a mesh – a mesh of
`different technologies provided by different people. And, in that regard, we are also making available
`parts and pieces of other softwares so that you can combine them together to create your solution,
`tailored to your business needs.
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`(Rob Grimes) :
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`Al, did you want to add anything?
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`I’d just add that, uh, the service we want to wrap around our product going forward and
`Alan Liddle :
`the things were paying attention to are the different forms of content delivery and more importantly,
`we’re, we’re always refining our understanding of what’s the important news to our readers and our
`users and how to get that to them fastest. So, anyone can put up a podcast, and anyone can put up a
`piece of badly streamed video, but, you know, what is it that you can put up there that actually means
`something and is of useful to our folks. And, I think, uh, our users are going to be accessing our content
`in some many varieties of different formats and devices that we’re paying attention to that and looking
`forward to it.
`
`You know, more towards to Daniel’s point, you know, of wrapping different
`(Rob Grimes) :
`things around the core. You know, in reality, all of your companies maintain core relationships with the
`customer. You are, in many ways, the last line, you know, when it comes to providing a part of the
`operation for your customer. You know, I think about this at home and I think about, I, uh, have 4
`choices in D.C. for where I get my television from. I’ve got 2 satellite choices, I’ve got 2 cable choices
`and it’s not that they own all the content and all the services, but they package it together. K, and if I’m
`a sports fan, I’m going to go ahead and buy the best package for sports and, and, but today, of course,
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`my choices include phone and they include other things, you know, my internet, and not just my
`television content. I’m sort of wondering how you all decide, because there are a lot of choices and
`there’s a lot of new things coming and there’s a lot of consumer based things out there. How do you
`decide to keep that _______ in place and really maintain the customer, you know, the relationship
`directly with the customer, but you have a lot things to choice from, so how do you decide who to
`partner with, and what’s going to be hot and what isn’t, and where your company ought to invest in
`something that your customers and then their customers are telling you need to do?
`
`One of the things Paul mentioned earlier, was providing end to end solutions.
`Paul Langenbahn :
`And, uh, there’s definitely been a shift in the market that’s, I think, undeniable over the last 10 years,
`away from a best of breed sort of mentality as integration and the number of technologies in the stores
`have gotten more complex towards companies looking for unified end to end solutions, but I think the
`thing that is important for us to remember is at the pace of change of technology and how we’re using
`technologies to run our operations and engage with our customers, there will never be one be all end all
`end to end solution. One great example, right now, was a big topic yesterday, was around web
`ordering. There are at least 30 web ordering companies right now that have approached us, wanting to
`interface into our products. And, uh, when we look at, uh, a technology that our customers are clearly
`interested in embracing, we’ve got to make, really 1 of 3 decisions – do we build it? Do we buy a
`company that’s already got some momentum, in that space and integrate it into our offering? Or do we
`partner? And, each of those can take a different kind of track, kind of depending on what the needs of
`our customer base is. I use web ordering again as an example. One thing we know that is different
`between web ordering and core technologies inside the store is that web ordering, more than anything
`else right now, is an extension of your brand outside of the location, it’s an extension of your image. We
`don’t believe right now in that space there is a good answer around sort of a one size fits all technology.
`For instance, you wouldn’t want to go to your website, click on web ordering, and it be obvious to
`anybody who knew, that, oh that’s Radiant System’s web ordering application. If you are Joe’s Bar and
`Grill, you’re going to say hey, that’s Joe’s Bar and Grill’s website, if you’re Brinker, you want that to be
`the Chili’s or only border website, that sort of thing. So there are some technologies that I think are
`core, are very repeatable, and can be customized for each operator, and then there are some things
`where we need to remain very open. And we may at one point decide that in addition to kind of being
`the engine between the web site and the things that go on in the store that we actually do want to
`provide in the content, but even if we did that, I think it would be foolish to think that there’s a one size
`fits all approach, and that we wouldn’t have to remain open and integrate ___, any solution our
`customer thought was the best way to represent their brand externally.
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`?:
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`It’s an interesting analogy that you use, whether, you know whose brand is that’s on,
`you know, if they don’t want to see Radiant perhaps be representing the operator’s
`brand out there, but on the other hand, perhaps that’s because there’s no dominant
`player right now in that market. And the best example that comes to mind right now is
`Open Table, because Open Table stands on its own as a brand, but if you go make a
`reservation at Morton’s, you go right to Open Table, it says Open Table even though it
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`says Morton’s on it. So maybe that’s the reason why on web ordering, as an example,
`you are not in the situation of making that choice, but having alternatives now.
