abt. startupVon der Idee zum Hyperwachstum
Lecture zur Erfolgsgeschichte von YouTube bzw. Die Leiden des jungen Jaweds Teil II (siehe): From Concept to Hyper-growth (youtube)
(gegen Ende mit einer kleinen Zote zu Sequoia Capital und warum die wohl die guten Schnäppchen machen)
(abt. hackr startup school)
Revenue Sharing
In other words, what is the marginal benefit (marginal product, if you like) of offering peers a revenue share?
… peers play vastly different roles in all these value chains. Understanding the new value chain, how value is created – and who requires the ability to capture a share of that value
Never mind
Never mind that YouTube was streaming millions of videos a day and never seemed to be down. Never mind that YouTube is the leading video viewing/sharing site by a wide margin. Never mind that the public likes YouTube. Never mind that YouTube movies are embedded with Flash which everyone already has. Never mind that nearly every email I’ve gotten from anyone in the past year saying “hey, check out this video” lead to a YouTube video. Never mind that my parents actually know what YouTube is but have never heard of AOLs “technology” or Microsoft’s Soapbox. Never mind any of that. Just mind the technology.
YouTube’s competition misses the point
Gedächtnis und Leidenschaft
Podcast mit Joshua Schachter bei Web 2.0 Voices
hörenswert, u.a. zum Übergang vom Einzel- zum Gruppengedächtnis
del.icio.us is all about memory and how we save and remember and share things.
… building a powerful single person memory (you can keep the things you’ve found found) going to a way to have a shared memory system (you can save things and other people can recall them)
und zur Leidenschaft als Motor des Web 2.0
Web 2.0 is about rapidly decreasing costs in terms of time and man power, developing applications and getting them outside to the real world
… people who are passionate about a topic or subject are able to produce an application relevant to that subject with much less effort and much less hardware than previous.
… a passion for the subject at hand, which makes for a much more vibrant and interesting communities and products that go with that passions.
(via folgendesdaseins [war: http://www.folgendesdasein.de/wordpress/?p=98])
Hermeneutik
(abt. postbubble)
TechCrunch’s Marshall Kirkpatrick interviewt Paul Graham
(subabt. organic capital)
There’s definitely a trend toward smaller investments, because it costs so much less to start a startup now. And if you take less money initially, you keep more options open…
It may not be a coincidence that both Flickr and Del.icio.us avoided the usual VC route. Both had to get a lot of subtle, social things just right. You’re more likely to do that if you can evolve organically….
And yet reddit is not only able to compete [against digg], but has a visibly more authentic, participatory feeling. I read that the top 100 Digg users submit 56% of the frontpage stories. The frontpage stories on reddit are much more widely distributed. And that may be because reddit grew organically, through word of mouth, like Flickr and Del.icio.us did.
(subabt. wo ist das geschäftsmodell)
What I tell founders is not to sweat the business model too much at first. The most important task at first is to built something people want. If you don’t do that, it won’t matter how clever your business model is.
Of course you have to have a business model eventually. But experience so far suggests that figuring out how to make money from something popular is a lot easier than making something popular.
(subabt. bubble)
Is this another Bubble? I don’t think so, not so far. There may be a lot of lame startups being started, but that’s not the definition of a bubble. A bubble is when a lot of money is being invested in lame startups, and that’s not happening yet. The reason so many new startups are getting started is that the cost has gone down, not that funding has gone up.
(subabt. disruptive)
Frankly, even though I’m supposed to be an investor, the ideas that excite me most are not necessarily the ones that make the most money, but the ones that blow away evil old monopolies. For example, I love collaborative news sites not so much because they make a lot of money– though they might – but because they’ve shown what a bad job the “old media” were doing.
Most people don’t understand what a social force startups can be. There are a lot of changes that can only happen through companies. One startup I dream of funding is the one that kills the record companies. You know your business model is broken when you’re suing your customers. The new business model must be out there somewhere, and my guess is that the way to beat the bad guys is not through political action (or at least, not only that), but by inventing whatever replaces them.
(subabt. goooogle)
I wouldn’t advise competing with Google in things they’re good at. So what is Google good at? As a first approximation, making things their own developers use at work.
(subabt. 2.0)
To me “web 2.0″ translates to “web.”
ReQuoting pt. 3
In short, we don’t have a company creation crisis. But we might have a company destruction crisis. Something is off in our ecosystem – there’s simply not enough failure out there right now. For an ecosystem to be truly healthy, bad ideas (or good ideas poorly executed) need to fail, so we can all learn from the failure, incorporate the lessons, and move on.
John Battelle via 37signals
24 Minuten
Web 2.0: The 24 Minute Documentary bei TechCrunch.
(sollte, dürfte, könnte man anschauen)
How to present
How to present to investors – neuer Text von Paul Graham
On Angel Day each startup will only get ten minutes, so we encourage them to focus on just two goals: (a) explain what you’re doing, and (b) explain why users will want it.
… This situation is constantly repeated when startups present to investors: people who are bad at explaining, talking to people who are bad at understanding.
Echtzeitkomponenten
Es wird noch Einiges auszuprobieren sein. Der klassische Zwischenhandel wird wegfallen, bzw. sich in Beraterfunktionen oder Meinungsplattformen transformieren. Menschen werden Produkte kaufen und noch mehr als heute darüber sprechen. Produkte werden individueller und Verkauf durch Verknappung oder Echtzeitkomponenten deutlich eventlastiger werden.
