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Yext Offers Local Businesses A Smart Inbox For Phone Calls
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Marc Andreessen: is there adverse selection? are the merchants who are most likely to want phone calls least likely to get the web to get them?
5 Business Models for Social Media Startups
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3. How long did it take to get your first customer?
Depends on your definition of customer – we had sign ups immediately and grew by 30-35% a month. What we had built was core features, so as we spoke with customers we began asking what would they pay for on our UserVoice page. Once we had some premium features in place, we went back to those customers and began doing paid pilots to test out the service. The first paid customer arrived in November.4. How many users do you have right now?
16,652 as of June 5, 2009.5. What percentage of users are paying members?
Since moving to paid plans, our conversion rate is around 5%. - 3 more annotations...
Technical Revenue: The Young Man's Business Model
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The old guy on the other hand never went this route. He merely looked at it a moment, then immediately started taking off the neighboring easy-to-remove piece of the engine. Once that was off, he then effortlessly put his screwdriver in to remove the now exposed screw. Now mind you, the old-guy's way was my back-up plan - but I was betting that my brash exuberance would payoff in a slightly quicker result. Sometimes it did - sometimes it didn't - and sometimes I broke screwdrivers.
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I should have structured the deal as a contracting agreement. Charging on a per-hour basis to develop their product using what we already had as a base. Then, give them a discount rate on the hourly rate in exchange for full-rights to further develop and sell the product as our own. This would have been a 6-figure deal which would have meant a lot at that time. What's worse is you might be thinking that I missed an opportunity to fleece a customer - but I argue you're wrong. In fact, that arrangement would have actually brought more value to the Adobe.
In the old-guy's arrangement, Adobe would have then had a hand in guiding the project and making sure all the features they wanted were in the soup. Not to mention, if I didn't build this for them, they simply would have had to hire someone else to do it - probably spending lots more. - 11 more annotations...
Free Vs Paid
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There's a movement afoot by investors to back web services with a real business model instead of the pervasive "give it away for free and hope for the best" approach that's been in favor for the past four years. Don't count me in that camp, but the movement is happening with or without me.
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As I noted in the comments to Roger's post, we've struggled with early stage investments in enterprise oriented web services. Sales to enterprises often require expensive sales teams and it's much harder to know if you've nailed the product/service with feedback from a limited number of enterprise customers.
It's much better, in my opinion, to go with the freemium model, give a version of the service away for free to all comers, get a lot of users, get good market feedback, then develop a premium version of the product/service for sale to enterprise customers. If your free version is popular with a lot of users, your customer base is the target for the upsell and you might be able to live without an expensive sales force initially. And, of course, keep your costs really low until you start to get revenues.
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Beware of Freeconomics - ReadWriteWeb
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The argument that it cost Google nothing to develop and offer GMail is wrong. Likely it costs millions of dollars each year.
The fact of the matter is that GMail was offered for free mostly because Google could afford it. This is a standard monopolistic
tactic used to enter a new market - drive the price down (in this case to $0) and kill off the competition. Yahoo! was actually first
to market and had a perfectly good product with a fair model: they offered a basic product for free and a premium product with more storage for a price. But when Google made its move, Yahoo! could not compete. -
Add Sticky NotePerhaps the biggest worry of free are startups. To begin with, how do you compete with free? Suppose someone has
a great idea for improving web mail. Entering the market is really difficult. A lot of inertia is now behind Google and in the new world of freeconomics, you can no longer compete on price. Not that long ago the
concept of better and cheaper allowed startups to make the bet. But now that cheaper has been replaced with free,
that axis is shut out.- Entrepreneurs just try to invent new communication ways. - on 2008-02-29
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Free! Why $0.00 Is the Future of Business
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A few billion blades later, this business model is now the foundation of entire industries: Give away the cell phone, sell the monthly plan; make the videogame console cheap and sell expensive games; install fancy coffeemakers in offices at no charge so you can sell managers expensive coffee sachets.
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But until recently, practically everything "free" was really just the result of what economists would call a cross-subsidy: You'd get one thing free if you bought another, or you'd get a product free only if you paid for a service.
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与女儿谈商业模式之6:我要办电力公司-陈志武-搜狐博客
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美国式商业模式的最大诀窍其实很简单,专门找人们每天要用、要吃或者要住的东西,最好是每天要换个样、每天要几件或多次的重复需要的东西,你如果生产、销售这种商品,市场潜力就大得不得了,特别是像中国有十三亿人,任何每天没人要用的东西,都隐含巨大的商机。市场规模和生产规模两者既连在一起,又不完全一样,但这基本是美国两百年商业史的核心,也是中国正在发生的商业革命的要点。
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“电的确是人人都用,而且现在几乎没有电就无法生活了。这是好主意。但是,有一点得知道,就是世界上几乎所有国家都对电价进行管制,把电价定得不高不低,让电力公司的资本一年正好有10%左右的回报。所以,如果你要办电力公司,赚大钱的机会有限。”
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与女儿谈商业模式 (5):糖果连锁店?-陈志武-搜狐博客
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陈笛:“我们的老师说,18世纪,英国通过‘三角贸易’获得银子:英国货船先从本土装上制造品、烈酒等物品,运到非洲海岸卖掉,完成第一笔交易;再用得到的钱买下非洲黑人,装上船,运到中美洲如墨西哥等地,把非洲运来的黑人做奴隶卖给那里的农场主,即完成第二笔交易;这些利润一部分用来购买美洲白糖、棉花、咖啡,剩下的是以银子形式运回英国,墨西哥等中美洲国家盛藏白银,运回英国再卖掉,即完成第三笔交易。按你这么一说,当时的这些美洲白银,对英国在亚洲的贸易很重要啦?”
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“在18世纪末,东印度公司形成了一个新的‘三角贸易’,即英国、印度与中国的三边贸易圈。东印度公司的货船从英国装上制造品,运到印度卖掉,再装上印度盛产的鸦片,然后,运到广东沿岸,把鸦片在中国卖掉,换成茶叶、丝绸,装上船运回英国,就这样完成整个英、印、中‘三角贸易’。换句话说,正因为有了印度的鸦片,才大大减轻了英国公司的银两压力,不用银子支付,而是用鸦片换茶叶、丝绸。解决了跨国贸易的支付问题后,中国的茶叶与丝绸出口量当然猛增,但,同时进入中国的鸦片也大增。1730年中国进口鸦片15吨,1773年增长到75吨,到1820年升至900吨。”
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Trading for their own account
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We see the same pattern at Amazon, which is aggressively pursuing authors for direct publishing on the kindle and seeking to displace publishers by making themselves the sole source for books on the device.
Ultimately, I think we see this pattern in the economic development of every innovation. When a new technology is introduced, there's a lot of green-field opportunity, and so much value is being created that there's no need to capture it all. But as the technology matures, the winners need to capture more of the total value being created. They gradually crowd out suppliers as well as competitors.
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