Wednesday, 30 September 2009

Definition of Success

I think people's views on business and personal success are too simple.

It is fairly routine for the tech community to criticize some companies and founders because their company is not yet profitable (especially 37signals). I think they are largely missing the point of what success is. Twitter has changed the way millions of people communicate and it is routinely used and talked about, even if it is not profitable it and the founders has achieved something rare and remarkable.

37signals recently put down the success of the Mint.com acquisition. I am sure the founders have had an amazing journey and in no way could you say they have not achieved personal success.


What is (Business) success?

Profit

On one level, profit is what every business should aim for. But pure profit does not necessarily maximize the long-term viability and success of a company so I would not consider a business successful purely based on that especially when it comes to relatively new innovative startups. Here are some other factors that may be equally or more important.

Employing Great, Highly Talented People

People are the backbone of any innovative tech company. If you lose talent or don’t employ the best you would quickly squander any profit.

Long term Viable Market Position

There are many things that can destroy a company.

  • Insufficient R&D - falling behind its competitors
  • Legal problems
  • Unhappy customers
  • Potential commoditization of product
  • Squeezing on the supply/demand side

Disrupting Markets and Creating Innovative Products

If you don’t continually innovate than someone will come and take your market. The best companies like Google know this and invest a lot into new products, acquisitions and people.

Scalable business model

Some models such as consulting do not scale very well. In order to increase profit you have to increase staff, and it tends to be time consuming to build up scale like that. Other models such as on-line market places scale tremendously well, such that 40 people can run hundred-million dollar revenue companies.

Having High growth

When specific metrics that increase the companies “long term viable market position” are growing exponentially.

Large customer base

Corrolary to High growth is companies that have a large customer base. These can potentially up-sell very well and presumably already have some data and brand with their customers.

Powerful Market position

Market ecosystems are interesting to try to map out.

  • Who are the players?
  • Who are their suppliers?
  • Which plays are in the most powerful position?
  • What are their potential risks?
  • What are their potential future plans?
  • What are they in a great position to execute on?


Some market positions lead to minimized risk and maximized potential. Here are some attributes of a powerful position.

  • Great data on customers – data can provide lock-in and understanding data can help you create better products
  • Amazing brand and respect from customers
  • Inextricably linked to a valuable point in the flow of money. For example a search engine.
  • Fragmented demand-side and supply-side dynamics.

That is in no way an exhaustive list.


What is (personal) success?

Although I have no where near achieved what I want to, in many ways I consider myself successful. Here are some personal ongoing definitions of success I have:

  • Learn new things
  • Try to achieve as high as possible
  • Work on something meaningful where I have a big impact
  • Work with great people.
  • Build a large network of friends/associate.
  • Never work on anything I am not passionate about

Obviously money would aid some of these goals but it would not change everything.


When I evaluate a company’s success, I try to look at the above criteria for business success, which hopefully helps evaluate how successful I think it will be on an ongoing basis. Hope that helps and makes you think twice about what success is.


Heyzap is hiring

We are always looking for talented engineers and entrepreneurs to help us grow: Check out http://www.heyzap.com/jobs and email us jobs@heyzap.com!


Monday, 20 July 2009

Heyzap story Q1-Q2 2009 :)

I seem to be very bad at keeping this blog up to date (as you can see from the last 4 months). A lot has happened this year and I thought I would sum it all up for myself and you.

January – Heyzap Launch

In January we launched Heyzap, we were very focused on launching as quickly as possible and we had to work hard to meet the demands of our partners. We worked very long hours launching new sizes, APIs, reworking the front page and number other critical pieces for our product.

March-April – Raising money

Raising money from Y Combinator is very different from raising money from Angels/VCs. Although Jude and I have both done business for 2 years this is the first time we were pitching to investors and raising a sizable chunk.We found out we had a lot to learn and Y Combinator alumni were a great resource for us during this phase. We then reached Y Combinator demo day in the right place. We had some investors interested and the product was doing really well.

We closed our funding with Albert from Union Square Ventures Leading, Naval Ravikant (Hit Forge), Joshua Schachter (Delicious) and Maurice Werdegar (as an angel but a WTI partner) also took part.

