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Startups in 13 Sentences

Startups in 13 Sentences
February 2009 One of the things I always tell startups is a principle I learned from Paul Buchheit: it's better to make a few people really happy than to make a lot of people semi-happy. I was saying recently to a reporter that if I could only tell startups 10 things, this would be one of them. Then I thought: what would the other 9 be? When I made the list there turned out to be 13: 1. Cofounders are for a startup what location is for real estate. 2. The reason to launch fast is not so much that it's critical to get your product to market early, but that you haven't really started working on it till you've launched. 3. This is the second half of launching fast. 4. You can envision the wealth created by a startup as a rectangle, where one side is the number of users and the other is how much you improve their lives. [2] The second dimension is the one you have most control over. 5. Ideally you want to make large numbers of users love you, but you can't expect to hit that right away. 6. Related:  lecture interessanteEntreprenorshipstartups

Une no.te .sur un vieil ordi Little Things “I have seen far too many people who upon recognizing today’s gap try very hard to determine what decision has to be made to close it. But today’s gap represents a failure of planning some time in the past.”- Andy Grove When you run a company, big things stay on your mind. Will we make the quarter? The Catch 22 is that if you attempt to act on those “big things,” you will usually do big damage. If you are worried about the quarter, you might thing that it’s a good idea to call your head of sales twice a day to get the status. These excuses will then cause a new set of problems. While it’s correct to worry about the big issues, you must resist the urge to act on them directly. Similarly, if you are deeply worried about engineering throughput, lamenting that your engineers don’t work as hard as other companies that you’ve heard about will achieve very little other than making your engineers think they are the “B” team. This is true for almost anything in your company.

themacro For weekly re­caps of The Macro, sign up here. At Datanyze, we col­lect and or­ga­nize in­for­ma­tion per­tain­ing to the tech stacks of over 45 mil­lion web­sites and mo­bile apps. We know things like: How many com­pa­nies are using Mar­keto vs Hub­Spot vs Par­dot. Which mo­bile gam­ing apps use Crash­lyt­ics. How many com­pa­nies in Eu­rope started using an e-com­merce plat­form this week. To col­lect this in­for­ma­tion, we look for what we like to call “tech­nol­ogy sig­na­tures”. We thought it would be in­ter­est­ing to look under the hood of 638 YC com­pa­nies to see which tech­nolo­gies are most preva­lent. In­ter­est­ing Bits: 1. For the bar graphs, the x-axis rep­re­sents the num­ber of YC web­sites using each tech­nol­ogy. You can talk to Sam on Twit­ter @SLaber89. Sign up for weekly re­caps of The Macro.

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A new approach to minimum viable product Startup buds! Listen up...We're starting to get some flak for going a bit over zealous on the minimum viable product strategy. Robert Scoble just ripped into us for approaching him with too many poorly-constructed concepts that are not ready for the light of the day. Reid Hoffman's Rule #6 is "Launch early enough that you are embarrassed by your first product release." What's an entrepreneur to do? They're both right. We built this front-end and showed it to the real estate community. Good customer development is filming the trailer and then deciding whether to make the movie. We got tons of awesome feedback. Good customer development means throwing away code. And oh, man, have we thrown away code. It's also very tough on morale to throw away something that's fully built. Find discussion of this post on Hacker News I'm Jason Freedman. I've got a sweet-ass new company: 42Floors.

Vous avez aimé la crise financière de 2008, vous allez adorer la prochaine XEnvoyer cet article par e-mail Vous avez aimé la crise financière de 2008, vous allez adorer la prochaine XEnvoyer cet article par e-mailVous avez aimé la crise financière de 2008, vous allez adorer la prochaine La Chine n'est pas la seule à faire peur Le krach de la bourse chinoise remet en avant notre analyse des facteurs de risques d'un "remake" de la crise de 2008 par Philippe Plassart Article mis en ligne la première fois le 8/05/2015 Surabondance de liquidités, écrasement des taux d’intérêt, sophistication des outils financiers, garde-fous illusoires. C’est un signe révélateur. “L’idée même du risque semble avoir disparu de la tête des investisseurs. “Les marchés d’actions surperforment et voient la vie en rose, alors que l’économie réelle continue de donner des signes de souffrance. Un déversement de liquidités sans précédent Pour éviter un effondrement financier, feu Milton Friedman préconisait un largage de liquidités “par hélicoptère”. Où est passé alors cet argent ?