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`That’s a great question, will there be a portal that arises that is the equivalent one of
`Open Table.
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`The independence out there, the 30? That Paul mentioned, are working real hard on
`becoming that portal. That is the goal they have in mind.
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`And do you believe, Alan, at some point, there will be THE dominant player that will be
`the industry standard in it?
`
`I don’t believe there will be A single, I think there will be some very large and very
`recognizable players, but we got into this yesterday, I didn’t want to say, then I forgot to
`mention yesterday that the Independents and the very good providers out there that
`I’ve spoken with need to be aware that some of these folks up here with us right now
`waited a while to get into the (above star?) reporting game, but now are, it’s a major
`part of their business and it’s a major sell to some of their clients, are not going to
`probably wait around too long to at least explore very heavily what it would take for
`them to add online ordering and services around that to go with (above star?) reporting
`to go with the site name, to go with the POS. That’s going to be a big force, when the big
`players start to be moving heavily in that area, or exploring it, you’re going to see some
`changes, it’ll be good competition.
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`And because online ordering is so…generic probably is not the right word, but across
`retail and other things, that the engine is not so different, there could be a dominant
`player from outside the industry as well.
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`The end game everyone is looking for is integration and POS, so I mean, there’s a big
`motivation right there.
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`And then Microsoft buys them when they get too big, right?
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`(something unintelligible)
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`So I think there’s a couple things that are different about online ordering and
`
`tables, and Open Table, I think that the amount of integration is substantially less than
`in an Open Table environment, I also think the marketplace is quite a bit smaller,
`whereas with the online ordering, I think there are 2 aspects to it. One is that, for online
`ordering to really be successful, it’s got to be completely integrated with whatever
`systems you have that service the stores, and you provide all the (kitchen?), et cetera,
`and integrate into the payment things, that’s the first thing. The second thing is that, all
`of those, I think most the people that are serious in this marketplace provide a set of
`web services to people who are creating online ordering or online ordering websites. It
`won’t take too long to move that functionality up to the next level where we provide a
`lot more business logic, because the online ordering guys have to put in a lot of business
`logic, and that business logic often times is slightly at odds with the business logic that’s
`in the restaurant. For example, looking at modifiers, what modifiers do you need, what
`are the pricing of those modifiers, what’s the taxing, what’s the pricing of those
`particular items in the store, you know, making sure the tax calculation, the overall
`guest check calculates correctly, all of those are challenges. So I think that the vendors
`like us are going to continue to have to push the technology further and further out, and
`at a certain point, there’s going to be a sliver of branding presentation layer
`functionality that’s going to allow operators to make that particular website match that
`corporate standards and fit in with how they perceive and how they think their
`customers view that brand, than how they want their customers to view that brand. For
`the fundamental heavy lifting of handling that order is going to be an integrative thing
`and you’re going to have an overall transactional system that not only services the
`store, but services the above store, you know, website, smart phones…
`
`Are you really the development and the functionality in the area or is the customer
`really pushing it for you?
`
`Well, I think there’s a couple things, and there’s a set of standards that are outside this
`industry, but I think a lot of people are going to use them. There’s a group called Hotel
`Technology Next Generation, and we’re very heavily involved in that, in fact all aspects
`of forming the formation of this. What we’re doing is putting together a set of standards
`for food and beverage ordering, and that food and beverage ordering applies to hotels,
`whether it be room service in a room, or whether it be a website that you go to to order
`a pizza or order any other kind of food. It’s a set of web services standards that I think a
`lot of people are going to take on, and over time that spec is going to have more and
`more functionality in it today. When it comes out, you’ll be able to determine when the
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`Paul:
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`Paul:
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`order will be ready, you know, change the time you want the order to be ready, lots of
`things like that that really make it more interactive. And rather that it inform you, more
`of a communicative kind of environment, so that it’s much easier to provide a very nice,
`highly functional web capability for your customers. But, can I go back to the original
`question which was about technology?
`
`Sure.