April - Swinefighter

In early April, Jude and I had the idea of doing a Swine Flu game: Swinefighter. This was inspired by the success of Sock and Awe and we thought it would be funny and successful. This deserves another blog post but it was truly successful. It was featured in TIME, USA Today, Reuters and a ton of other places. It had millions of game plays. The overall exercise probably took 2 weeks from conception to peak distribution and taught us a lot about creating massive word of mouth successes and how the press works.

May onwards – Scaling

James, an old friend of Jude and I, joined the team. We also have a couple of interns now and are recruiting. It is really cool to be a larger team and have our vision combine with new blood and push the product forward. We are going to grow as aggressively as possible.

May-July – Heyzap Payments

Heyzap payments launched this month. There is a lot of engagement in flash games both on the Heyzap platform and thousands of portals, we thought there was a huge opportunity to integrate virtual goods in a better way and monetize users directly. Launch has been great, here is a game with Heyzap payments that I love: Mobster Defense

Conclusions

Albert and USV have really exceeded my expectaitions in terms of intelligent support and advice they give us. I have learnt a lot about investors in this time and I am pretty much certain we chose the best investors).

Heyzap goes through phases of working very hard on a given objective. It really is exhilarating.

The list of things I have learned and what I want to talk about in the future include understanding press, how to raise funding, how to iterate. A lot about partners. How to build scalable systems. How to burn the fire when it is in place.

Wednesday, 4 February 2009

Heyzap launches! The forming of Heyzap and some lessons learnt

As most of you already know I recently just launched my latest start-up Heyzap.com with Jude Gomila.

Heyzap is Y Combinator funded (like my previous start-up Clickpass).


Since Clickpass has been in acquisition discussions for some time I have been unable to talk about most of what was going on in my life publicly. I left Clickpass in September and setup Heyzap with Jude , and its been crazy with exciting developments and learning experiences.

For me personally the team is far more important than the idea and I have known Jude for 10+ years. His skills fit great with mine, he has a brilliant product+design sense and works like a machine. We brain-stormed quite a few ideas and quickly decided that we both really wanted to work in gaming. After a few iterations and lots of thinking, the idea behind Heyzap was born.

Since the conceptualization of Heyzap, about three months ago, we have been working non-stop. After launching the work has increased by several orders of magnitude, and the hours I work have become insane. Before a product is launched there is always a little hesitation and concern, regardless of how bullet proof all your assumptions are.

The response has been amazing. We were covered by Techcrunch, Mashable, Venturebeat, TinyComb, Geek, as well as many of other websites in various languages (heyzap.com/docs/press).

It has now been two weeks since we launched but the excitment is still pumping in our veins.

From my experience at Revmap and Clickpass and most stories I have heard from entrepreneurs, I was expecting a big fall in traffic post launch and that we would have to fight our way to growth. But for Heyzap it has been completely different. The longer tail Blog pick-up (google Heyzap) and the hundreds of Heyzap installs has seen us sustain the game play tempo.

As of last week we were almost catching with our launch traffic which is impressive enough. Since last week however we have seen some astronomical rise in growth and are now doing approximately 10 million minutes of game play per month! Yes I know that is a crazy big number. Heyzap has not only seen a lot more uniques than I expected but we have seen great engagement per user.

(I would be more specific but that is probably going to be on our Heyzap blog when we are ready to release figures.).

Here are some places you can see us in action


So here are some lessons learnt about things that we probably did right.

When to launch

Don’t launch in December. We were probably ready to launch from the 17th of December, but decided against it. That was a good decision.

Launch Early! I know everyone says this and I am contradicting my first point :). But we could have build a few more features and waited for some partnerships that were in the pipelines. The launch has brought us a lot of opportunity, traction and coverage. It has also directed the company to work in the right direction (that last point is probably the most important)

Press

Get as much press as possible. Talk to as many blogs and media as you can (obviously don’t spam). The emphasis varies from start-up to start-up.

Distribution and marketing is a major part of start-up success. Press can definitely play a part in that, and in this phase of Heyzap it has worked really well for us. Partly because our Heyzap’s publishers are tech blog readers.

Mashable was very good for creating a lot of follow-on non-US blog posts. This press part could have a whole blog post about how we contacted press and what we prepared, I will leave that to Jude to write about.

Another thing about getting multiple press articles is that they talk about you in different ways and help you understand better how to market your product.

Other things we did right.

