Socializing

For every foursquare there are a dozen wesabes.

Thu, 01 Jul 2010 07:48:00 -0500

For every foursquare there are a dozen wesabes.

Do you have a net worth of $1 million?

Sun, 06 Jun 2010 18:10:05 -0500

Some of you probably do and some of you probably don’t, but I bet that most if not all of you think you are sophisticated enough to invest in startups. Unfortunately for those of you who don’t meet that standard or any of the other accredited investor exemptions promulgated by the Securities Act, most startups won’t take your money. This post is not about whether startups should take money from non-accreds as there are ample posts on that, see here, here and here. This post is about what the “accredited investor” standard should be. As it stands approximately 8.5% of the US population is estimated to be accredited. Recently congress thought about raising the bar which would have resulted in just over 1% of the population meeting that standard. Luckily they got wise and took that provision out. I, for one, think we should expand the definition. That being said, I agree with the public policy behind the existing legislation: we don’t want people putting money in illiquid securities who might need that money (ever) and it is easiest to determine who can take the risk using a bright line test. So what might an expanded definition look like? I would suggest exempting family members who often invest anyways and intimately know the individual actors and holders of certain professional degrees or accreditation (i.e. JDs, CPAs, CFAs) who understand the risks. If companies like SecondMarket are successful in creating liquidity for private company stock, it would strengthen the argument to expand the definition, and any expansion would greatly help the startup ecosystem.

M&A Transaction of the Week

Wed, 26 May 2010 16:06:53 -0500

M&A Transaction of the Week:

I recently closed an M&A transaction for some close Kinkaid friends: Mark Schmulen and David Lyman. Nirav Batavia was also on the team. It was rewarding in a lot of ways, as it was great working with friends and helping them achieve a significant milestone in their careers. Financial terms were not disclosed but it was a big win for everyone, which always makes it more enjoyable. A few lessons from the legal side of things:

*The deal must get closed, remember this above all else.

*Give where it is easy to give - don’t posture unless you have leverage.

*That being said, fight for what is important.

*”You’re unlikely to walk into an M&A conference room where everyone is brandishing a copy of Getting to Yes and gushing about shared interests” - James Freund

*It takes a lot of work (read: man-hours as well as expertise) to close a transaction like this; make sure you have adequate resources. Small firms/practice groups simply do not have the resources to efficiently and effectively lead a deal of this nature.

*A drawn-out LOI negotiation does not necessarily mean that there will be less friction when negotiating the definitive transaction documents.

*Set realistic expectations and as the facts change, make sure the expectations change as well.

*Their [tax, benefits, IP, etc.] problem is your deal problem.

*Remember that the parties have to work together following the transaction; if someone needs to be the “bad guy”, it should be the lawyers, not the business folks.

What's a 'fan' really worth?

Mon, 19 Apr 2010 14:38:00 -0500

A social branding firm in Atlanta says $3.60 based on the following formula:

1M impressions x 2 posts x 30 days = 60M impressions

60M impressions / 1000 x $5 CPM = $300,000

Of course this will be debated ad nauseum in comments to blogs, including this one. In today’s marketing metrics driven environment it is important to determine the value of your social media efforts. That being said, I think the value per fan depends much more on who the fan is than the number of fans (i.e. higher attribution for tastemakers, brand champions, etc.). There is a high standard of deviation from the mean.

Services such as Nutshell Mail (disclaimer: client) help bridge the gap between facebook fandom and actionable email newsletters. The key to deriving value through social media efforts is converting fans to sales or at least in-network product recommendations. Note that the terminology is changing, with “becoming a fan” becoming “like”.

I recently had the opportunity to meet the CEO of Maker’s...

Fri, 16 Apr 2010 14:21:00 -0500

I recently had the opportunity to meet the CEO of Maker’s Mark, Bill Samuels, at a hosted lunch at Frank, where he gave us an advance preview of his newest, and ONLY Maker’s spin-off, Maker’s Mark 46.

Prior to taking the helm of the family business 30 years ago, Bill went to law school and got his masters in physics. After a misadventure in rocket science resulted in him blowing up his boss’s office, Bill returned to Kentucky and has done everything not to “f*ck up his old man’s invention”, as he so eloquently put it.

Bill has held up his end of the bargain and has built Maker’s Mark into a billion dollar business, but he wanted to improve on the family recipe and leave his mark. In a nod to one of my favorite movies - the Goonies - “Their time! Up there! Down here, it’s our time. It’s our time down here.”

After brainstorming with the master distiller, he has successfully taken the alcohol notes out of the original recipe through an advance in wood treating technology, and the result is spectacular. The new Maker’s 46 is the most drinkable whiskey I have ever tasted, and it will be available in stores late this summer. An interesting tidbit: no business or marketing folks were brought into the development of the product. Bill credits this fact to the success of the product. When they get their hands on it, I don’t think they will have a hard time selling it.

Let’s Build Something of Value We all know its getting...

