InBox: So Xinet could be accused of the same thing that everyone else is doing by trying to broaden its market and expand across industries. Which came first, the chicken or the egg, in terms of Xinet's expanding customer markets? Did you court them deliberately?
Seebass: The issue of our solution moving into other markets is happening by itself. The issue is larger than file transfer and asset management. It is the pressure of consolidation in a slow growth period of the industry. Look at the positioning of all the major players and you'll see they're trying to provide a more complete service: Quebecor is trying to provide international service. Vertis is trying to provide advertising and prepress services. This is happening on a far wider scale than asset management. It's the trend of the industry. Within a consolidating, maturing industry, the more pieces of a puzzle you can offer, the more likely you are to be able to get the big customers with money.
InBox: Can you give me an example of how your model has uniquely succeeded? How does this example signal market trends? Or does it?
Seebass: There are a lot of different models where our software has been successful. Which model you choose depends on the needs of the customers and what they're trying to do. The successful model could be a small, local printer in a small market who's now doing work both for their town and the local towns, and they've expanded their market and made quite a bit of money. It could be a company that's doing brand management for an international company and by using its server to provide brand delivery and ad delivery all over the world. Software is a tool, not a business model. The software is a tool to facilitate business. It doesn't create a business model where there wasn't one, it makes parts of the business model easier to do.