Mobile Web Hay Mobile App? - Conversion.vn. “Mobile first” là một cụm từ mà chắc các bạn làm bên mảng marketing cũng thường xuyên nghe dạo gần đây. Nó nhấn mạnh rằng các thiết bị di động ngày nay đã là phương tiện được nhiều người dùng sử dụng để truy cập internet nhất và do đó các doanh nghiệp và công ty cần phải suy nghĩ về việc sản phẩm dịch vụ hoặc nội dung mà mình muốn truyền tải đến khách hàng phải được tối ưu cho trải nghiệm di động trước. Để truyền tải nội dung đến người dùng trên di động thì hiện nay chủ yếu có 2 cách đó là thông qua mobile web và mobile app. Hãy cùng đi vào để hiểu chúng là gì, điểm mạnh cũng như điểm yếu và những giải pháp để giải quyết chúng. Mobile web là gì? Mobile web là các trang web được tối ưu hóa để hiển thị tốt hơn cho người dùng khi họ xem điện thoại. Có 3 loại mobile web thường thấy là: 1. Trang web tự động thay đổi kích thước và phương thức hiển thị tùy theo kích cỡ màn hình của thiết bị mà người dùng sử dụng để truy cập. 2. 3. Kết luận: Mobile app là gì?
1. 2. Mobile web hay mobile app? 1. 2. Entrepreneurship. How to Be an Expert in a Changing World. December 2014 If the world were static, we could have monotonically increasing confidence in our beliefs. The more (and more varied) experience a belief survived, the less likely it would be false. Most people implicitly believe something like this about their opinions. And they're justified in doing so with opinions about things that don't change much, like human nature.
But you can't trust your opinions in the same way about things that change, which could include practically everything else. When experts are wrong, it's often because they're experts on an earlier version of the world. Is it possible to avoid that? The first step is to have an explicit belief in change. Where should one look for it? So I don't even try to predict it.
It's ok to have working hypotheses, even though they may constrain you a bit, because they also motivate you. I believe this passive m.o. works not just for evaluating new ideas but also for having them. Notes. Steve Jobs brainstorms with the NeXT team (1985) Macworld 1997: The return of Steve Jobs. Building Thumbtack: Six Years, Forty-two Rejections, and a Singular Obsession With Solving One Big Problem - Thumbtack Journal.
A few years ago, Thumbtack was just a handful of people working out of a rented house. We were excitedly chasing a dream without any pay, my co-founder was sleeping in a closet, and there was this constant existential fear of running out of money. We were determined. We wanted to make hiring a plumber as easy as buying a book online and we weren’t going to take “no” for an answer. Well, at least not the final answer. The benefits of not working in an office: no shoes, no socks, no problem (2009). When we attempted to raise our Series A in Fall of 2011, we got rejected—not once, not twice, but 42 times! Fast-forward to today: we’re announcing a $125 million investment on top of last year’s round of funding, which we’ve barely touched.
We decided it was time to pull back the curtain on the last six years: struggles, plans for the future, and a few concrete lessons we’ve learned along the way. Our product design has gotten much better since 2009. Three Hard-Earned Lessons Meeting with D.C. The Case For A Large Founding Team. It is common wisdom nowadays that a founding team consisting of 2–3 founders is ideal.
Doing it solo is simply too hard. Founder burnout is an imminent possibility, and statistics are simply not on your side. Many early stage investors will tell you outright that they will not fund a single-founder venture. Until recently, the most common formula for a startup’s founding team was the MBA and techie duo. The MBA would usually be the CEO, and would deal with all the business issues; the techie would own all the technical aspects of the venture. In recent years, there’s been a shift toward a three-member formula. For consumer startups, the dream team is often described as consisting of a hipster, a hacker and a hustler. A typical consumer startup will usually have more than three core domains. The truth is that if you map out the core domains of a typical startup, you’ll usually end up with more than three core domains. Talent scarcity is a recent phenomenon. Deep Learning And The Future Of Search Engine Optimization. Nathan SikesCrunch Network Contributor Nathan Sikes is the VP of products for Foxtailmarketing and focuses on researching and implementing practical SEO and digital marketing techniques.
