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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.

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Here is BuzzFeed’s first pitch deck to investors in 2008 In 2008, BuzzFeed had just five employees working in an office in New York City’s Chinatown district, and its website was attracting just 700,000 unique visitors a month. Now the company has more than 900 employees, over 200 million monthly visitors, and seems poised to become the first major media company of the digital era. The story of how BuzzFeed got from there to here arguably begins with this pitch deck to investors in 2008. It resurfaced today via Martin Nisenholtz, a former New York Times executive.

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.

The 18 Mistakes That Kill Startups October 2006 In the Q & A period after a recent talk, someone asked what made startups fail. After standing there gaping for a few seconds I realized this was kind of a trick question. The Inside Story on How SurveyMonkey Cracked the International Market - First Round Review When Selina Tobaccowala joined SurveyMonkey, 85% of its business was done in English. It was solidly a domestic company making slow inroads overseas. A little over five years later, they are supporting 17 different languages and 28 currencies. Currently, the domestic market is 55% of their business, but they're aiming for it to be just 25% of their business. Internationalizing is a huge strategic goal for them — full of hard-won lessons for CTO Tobaccowala and the technical organization she runs.

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. 17 Mistakes Start-Ups Make 17 Mistakes Start-ups Make John Osher has developed hundreds of consumer products, including an electric toothbrush that became America's best-selling toothbrush in just 15 months. He also started several successful companies, including Cap Toys.

Why Design Matters More than Moore From the beginning of the semiconductor industry a half-century ago, Moore’s Law has propelled Silicon Valley into the future. The impact of Gordon Moore’s observation that engineers learn how to double the number of transistors in an integrated circuit chip every 18 months without doubling the cost is astonishing. Today, however, with all of the computing power already at our fingertips, we’re discovering that ever-faster technology may matter far less than beautiful, intuitive, easy-to-use products and services. 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.

Writing a business plan - How to write a business plan - Submit a business plan - Sequoia Capital Writing a Business Plan At Sequoia we like business plans that present a lot of information in as few words as possible. The following business plan format, within 15–20 slides, is all that’s needed... Agile and SEMAT - Perfect Partners Ivar Jacobson, Ian Spence, and Pan-Wei Ng Today, as always, many different initiatives are under way to improve the ways in which software is developed. The most popular and prevalent of these is the agile movement. One of the newer kids on the block is the SEMAT (Software Engineering Method and Theory) initiative. As with any new initiative, people are struggling to see how it fits into the world and relates to all the other things going on.

10 Throwback Startup Homepages (before they were famous) I recently was talking to a friend who works in venture capital, and he told me something interesting: After an hour long meeting — If I can’t pitch the startup in 6 words or less, I almost never invest.​ What Makes Founders Succeed - Founders at Work posthaven Some kind of magic happens in startups, especially at the very beginning, but the only people there to see it are the founders. The best way to understand what happens is to ask them, so that’s what I did. In the book, you’ll hear the founders’ stories in their own words. Here I want to share some of the patterns I noticed. When you’re interviewing a series of famous startup founders, you can’t help trying to see if there is some special quality they all have in common that made them succeed. What surprised me most was how unsure the founders seemed to be that they were actually on to something big.

Startups Or Behemoths: Which Are We Going To Bet On? I knew I would be touching a raw nerve with my last two posts, on patents. But I was really surprised at the divergence of opinion. Entrepreneurs overwhelmingly supported my stance that software patents hamper innovation and need to be abolished, but friends at Microsoft, IBM, and Google were outraged at my recommendation. The big companies’ executives argued that abolishing patents would hurt their ability to innovate and thus hamper the nation’s economic growth. (They believe that companies like theirs create the majority of jobs and innovations, and they claim that without patents they cannot defend their innovations.) I am not convinced that software patents give Google any advantage over Microsoft and Yahoo, or make IBM’s databases any better than Oracle’s.

Our startup needed to grow. — Startups & Venture Capital ….and this is what we learned. I work for a young startup that helps other startups grow and thrive (I know…almost too meta to be contained by these parentheses). We’ve spent a lot of time deep in the weeds over the past few months helping various companies and entrepreneurs to scale and organize, and a funny thing happened–we forgot to grow ourselves.