`
`So, talking about technology, how do we decide what we do from a technology
`perspective, what we do in terms of what products and services we serve up next. We
`got a lot of smart people who work for our organization, people who have been in there
`for 10, 15, 20 years, who’ve been working on their second generation back office or
`their fourth generation point of sales system. And they’ve all lived through the
`challenges of creating these kinds of systems, and wishing five years ago that certain
`technologies existed. So we keep pretty good track of what’s going on from a
`technology perspective. As the technology advances, it allows us to do certain things
`with architecture we could never do before, service oriented architecture. Classic
`example where the technology came forward and allowed us to change the
`architecture, put together a much better architecture for this kind of environment. We
`also watch what’s happening in other industries, and the trends in other industries,
`because we’re not an island in the food service industry, there’s a lot of other things
`that people do that apply to the food service industry. So we spent a lot of time looking
`at those kinds of things, and as we go through and we produce, generally, and whole
`new system about every five years in various different marketplaces. So we’re
`continually monitoring that, looking at that. And then we got (skunk loose?) kind of
`teams that take that technology and then apply it in certain different environments. You
`know, when we did our first portal, the way we did our first business intelligence portal,
`we did a proof of concept with probably the largest quick service operator in the world,
`3 stores, figured out what was going to work, scrapped the whole solution, went back,
`and built something from the ground up that we knew was going to be scalable, global,
`and would work well. That’s the kind of process that we apply in trying to figure out
`what to do technology-wise and what products and services we’re going to bring to the
`market.
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`Paul:
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`Male Speaker :
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`Karen?
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`Karen:
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`Ditto. (Just kidding.) Um…I think that this topic has had a lot of good discussion and,
`um, impart us many of the same kinds of things. When you look at integration, it is
`probably one of the greatest challenges and our product management office really
`spends a lot of time focusing on it and we would like to be able to say that we know
`which partners we should integrate with, which products we should build, or if we
`should require company. But the landscape’s always evolving and there’s a lot of great
`products out there and I think that what Paul was saying about developing your next
`generation product so that you can have services just plug and play is probably where
`we’re all headed, where we all are, where we’ve evolved to. So we have to be able to
`have the technology. We use a lot of Microsoft technology to be able to achieve that
`goal. So it makes it easier for our customers to be able to come to us and request
`different types of web services or different credit – debit loyalty programs that need to
`be interfaced to your product. It is also, I think, that Paul, one of the Paul’s was saying,
`that we, that you need to have a tight integration and that’s one of the biggest
`challenges because if you don’t have a tight integration to the POS it’s clumsy, so that’s
`something we need to work on and we have to work on that with our partners.
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`Unidentified Male: You know, I’m um, just sitting here thinking about a concept, and Hiden I’d like you
`to answer this for us, because you’re representing a company that clearly is looking at a much bigger
`world than just our industries here. You’re coming across different trends, you’re probably, I mean you
`obviously have teams that any new software thing that comes out or any new application, somebody is
`looking at. Okay? And many of them are coming from your shop. If there are in fact 30 different
`companies in web ordering, the thought comes to mind that maybe all of our industry companies
`missed the boat, we’re coming in late. That somebody had to think of it outside the industry first that it
`was going to be a need, 30 companies. Right?, And then you all in the operation side, said “We have a
`need”, and started down the path and perhaps our venders are playing catch-up on it, and why?
`Because Paul, you brought up HTNG, and I’m sitting here thinking about that HTNG and the hospitality
`industry didn’t really seem to take the whole online ordering of hotel rooms very seriously till
`Hotels.com was looking at revenues, till you know, Expedia got in the game, Priceline probably the first
`one, and then the hotel players got in the game, have to develop standards and everything. So, from
`your perspective looking at it all, did we miss the boat here, allowing the gap to occur?
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`Daniel: I think it’s hard to predict, you know, everything that is going to happen, uh, even with a
`(smorch?) investment as we’ve had in research and development, I think that uh it’s often difficult to
`predict, you know? How technology is going to change, and sometimes technology comes and it’s
`(parked?), you know? it just happens, something happens. I don’t know if you ever saw uh, uh real nice
`show on the Discovery Chanel it’s called “Connections”? and something that happened at a morning
`time changed everything moving forward, and I think that uh, like you said, you know, you have
`somebody come with a great idea and come up with putting website for travel industry, and that really
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`sparked some