  • We kept to minimum feature spec. I think that is always very important. It is hard to determine what to do until you launch.
  • This is the first time I have worked on a big project with Jude. Definitely happy with the co-foundership.
  • As usual we learnt a lot and adapted.

Things we can learn from

  • Keep admin work to a minimum. We did a lot of stuff at the start that wasn’t strictly product. Focusing fully on product would have been a better strategy because once its out it develops itself and admin can always be slotted into smaller time spaces.
  • Don't spend too long on technology that you aren't making progress with. Stick to what you know and keep executing fast.
Conclusion

I want to thank everyone for their support and feedback. I encourage you to go and waste at least 30 minutes on Heyzap right now :P

Friday, 19 December 2008

Synthasite acquires Clickpass!

Just in case anyone missed the news, my previous company, Clickpass, was acquired by Synthasite. This is great news for everyone and I am happy I can finally talk about it :).

I wanted to congratulate my co-founder, Peter Nixey, on this great accomplishment and his hard work. I moved on to pastures new a couple of months ago, and he is entirely responsible for the Clickpass acquisition. He is a smart guy and Synthasite is sure to benefit from his expertise and what we have worked on at Clickpass for the last year.

We have had a crazy ride at Clickpass for the last year. OpenID has gone from strength to strength, though for most Internet users it still remains a major uptapped opportunity. I want to thank our partners: Plaxo, Scribd, Disqus, Backtype, Ma.gnolia, LittleCarbonFeet, Skribit etc. These guys joined us very early on and to trust us to help them in such a crucial part of there service (login/registraion) is obviously a big step. We would definately not be where we are today without their support. Here is our compete graph, Clickpass is distributed so we get a lot of hits, but clearly we are doing well and the trend should accelerate!



A lot goes behind the scenes in a start-up and that is even more true in the middle of an acquisition, I sometimes think its a shame I can't talk about some of the things that happen. Once everything settles, and provided everyone is happy for me to do so, hopefully I will be able to talk more about the details.

We were thinking of and working on several things internally at Clickpass and it would be great to see how Clickpass and everything we have done grows and integrates within Synthasite. Peter has a great title as Vice President of trust, identity and reputation and it goes to show that Synthasite is ahead of the pack in taking a close look at identity and what follows from identity.

Synthasite is a great service, in a big market and I have every confidence that Clickpass and our users have found a great home.

On an unrelated note, stay tuned to learn more about what is next for me! ;)

Saturday, 2 August 2008

Press and Viral aren't the only two marketing and distribution strategies!

I have been thinking about how my way of thinking about web entrepreneurship has changed since I started (two years ago). One of the biggest changes has been in how I think about marketing and distribution.

When I started this subject was more about luck, but like with most things in doing business as you learn more you realize it is less about luck but positioning and thought, obviously with some serendipity thrown into the equation.

Press is not a sufficient distribution strategy

I don’t think many people have made a successful business just relying on blogs and other media coverage. This might give you your initial 1000 or maybe even 10k users but then how do you get to 1k users a day consistently, or if you really want to be successful at least 3k users a day? That is more than a Techcrunch articles worth of users a day

(side note: TC gives you something like 10k uniques, Digg can give you something like 100k, which is an absolute maximum, but neither of those convert that well.).

Press has many uses;

  • it is a nice way of gaining brand recognition,
  • it can give some seed users,
  • it can be useful for getting investors' attention
  • it can create opportunities as new people in your industry find out about you.
So press is definitely important, but it really can’t be everything, because it does not scale.

Some assumptions

I am making various assumptions and also I am using a specific definition of distribution so I would like to talk about that briefly.

  • A lot of my experience and knowledge is in the consumer web. It may not apply directly to b2b plays, or non-tech industries.
  • Obviously all of the things I come up with here should be adapted to your particular product and I am sure there are far more creative ways that I am missing.

In general I consider the words distribution, marketing, route to market and some other terms pretty similar. They are a general way of describing how you get your product to be used by people and how it will then continue to grow in user/customer base.

So if press is not enough, how do companies get to millions of users?

The main methods I can come up with are as follows (these have some overlaps):

  • Word of mouth and social
  • SEO
  • SEM and Web advertising in general
  • Viral
  • Distribution channels
  • Distribution partnerships
  • Guerrilla marketing
  • Niche marketing
Some of these are more obvious than others so I will talk about those less.