How to join the network The concept of deep learning or deep structured learning has been a frequent topic of conversation in recent months because of the commitment and advancements of some of the world’s largest and most prolific search companies. With organizations like Google, Facebook, Microsoft and Baidu (a Chinese search engine) buying into this technology, we are starting to see a huge acceleration of the applications and uses for this relatively new artificial intelligence (AI). The focus of this article targets the technology of deep learning and its influence on search engine optimization (SEO) in today’s online world.
The Quest For Real Artificial Intelligence Before we can truly grasp the implications of deep learning, we need to better understand what it is and where it came from. The 10/20/30 Rule of PowerPoint. I suffer from something called Ménière’s disease—don’t worry, you cannot get it from reading my blog. The symptoms of Ménière’s include hearing loss, tinnitus (a constant ringing sound), and vertigo. There are many medical theories about its cause: too much salt, caffeine, or alcohol in one’s diet, too much stress, and allergies. Thus, I’ve worked to limit control all these factors. However, I have another theory. As a venture capitalist, I have to listen to hundreds of entrepreneurs pitch their companies. Most of these pitches are crap: sixty slides about a “patent pending,” “first mover advantage,” “all we have to do is get 1% of the people in China to buy our product” startup. These pitches are so lousy that I’m losing my hearing, there’s a constant ringing in my ear, and every once in while the world starts spinning.
To prevent an epidemic of Ménière’s in the venture capital community, I am evangelizing the 10/20/30 Rule of PowerPoint. Ten slides. Stop Trying to Catch Lightning in a Bottle | Bothsides of the Table. I’m sure you’ve all heard saying derived from Voltaire, “don’t let perfect be the enemy of the good” which in a way is encapsulated in the lean startup movement and the ideology of shipping a “minimum viable product” (MVP) and then learning from your customer base. Or to borrow a simple life lesson from Gretchen Rubin, “The 20-minute walk I take is better than the 3-mile run I never start.
Having people over for take-out is better than never having people to an elegant dinner party.” I think about this topic of perfection being the enemy of the good often. Because I live in startup land where everybody is a perfectionist. I think this is particularly true because every startup entrepreneur is trying to catch lightning in a bottle. I hear about it in every first product release. Life doesn’t work like that. Even in the age of MVP worship I see founders who want to bundle too many features into a release because they’re worried that customers will be unhappy if they don’t.
That’s ok. The Hidden Co-Founder. Editor’s note: Suranga Chandratillake is a general partner at pan-European, early-stage venture capital firm Balderton Capital. Prior to Balderton, Suranga was the founder and CEO of blinkx, which he took public in 2007. One Friday in Cambridge a few years ago, a tech guy and his fiancée were planning their wedding, which was due to take place in the city a few months later. That day they had to check out the wedding venue, meet people involved with the service, choose the flowers, food and wine and, perhaps, be a bit romantic.
But the tech guy didn’t do any of that, because he was six weeks away from the IPO of his company and spent all day dashing into corners to call lawyers, bankers and his team in San Francisco. That guy with the big phone bill was me and my then-fiancée is now my very understanding wife. I’ve found that “hidden co-founders” – husbands, wives, girlfriends, boyfriends and even parents – are often a crucial factor in the success of a startup.
Respect. Share. Balance. The “Common Plus” Opportunity. Editor’s note: Jonathan Friedman is a Partner at LionBird, an early-stage fund investing in digital health, commerce, and enterprise software. He blogs at Venture Capital Point of View. It’s become increasingly common for early-stage entrepreneurs to “lead their own rounds” via the use of convertible notes. In cases where they set financing terms themselves, they often set a high valuation cap and sign initial angel investors onto those terms rather than waiting for VCs to join. While this sounds like it’s good for founders, it can actually harm their fundraising efforts down the line. This is because most VCs aim to establish significant ownership percentage and pro-rata rights in startups they invest in, which high cap convertible notes often don’t allow for.
So what can you do if you already have an existing convertible note and want to make it attractive for a VC to invest in you now before your next round? “Common Plus” Shares For the Early-Stage VC For the Startup. The Rise Of Micro Startup Acquisitions. Editor’s note: Amit Paka is a co-founder at Parable, a Creative Photo Network for iOS.
