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NEW YORK - American creativity and innovation did not die with the collapse of the Internet bubble or the Nasdaq market. Technology companies with good ideas and good execution of those ideas can still grow at an extraordinary pace. One thing for sure, however, is that such growth won’t be even across all parts of the technology spectrum.

For instance, the computer industry is unlikely to return to its previous levels of growth. “We’ve built the infrastructure, and now it’s more about maintaining and upgrading,” says Mark Herskovitz, senior portfolio manager of the Dreyfus Premier Technology Growth Fund.

What is one of Herskovitz’s biggest holdings? In his top five is UTStarcom (nasdaq: UTSI - news - people ), which provides broadband, wireless, Internet Protocol-based switching and 3G network equipment. Herskovitz notes that this company is successfully selling its gear in China and Japan, as well as Taiwan and Vietnam. UTStarcom is also the world’s second-largest manufacturer of digital subscriber line access multiplexers, or DSLAM, a crucial piece of central office equipment for digital subscriber lines.

UTStarcom has a five-year annualized sales growth of 71%; its 2002 sales increased 57% to $982 million. Revenue is projected to climb 43% for 2003, to $1.4 billion. UTStarcom trades at only 15 times estimated 2003 profits of $1.39 per share.

Table: The 25 Fastest-Growing Technology Companies
The 25 members of our list of the fastest-growing technology companies (see below) are all profitable, with at least $25 million in revenue, a five-year revenue growth rate of at least 30% (annualized), and a sales growth rate of at least 5% in the most recent 12 months.

As part of our selection process, we eliminated firms that were trading near penny-stock range or that have been subjected to a spate of bad news. Revenue for the companies on our list ranges from $29 million (Biolase Technology) to more than $4 billion (L-3 Communications).

EBay’s (nasdaq: EBAY - news - people ) revenue jumped 62% last year, to $1.2 billion, and its earnings rose 165% to 85 cents per share. For 2003, analysts reporting to Thomson Financial First Call expect the company to earn $1.33 per share on sales of $1.9 billion.

Cognizant Technology Solutions (nasdaq: CTSH - news - people ), which provides information technology services, posted a 29% revenue gain last year, to $229 million. The Teaneck, N.J.-based firm keeps its costs under control and its fees competitive by operating software development centers in India and Ireland.

What about medical technology? “We are entering a period of time where many of the smaller biotech companies have been around for ten years, and they are starting to get their products past the goal line,” says Dr. Kris H. Jenner, portfolio manager of the T. Rowe Price Health Sciences Fund.

One of Jenner’s favorites is Cephalon (nasdaq: CEPH - news - people ), which develops drugs to treat neurological problems, sleep disorders, cancer and pain. Cephalon, which has a market capitalization of $2.4 billion, is in the midst of a robust growth cycle. Its 2002 sales of $507 million were nearly double those of the previous year. And in 2002 Cephalon made its first profit of $175 million.

Jenner is also attracted to Idec Pharmaceuticals (nasdaq: IDPH - news - people ), a company that currently gets most of its $404 million per year in revenue from one drug, Rituxan, a treatment for B-cell non-Hodgkin’s lymphoma. He’s excited by the firm’s new second-generation drug to treat this form of lymphoma. The formulation, Zevalin, was approved a year ago by the U.S. Food and Drug Administration.

For 2003, analysts expect Idec’s sales to increase 37% to $554 million and profits to rise 29% to $1.10 per share. Idec sells for 34 times estimated 2003 profits.

Source:
http://www.forbes.com/2003/04/07/cz_vw_0407fasttech.html

Business models are perhaps the most discussed and least understood aspect of the web. There is so much talk about how the web changes traditional business models. But there is little clear-cut evidence of exactly what this means.

In the most basic sense, a business model is the method of doing business by which a company can sustain itself — that is, generate revenue. The business model spells-out how a company makes money by specifying where it is positioned in the value chain.

Some models are quite simple. A company produces a good or service and sells it to customers. If all goes well, the revenues from sales exceed the cost of operation and the company realizes a profit. Other models can be more intricately woven. Broadcasting is a good example. Radio and later television programming has been broadcasted over the airwaves free to anyone with a receiver for much of the past century. The broadcaster is part of a complex network of distributors, content creators, advertisers (and their agencies), and listeners or viewers. Who makes money and how much is not always clear at the outset. The bottom line depends on many competing factors.

Internet commerce will give rise to new kinds of business models. That much is certain. But the web is also likely to reinvent tried-and-true models. Auctions are a perfect example. One of the oldest forms of brokering, auctions have been widely used throughout the world to set prices for such items as agricultural commodities, financial instruments, and unique items like fine art and antiquities. The Web has popularized the auction model and broadened its applicability to a wide array of goods and services.

Business models have been defined and categorized in many different ways. This is one attempt to present a comprehensive and cogent taxonomy of business models observable on the web. The proposed taxonomy is not meant to be exhaustive or definitive. Internet business models continue to evolve. New and interesting variations can be expected in the future.

The basic categories of business models discussed in the table below include:

• Brokerage
• Advertising
• Infomediary
• Merchant
• Manufacturer (Direct)
• Affiliate
• Community
• Subscription
• Utility

The models are implemented in a variety of ways, as described below with examples. Moreover, a firm may combine several different models as part of its overall Internet business strategy. For example, it is not uncommon for content driven businesses to blend advertising with a subscription model.