… Handeln heißt kommunizieren. Das Internet ist der perfekte Ort für Kommunikation. Mich fasziniert der Gedanke, dass Käufer mit Herstellern in Kontakt treten können, dass sie sich aussuchen können, mit wem sie handeln möchten…
Interview mit Hannes Diedrich, kulturinventur
Schmizness
Lange Liste von Geschäftsmodellen für Webapps von Brian Oberkirch (Ads, Banner, kontextuelle Ads, syndizierte Ads, Affiliate Networks, Ads vor’m Content, Sponsorships, Freemium, Premium, Abos, Revenue Share, usw. usf.)
open knowledge sharing ecology
What they’re [Google] doing is creating an open system that matches an open knowledge sharing ecology. That openness allows for the “cross pollenation” of ideas. Even better, it provides opportunity for the one thing that is driving nearly every aspect of the innovative web today – open conversation. They’re creating a system that better ensures sustainability because it works with an existing, accepted process – communicating through email. This removes barriers to use because email is easy. The unstructured nature of the format also means that it can evolve with the needs of the system on the back end. The computer works harder so that the knowledge worker can just dash off a note and get on with their work.
Learning from Google’s internal information management processes
Anatomie
The Anatomy of the Google Product Cycle – u.a.:
45 Days Later
Om Malik receives phone call; does investigation; dispells rumors that an aircraft is involved but still poses question: is this an Ebay-Killer??
46 Days Later
Michael Arrington publishes “exclusive” screenshots on TechCrunch; says it lacks features which his Web 2.0 company Edgeio has; provides an irrelevant recommendation for Zooomr or Skobee.
47 Days Later
Zawodny blogs; laments that Yahoo had this idea in 1999; considers quitting; instead posts excel spread sheets cataloging (a) his weight loss (b) his Cessna’s mileage.
48 Days Later
Chaos ensues at Microsoft, Yahoo, and/or Ebay; Fox buys Myspace anyway; Steve Ballmer throws a chair.
49 Days Later
John Battelle’s intern discovers rumor, “breaks” story; Schmidt denies rumors to the New York Times; says Google is not out to displace any other company.
FooBarCamp
Barcamp Berlin – 29. September – 1. Oktober
aktuelle Themenvorschläge:
- Microformats
- Structured Blogging
- People Aggregator / Digital Lifestyle Aggregator
- Mobile Tagging Matrix
- Web2.0 und Datensicherheit
- Ruby on Rails
- TingCamp
- User Experience / Usability / Interaction Design
- Antwortzeiten
- Web 2.0, RIA & User Experience
- Pinko Marketing & Cluetrain
- Identity 2.0
- Privatsphäre im offenen Web
- Long Tail (und neue Geschäftsmodelle)
Start-Up Comedy
Video von Guy Kawasaki’s Präsentation The Art of the Start
Pausenbroten Pt. 5
noch ein Interview/Podcast mit Jason Fried: web apps, cash flow and pricing (immer wieder oszillierend zwischen statements of the obvious und Genialität)
Crunchroll
- aus dem Blog eines frischgeschlüpften Startups
(Fleissaufgabe: sich Gedanken darüber machen, ob das die beste Strategie ist, die man als ebensolches einschlagen kann)
Silicon Valley
I think you only need two kinds of people to create a technology hub: rich people and nerds.
…
Do you really need the rich people? Wouldn’t it work to have the government invest in the nerds? No, it would not. Startup investors are a distinct type of rich people. They tend to have a lot of experience themselves in the technology business. This (a) helps them pick the right startups, and (b) means they can supply advice and connections as well as money. And the fact that they have a personal stake in the outcome makes them really pay attention.
Bureaucrats by their nature are the exact opposite sort of people from startup investors…. Though indeed, most things bureaucrats do, they do badly. We just don’t notice usually, because they only have to compete against other bureaucrats. But as startup investors they’d have to compete against pros with a great deal more experience and motivation.
usw. – Paul Graham: How to Be Silicon Valley
Premium
If you’re one of the many companies or individuals who are currently working on a web app, I’d strongly encourage you to consider including an expensive premium plan.
Lesson
Guter Eintrag: The Del.icio.us Lesson bei Bokardo.
The one major idea behind the Del.icio.us Lesson is that personal value precedes network value. What this means is that if we are to build networks of value, then each person on the network needs to find value for themselves before they can contribute value to the network.
und Terry Steichen in einem Kommentar:
The network value must happen – it won’t achieve the del.icio.us effect without it. That is, the ‘happy side-effect’ of the network effect is actually essential.
Notizen
zum Future of Web Apps Summit von Simon Willison – die (nehm ich mal an) einen guten Überblick geben.
Am liebsten gesehen hätte ich Joshua Schachter
etwa
- zur Verschiebung der Userbasis
As the population gets larger, the bias drifts; del.icio.us/popular becomes less interesting to the original community members. Work out ways to let the system fragment in to different areas of attention.”)
- zu Tags
Tagging is mostly user interface – a way for people to recall things, what they were thinking about when they saved it. Fairly useful for recall, OK for discovery, terrible for distribution (where publishers add as many tags as possible to get it in lots of boxes).
Automatic tags lose a lot – doesn’t help the user really achieve their goals. That’s why the “add to del.icio.us” badges don’t let you suggest tags.
Value in Delicious is in the “attention” – auto-tagging detracts from this.
“Beware librarians” – some people want to give tags a specific, underlying
meaning. Don’t let them.
- zu Usern
“You have to understand the selfish user” – user #1 has to find the system useful or you won’t get user #2. Systems that only become useful when lots of people are using them usually fail, because there’s no incentive for people to contribute themselves. The real trick is to make the user base you have want to invite more people in to the system.
Goals skew the results. People don’t read, they cram crap in to boxes. Let people wander don’t give them tasks.
- zur Moral
You have to develop a sense of morals when you build your system. It’s the user’s data; it’s not yours. Make sure they can remove themselves and their account if they want to.
In del.icio.us if a user deletes something they really do purge the data from the system. No transaction logs etc for getting stuff back.
(via langreiter)