One could imagine drawing another matrix, which shows how easy these things are to achieve, how effective an important they are and what attributes the product requires to tune for them. I would recommend you do an analysis like that if you are thinking about distribution and marketing your product.

Word of mouth and social

Make something good that people like and they will talk about it. You can tune this better by making something which is easy to talk about. For example people love talking about youtube videos, but if you make a porn website than its harder to get word of mouth traffic. Websites that target niches are easier to achieve these affects in.

You can create word of mouth affects, you can tune for them, but its something fairly obvious I think.

SEO

I think its one of the most important distribution strategy. SEO is Search Engine Optimisation, but I tend to use it in general to denote distribution through organic (non-payed for) search results.

Some ideas are very SEO friendly. Anything where you are creating unique user-generated content works pretty well for SEO, because people will search for it and that is how they will find you.

SEO is strong because if you take a few basic measures, you can for no extra work ensure a consistent level of traffic. The other interesting thing to me about organic search traffic is that often users from search results are most likely to click on well positioned relevant adverts on your website.

I know a lot of start-ups that get most of their traffic through SEO. User Generated Contents and blogs are perfect for SEO, sometimes I think many ideas in Web 2.0 were a direct reaction to Page Rank :).

SEM and Web Advertising in general

SEM or Search Engine Marketing and paid for advertising is interesting.

This only works in certain circumstances but when it does, it is very good because you don’t have to rely on anyone else. Here are a few factors

• If you directly monetize users, and the ROI (Return on Investment) on adertising is more than 1. For example if you make $2 per user and it costs you $1 to acquire that user than you have a scalable business.
• This is also a great way to test out ideas, and possible seed them. You can target a niche and see how many people convert and what they like
• This is very experimental for the right words or targeting at the right kind of site can literally lead to factors of improvement in conversions or ROI.
• If you rely completely on SEM, your position may become untenable as Google would squeeze your margins. This is more of an abstract concept, but in general if this is your strategy you should be diversified.

Update: Joe pointed out in the comments that Affiliate marketing would fit under this section. See cj.com for a website where you can manage affiliate marketing campaigns.

Viral distribution strategies.

This is kind off an old concept now and fairly well talked about. Look at Andrew Chen’s blog for more about viral than you can imagine.

Some quick thoughts on it.
  • It is possible to build for viral but it helps to have products which are inherently viral
  • You don’t get viral unless you build for it
  • Viral strategies become all about tuning and A/B testing. The aim is to get one user to invite more than one user. So you track where your users come from how you can incentivize them to invite someone. Try out different strategies, track their affect.
  • Certain environments are very conducive to virality, like Facebook.
  • There are many types and many definitions for viral. I guess an overarching one would be that your product is built in such a way that it distributes itself. This is inherently true in applications that become more useful the more users you add to them such as social networks and instant messaging applications.
A lot more can be said I am sure, this is one of the most interesting strategies. As strategies are used more they become less effective, so you have to be cleverer in how you go viral and probably create more value than previously required but its very clearly still possible.

Distribution channels

This is very interesting. Some technologies and applications have good distribution channels in place that they don’t have to do any extra work. Some examples of channels that have developed recently.
  • Facebook Applications pages.
  • IPhone App Store
  • Mozilla recommended addons
  • Yahoo directories – an oldy.
If you catch distribution channels very early on or with the right product than the highly targeted traffic they receive can create snowball affect that give you very fast and effective distribution.

Distribution partnerships

In the distribution channel section I was thinking about channels that are inherently available to you for whatever reason. Distribution partnerships however are harder to get but they can give you a lot of power. What distribution partnership makes sense for your product depends strongly on what you are doing. The biggest and most obvious distribution partnership that lead to success was Google’s partnership with Yahoo!, that gave shit loads of traffic to Google.

There are a lot of other partnerships some of which are paid for, some are just mutually useful or strategic. Some more examples
  • Default Google search in Firefox.
  • The Times newspaper in Starbucks
  • AT&T in Apple Stores and vice versa
  • Clickpass with all of its great partners :)
VCs tend to like ideas that can be use distribution partnerships to get scale. If they can see a story where they can apply $x millions of and use their contacts to get a distribution deal done and generate a company instantly worth $20x million than it’s a no-brainer.