Previously, he founded Flockish (bought by StubHub-eBay), led Product for Mobile Payments at PayPal and held Product Development roles at Microsoft. Recent news of Pinterest acquiring a two-person startup was probably a head scratcher for most of you. It shouldn’t be. Along with Kosei, Hike Labs was a focused micro acquisition intended to bolster Pinterest’s content-discovery efforts. More companies should be following their lead. Technology companies have historically targeted startups with established products, proven revenue streams and, thereby, hundreds of employees for billions in capital. The past few years, however, have seen a significant shift toward investments in increasingly smaller teams, a trend away from pure-play acqui-hires, that is accelerating.
Facebook, Google, Twitter, Apple, LinkedIn and even eBay have been trailblazers. More companies should jump in. Product Talent Cost Attitude. ‘Zero to One’ is great. But is Thiel oversimplifying Asia? Improv Is The Best Conditioning For Startup Life. Editor’s note: Fayez Mohamood is a co-founder and CEO of Bluecore. Every New Year, I pick a new hobby – yoga, sailing, something I don’t know how to do – and in 2011, I chose improv comedy. I was absolutely terrified. On day one, I stood onstage and talked with a stranger about hiking for 10 minutes.
At the end, 10 strangers critiqued every little thing I did. I began to realize that improv for entrepreneurs was akin to weight lifting for professional football players, minus most of the grunting. In 2013, Mahmoud Arram and I co-founded Bluecore, a marketing technology company where every single employee is required to complete an improv 101 class within the first four months on the job. Improv is unconventional “training” designed to build a team that can own the ambiguity, frenetic pace, interpersonal challenges and harsh feedback of startup life. Startups are about jumping into the unknown – head first. Featured Image: Marie C Fields/Shutterstock. After Funding, Watch Burn Rates And Beware The Tyranny Of Incrementalism. After struggling for months or years without any financing, most startup founders relish the opportunity to finally have the seed capital to accelerate the plan. The first term sheet often feels like such a big accomplishment, not because the founder confuses the funding with success, but because the period before funding feels so excruciatingly slow.
Hitting the gas is a dream come true. Like sand in an hourglass, funding will relentlessly disappear, along with the opportunity it presents. Unfortunately, the challenges of that opportunity are often unclear at that moment. Capital, no matter how much is raised, is finite. The day it hits your bank account the clock starts ticking and no one (including the founders) ever wants to work for free again.
Like sand in an hourglass, funding will relentlessly disappear, along with the opportunity it presents. At first the team is small and the initial burn rate barely moves the dial on the capital raised. Then the hiring begins. A Year Later, $19 Billion For WhatsApp Doesn’t Sound So Crazy. Messaging is the center of mobile. Snapchat is raising at around a $20 billion valuation. And no one cares who owns apps.
On February 19th, 2014, we didn’t know any of these things for sure. So when Facebook announced it would pay $19 billion to acquire WhatsApp — an app most American pundits had never used — it seemed ludicrous. Zuck had to be crazy, right? Wrong. Without WhatsApp, Facebook’s international situation would look a lot dicier. Instead, Facebook possess the most popular messaging app, and has neutralized the biggest threat to its global domination of social networking. Chat Is The Mobile Portal No apps get opened as often as messaging apps. How do you monetize chat?
The messaging apps from Asia are proving this as we speak. Even Snapchat is expanding far beyond messaging. A lot of critics wondered how Facebook could earn money from messaging on WhatsApp, considering it’s vowed not to show ads and only charges its skimpy $1 subscription fee in a few markets. Startups, A Rich Man’s Game. Despite the Silicon Valley echo chamber, starting a company remains easily among the most risky career moves for workers.
The stress of the job can easily lead to burnout or long-lasting mental health issues. Failures, despite being lauded in some corners, still too often harm a founder’s future career prospects. But the greatest risk of building a new company is almost certainly financial. In addition to the opportunity cost of lost wages working on a startup, there is the serious burden of fueling a company’s early expenses before an accelerator or venture capitalist comes in and drops some capital. It is a common form of founder braggadocio to talk about the $20,000 credit card debt that they are carrying to see their dream come to life. The kerfuffle over the Crunchies this week was just the latest episode of a long fight over access to entrepreneurship. The elite backgrounds of founders is well-known, and underlined in Aileen Lee’s analysis of unicorns.