In Don’t Be A Grin F**ker, Mark Suster describes a concept that the two of us have discussed at various Board meetings. Startups often expend significant resources attempting to coax a relationship out of someone who smiles and says all the right things, yet whose inactions are inconsistent with their alleged intentions.
Value Prop Twitter Style: “Ranker is a social site/platform for ranking anything, powered by semantic technology that aggregates opinions into ‘wisdom of crowds’ rankings”
Clark Benson is the Founder and CEO of Ranker.com. Prior to Ranker, Clark founded four other successful companies, including eCrush, which he sold to the Hearst Corporation in 2007.
Ranker helps Internet users find the most appropriate answers to questions that benefit from the wisdom of crowds. It does this by providing simple tools which facilitate crowed sourced lists. Such lists are constantly evaluated and refined by the millions of users who visit Ranker.com each month, resulting in a repository of objective, unbiased consumer rankings.
Entrepreneurs win by changing the Rules of the Game, rather than by trying to best Big Dumb Companies (BDCs) at their own game.
Seth Epstein, Founder and CEO of SocialStay and former Founder of FUEL, understands the power of changing the rules. Early in his career, he devised a clever strategy for making a splash at the Broadcast Design Association tradeshow, one of the most significant gatherings in the motion graphics industry.
While hundreds of BDCs each spent hundreds of thousands of dollars attempting to fool the market as to their relevance by investing in garish tradeshow booth monstrosities, Seth played by his own rules.
While he understood that some of his competitors’ booths were impressive, he also realized that most would not generate enough sales to recoup their booth’s cost. With an investment of less than $10,000, FUEL became the talk of the show and generated enough hype to land several new clients. Continue reading “Putting “Trade” Back Into Tradeshows”→
Messenger: Isaac Garcia, Co-Founder and CEO of Central Desktop, former Co-Founder of Upgradebase.
Central Desktop was founded in 2005 to provide an easy-to-use, SaaS collaboration solution to the SMB market. The company initially focused on self-serve users who purchased the solution online, competing with the likes of Basecamp and GoPlan. However, over the past several years, Central Desktop’s collaboration software has increased in functionality such that it is now a credible competitor to Microsoft’s SharePoint.
In the interview below, Co-Founder and CEO of Central Desktop, former Co-Founder of Upgradebase, discusses this transition and what it feels like to be in Microsoft’s crosshairs.
The recent purchase of Skype by Microsoft for $8.5 billion caused me to recall an awkward meeting I had in 2005 with a particularly clueless group of cellular executives. Their utter stupidity is a bit disheartening, but highly instructional.
Witnessing The Idiot’s Dilemma
I recently had lunch with a good friend with whom I have a shared experience. Although we did not work at the same company (I was at CallWave and my friend was at SIPphone), during the mid 2000s, we both had the misfortune of attempting to entice cellular carriers to adopt the unique features enabled by VoIP (Voice Over Internet Protocol) technology.
Some of these capabilities are finally entering the market, primarily introduced by non-telecom entrants like Google and Apple, such as: visual voicemail, screening voicemail messages and immediately connecting you to callers with whom you wish to speak, and displaying caller ID on your television. Cool stuff for circa 2005, unless you were an idiot working for a cellular carrier. Continue reading “Why A Cellular Carrier Did Not Buy Skype”→
In the 1930’s, when Max Fleischmann (of yeast fame) brought his yacht into the Santa Barbara harbor, the local laundry trucks did the sensible thing. They lined up on the dock and patiently waited for the ship to arrive so they could get their “share” of its dirty laundry. This approach made sense to everyone; everyone except a young man named George Page, founder of Mission Linen.
Rather than wait, Mr. Page jumped in a rowboat and met the yacht before it entered the harbor. The surprised Capitan, no doubt impressed by the young man’s drive, invited Mr. Page on board. By the time the yacht anchored, Mr. Page had closed a deal which gave Mission Linen the exclusive right to clean all of the ship’s laundry, thereby shutting out all the trucks waiting at the dock. Continue reading “Now Is Never Too Early For An Entrepreneur”→
Note: This is part IV of the four part series. Access part I HERE, part II HERE and part III HERE.
Marketers have long known that people are drawn to exclusivity. As discussed in Jedi Mind Tricks, scarcity and fear of loss are powerful principles of persuasion. Students expend small fortunes of their parents’ money to attend exclusive, private colleges. Hipster-wannabes routinely wait in line for hours for the opportunity to buy exorbitantly priced drinks in an exclusive nightclub.
As noted in Contract Traps Entrepreneurs Should Avoid, exclusivity can kill a small company. Unfortunately, many Big Dumb Companies (BDCs) assume they must unfairly skew the market in their favor by precluding you from freely working with anyone you choose. Exclusivity excludes your startup from taking full advantage of future customer, partner and market opportunities. As such, deals are not exclusive, they are excludesive.
Note: This is part III of a four part series. Access part I HERE, part II HERE and part IV HERE.
As noted in parts I and II of this series, agreements with Big Dumb Companies (BDCs) can be alluring and potentially fatal. In many cases, agreements contain the promise of future riches, much like a piece of cheese in a mousetrap.
“Learn from the mistakes of others. You can’t live long enough to make them all yourself.” Eleanor Roosevelt – US Diplomat & Wife of President Franklin Roosevelt
As an entrepreneur and startup investor, I have helped create companies which achieved two IPOs which collectively raised over $100 million, as well as two acquisitions which totaled $385 million. During those same 25-years, I also made innumerable mistakes.
Entrepreneurship is best learned experientially. However, it is my hope that this article will help you avoid learning the following lessons the hard way.