Guerrilla marketing

I used to be more excited by this. Not that interesting any more. I think its hard to scale doing quirky things. I am sure there are some examples of very effective guerrilla marketing to achieve a seed userbase. 37Signals did a good article on some things that did, which might be classified are guerrilla marketing.

If you are creative it is possible to come up with a lot of these. I think it is very dependent on the industry you are in and I am sure it does not work for everything.

Niche marketing

Niche marketing is not a strategy like the others, it is more like a paradigm that you may use in conjunction with the above. Lets say you are a video website and your target market is every Internet user in the US; that is a 120 million people. If you are a start-up you may have a hard time getting in front of 120 million people. So what you do is segment the users and find niches that would be far more reachable, while keeping your product basically the same. So in the case of the video website you may decide to target sports, or even better football in the bay area. Now you have come down a very easy to target market segment.

This is similar to the way that Facebook expanded from University to University starting with the Ivy League, which is obviously a great place to start from.

Conclusion

As an web entrepreneur, you generally don’t have the luxury of a big budget and often throwing money at the issue does not necessarily give the best result.

That was not everything. I am sure I am missing some strategies. In general most people achieve success using only one or two of these strategies. Also your idea/product will definitely lend itself heavily to a strategy, so it is worth understand and experimenting with different strategies to get the best results.

Friday, 18 July 2008

Cash cows: large markets and opportunities


I feel like I often discover things, which seem obvious and perhaps I have always known them but something suddenly re-crystallizes them in my mind.

One such realization was that when a business, especially technology business, reaches maturity, they often have only one or two cash cows. These continue to bring them large profits every year with very little real innovation. Some obvious examples:

Google – Adsense on search engine traffic
Microsoft – Windows and Office
Ebay – auctions
Experian – credit reporting

I guess this fact should be fairly obvious, but it does lead to a couple of interesting things. Firstly these guys will not do anything new that might rock their cash cow revenue stream. This means that they are often not as innovative as startups even with their much greater resources. Also they collect so much money that it is relatively easy for them to just buy new startup that prove a point in their space or threatens their cash cow.

This is a short post. I feel like the whole cash-cow analysis could go a lot further. I would personally love to come up with a way of attacking a large, non-innovative companies cash cow.

One way of attacking cash cows is by using new trends and advancing technology to find an exposing weakness. For example Office could be attacked by the emergence of more advanced browsers, standards and broadband infrastructure through creating web office. This kind of trend based disruption has probably mean the main downfall of cash cows (this is mostly my definition of disruptive products but I know people have other definitions as well).

Friday, 18 April 2008

The entrepreneurial ladder

One of the benefits of getting out of the normal career is that you are no longer being constantly judged on stupid criteria, like what grades you got, how many years of experience you have in blah, etc etc. I once had an interview where they asked me in 5 different ways about my team working experience, does that really give them that much insight?

When I first became an entrepreneur, I thought that would be the end of being judged, from now on I was to make my own destiny, and that has been true to some extent. But you find that here there is a different ladder to climb. Being an entrepreneur is a lot to do with selling yourself, whether it is to investors, clients or potential hires, you have to impress them to succeed. The difference is that the levels are different. Here is the ladder how I perceive it, from the bottom up.

1. Never done any company.
2. No companies but worked for a startup (the more successful the better)
3. Done some small projects
4. Started first company
5, Started a company and have funding.
6.1. Started a company and have well respected investors (first tier VCs being the best).
6.2. Started second company (without the first exiting successfully)
7. Had a successful relatively small exit ($1m plus) or could have took such an exit but are happy making good revenue at that company
8. Had a successful company with a reasonably large exit ($10m plus)
9. IPO!

Obviously those add up and I put two 6s because it would depend on what funding your first company had etc. A lot of gray area but that is roughly how the ladder goes.

Here is something that Kieran said: you can climb ladder by networking and being at all the right events and conferences. But eventually if you go to too many of them you start falling down the ladder because people perceive you don't have anything better to do :).

Another point is that perception matters a lot, some people will value what University you went to and whats jobs you have had. Others will care about how well you are known on the Internet. But you can very much go from zero to the top of the ladder very quickly, which is what makes this exciting. Unlike the career ladder you don't need to have 5 years experience before you are considered for a promotion.

I am aiming for 3 IPOs just so I can be almost unchallenged at the top of my ladder, not for the money at all ;-).