Companies like Red Hat and Novell base a lot of their Linux business model on providing support to their big enterprise customers.  This model has been very successful, but no one has applied this, or any other, business model to consumer desktop Linux with great success.

The question of whether business can co-exist with free and open source software (FOSS) was settled long ago. It can, and not only successful companies like Red Hat but also the willingness of venture capitalists to fund FOSS business models proves the case.

After having a meeting with a medium sized business owner about his need for a website it became painfully clear to me that "we" as the FOSS "community" need to do a much better job at making what it is we are offering more visible. We need something that communicates what FOSS is and what benefits there are for using FOSS applications.

If you're a business owner or manager, you're familiar with business card management. As many of you know from past experiences, the task of managing a company's business cards is often stressful and irritating. Fortunately, you've found the best place on the Internet to organize, manage, and print business cards for all of your employees - we make the job of managing business cards simple!

So, you have all this wonderful FOSS/Linux know how and a passion for it. Your passion is so great that you want to make a living doing it. That is sooo cool. But before you do, you need to learn how to boil to water and develop a solid business model around it so you can actually make money.

We hear a lot about this or that open source business model, but rarely does anyone explain in a simple, succinct way exactly how an open source company makes money. In this video, though, Red Hat CEO Jim Whitehurst does exactly that.

Contrary to what you may have heard, free and open source software (FOSS) is not anti-business. But neither is it pro-business. More accurately, FOSS is focused on concerns outside of traditional business, such as user freedom and code quality. For this reason, making the two work together successfully requires special efforts and resources, as well as careful study of the various options.

So just before the first beta I finally updated my production machine to Hardy after feeling bad about not giving enough effort in testing for the last weeks. In one short sentence: It worked! In a longer sentence: It worked quite well, but…

When I was CEO for Linspire, I started work on CNR.com. The goal for CNR.com was to become the central repository for all desktop Linux software for all of the most popular Linux distributions. I wanted to move heavily in this direction, because CNR was the one area where Linspire had a technological and branding advantage, and was also the one area where Linspire could actually make money.