Guide to Business Development and Partnerships Learn More Section 1: What is Business Development? When you ask 10 people to define “Business Development”, chances are that you will get 10 different answers. Here are some of my favorite articles that try to answer this question: Section 2: Why Should Companies Invest in Business Development? Thought leaders agree that every company should invest in business development, as it can help the company achieve tactical goals (like accelerate revenue growth) and/or strategic goals (like an acquisition). Section 3: When Should Companies Invest in Business Development? Thought leaders agree that early-stage start-ups should avoid investing in BD until the company has achieved a degree of Product / Market fit. Section 4: How Should Companies Execute a Business Development Plan? I have broken the “How” down into a couple of sub-segments, as there is a lot of ground to cover. a) Building the Business Development Function Great BD folks are hard to come by. b) Evaluating a Potential Partnership

Things you should know about stock options before negotiating an offer Are you considering an offer from a private company, which involves stock options? Do you think those stock options might be worth something one day? Are you confused? Then read this! I’ll give you some motivation to learn more, and a few questions to consider asking your prospective employer. I polled people on Twitter and 65% of them said that they’ve accepted an offer without understanding how the stock options work. I have a short story for you about stock options. In this post I don’t want to explain comprehensively how options work. I took a job 2 years ago, with a company with a billion-dollar-plus valuation. From my offer letter: the offer gives you the option to purchase 114,129 shares of Stripe stock. I’m happy to talk you through how we think about the value of the options. This is a good situation! what the math looks like (it’s just multiplication) The math I want you to do is pretty simple. The example situation: This is an awesome start. However! time to quit Okay awesome!

Beer Can Chicken - Cooking Tests When I prepared last year's Smoked Beer Can Turkey, I wondered if any discernable amount of flavor was being imparted by the beer itself to the fowl - or if the steam was serving just as a delivery system for the aromatic herbs (as well as a moisturizing agent). I went as far as to claim that perhaps using water would be just as good, but only a few of my readers took the bait and commented on this. So, I prepared this simple experiment (which will "prove" nothing) to find out if beer or water makes a difference. (Let the discussion begin!) I sat down to think about how I wanted to proceed on this particular "test" and decided that there was no way I could be exhaustive or scientific about it if I didn't want to be wasteful. I knew I had to minimize the potential differences between the birds I was cooking, so I made a few decisions. I also decided I would eat both chickens, which meant a few choices had to be made about flavoring. Now I had to select a beer.

Happy New Year! Here Are Some Great One-Sentence Startup Pitches You amaze me. When I asked you for the best one-sentence pitch you could come up with for your startup, I was expecting 20, perhaps 30 comments and a handful of emails. Instead, we received hundreds (670+ to be more precise) submissions, and I appreciated the lively discussions from the community at large – thanks to everyone who jumped in. And apologies for the delay, the selection process took way more time than anticipated. This wasn’t really about the competition or promoting your startup in our comment section – though many seemed to think that was the goal of the post – but forcing you to be as concise and clear about your company’s big vision as possible because it’s an important exercise for any entrepreneur. After all, you will find yourself explaining your startup mission to a lot of people – customers, relatives, partners, your friends, potential investors etc. – over and over again, so it’s good to have a solid foundation and to think about this kind of stuff carefully.

Slow News Movement | time to change the pace The Long Lost Myth of Capital Efficiency I miss capital efficiency. It seems like you were our best friend just yesterday. Were you a myth? A lie? A justification by VCs to explain away their lack of capital to invest? A rationalization by entrepreneurs to explain away their inability to raise capital? Do you remember all the blog posts about how companies needed so much less money? Do you remember when it was “all software, all the time?” This was all just five years ago. Was it just bullshit? I’m going to assert it’s a parallel universe of happiness based on the successful companies in our portfolio that I would categories as capital efficient. And we like that. If you want a few more discussions about this, I did a quick search on “venture capital capital efficiency” and came up with: Seems like our little corner of the universe might need an episode of Mythbusters.

Lessons scaling from 10 to 20 people Ten person startups (or smaller) often have a lot of generalists. Everyone does a little of everything, which is what can make startups exciting. We had “support / office admin,” “product / support” positions and other combinations. The reason startups do that is because they don’t have enough admin or product work to warrant a full-time role. When you grow past 10 people to 15 or 20, that structure starts to break down. All of a sudden the generalists in slash positions will move from two part-time jobs to two full-time jobs and will stop being effective. A few years ago, we scaled from 10 to 20 people. Here are my lessons: 1. Although this may feel corporate, put together an organizational chart that maps out your current team and your planned hiring over the next year. If you don’t do this, every hiring discussion will be a micro-optimization — you’ll end up making decisions that optimize for the short term, at the expense of the long term. 2. 3. 4. 5. 6. 7. No exceptions. 8. 9. 10.

The road less traveled: My impression of San Francisco coworking I recently spent a day visiting every coworking space in San Francisco. I thought I'd post my impressions (since I have at least one friend that's also looking at spaces). My FavoritesFive star recommended! Sandbox Suites ($495/mo) - Pros: Cool environment and convenient location. I like how the lounge area is separated from the desks. SVT Group Coworking space ($300/mo) - Pros: The people seemed nice and the price is reasonable. Seemed InterestingI wouldn't mind working from any of these places, but they weren't my first choice. 2431 Mission ($175/mo) - These guys almost made it in the "favorites" category. CitizenSpace ($425/mo) - Pros: The place is dedicated to coworking and has been around for a while. PariSoMa ($350/mo) - Pros: Cute place and the people seemed nice. YuckI would rather work from home. Dreamfish, SF - Way too cramped (unless you like working while standing up). iList - Drop in only. HatFactory - There was just one big common desk that everyone works at.

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