Sun, 21 Mar 2010 18:21:00 -0500

Let’s Build Something of Value

We all know its getting cheaper to build a startup. Events such as 3 Day Startup, Startup Weekend and the Startup Bus, which spun out startups on its way from the Valley to Austin for SXSWi, have shown that startups can be built in very little time. One even got acquired this week. However, as Om Malik argues it takes time to build something of value. I had lunch with a luminary this week and he said he spends 5 years researching a market before he goes after it. Two of his successes, Bookstop (acquired by Barnes & Noble) and Hoover’s (IPO’d then acquired by Dun & Bradstreet) live on to this day.

Like Gary Hoover, I want to build something of value, and I want your help. I have the luxury of getting a window into where venture dollars are going and have compiled a non-exhaustive list of trends I find interesting. Please help me vet them and perhaps we can find some opportunities that we determine are big enough for us to tackle. I encourage you to reply to this post and share your thoughts. These are just a few to chew on…

What we do on our hardware will be processed and stored somewhere else.This is already happening in a big way, but its just the tip of the iceberg. There are many opportunities in the “cloud”, with virtualization, data storage and scalability.
Bringing off-line excess capacity and inventory online. Startups are nipping at eBay’s heels in almost every vertical, such as: uship (transportation), sparefoot (storage), kayak (travel), and gilt (luxury clothing). There are many more opportunities here. We have been looking at something in the jewelry space for almost a year.
Making sense of the long tail. When I first heard Chris Anderson speak about this in Austin a few years ago, I recall thinking “that makes sense”. It did and it still does. There are huge opportunities in helping us find apps, music, movies, books, and blogs for us to consume. This is moving past recommendations and towards automated curation. Think about waking up and finding a personalized newspaper on your doorstep (in your inbox), organized by relevance, time and every other relevant ascertainable factor. As my friend, Mark Schmulen said at the Bizspark Accelerator Finals, “its about right time, not just real time.”
Leveraging the wisdom of crowds. Aardvark, Gurustorms and others understand that people can be the product. How can we profit from the democratization of knowledge and communication? What are the implications of Chatroulette? Think about opportunities offshore.
Healthcare and the Aging U.S. Population. We will probably have a new healthcare policy made into legislation today. Without knowing much about it, I do know there will be a lot of money to be made exploiting it.

I couldn't have said it better myself...

Thu, 18 Mar 2010 11:22:00 -0500

I couldn't have said it better myself...:

The GP of Andreessen Horowitz simplifies startup success:

Find the product that 1,000 enterprise or 50 million consumers want to buy and grab those customers before your competitors do.
Raise enough cash and spend it intelligently so that you don’t go broke along the way.

His thesis is that the goal isn’t to be ramen profitable and it doesn’t matter if you blow your VC cash (see Maples’ Law), so long as you have the resources you need to execute on your strategy. If you don’t, you’re toast. This is along the lines of what Brett Hurt has said - “know when to put the pedal to the metal”.

If you are a high-tech start-up, your value is in your intellectual property. Don’t stare at your spreadsheets so long that you get confused about that.
You cannot save your way to winning the market.
The best companies can raise money even in this market. If you are one of those, you should consider raising enough to wipe out your competition.

How Will We Read?

Fri, 12 Mar 2010 06:58:47 -0600

According to Homer, first you get the sugar then you get the power. He may be right, but as we also learned from PSAs during Reading Rainbow commercials - knowledge is power.

I still get the print edition of the WSJ which is like a morning stroll through the news. The editors hold your hand and guide you. I like that and it’s well worth the hard earned dollars I spend on it. That being said, google reader is changing the way I consume information. I can get hundreds of knowls (not Beyonce) in bite size pieces, but can also choose what to read and digest. However, like any buffet one can over-eat.

I hope google or another startup will help curate our google reader by auto populating stories useful to us based on our social profiles. That’s a story I’d like to read.

Wisdom from Warren Buffett (as heard first hand and edited by...

Sun, 07 Mar 2010 14:43:49 -0600

Wisdom from Warren Buffett (as heard first hand and edited by @mbaconsultant):

Leadership: Happiness and good habits breed the same in others. People want to follow charitable, helpful leaders who give credit to others.

Investing: Invest in a business that an idiot could run and the owners are passionate about.

Marketing: Winning share of mind leads to winning share of dollar.

Business Ethics (“the newspaper test”): Make sure you’d be proud for you family to read anything that you’ve done that gets reported on the front page of the paper

America: Ingenuity, ambition and innovation have not died and make the country sure to succeed.

Happiness: Success is getting what you want. Happiness is wanting what you get.

TEDxATX Yesterday I had the pleasure of joining @joshdilworth,...

Sun, 21 Feb 2010 14:03:15 -0600

TEDxATX

Yesterday I had the pleasure of joining @joshdilworth, @mickmillsap, @eugeneaustin, @bmenell, @jeffdachis, among few lucky others, in attending Austin’s first TEDx conference. Although there was a “no tweet” policy, McCombs sponsored a live stream of the event for all to see and hear. The speakers and performers remained a mystery until the day of the event which made some nervous, but was exciting to me. When was the last time you went into something not knowing what to expect? In the end, all were impressive and some were great.

The Greats:

Doug Ulman - I had the pleasure of meeting Doug recently, who gave me and a small group of ADLers a tour of Livestrong HQ. Doug is incredibly passionate and is doing amazing things for those battling cancer. Although TEDxATX’s theme was “Play Big”, Doug impressed on us that small is the new big. I was shocked by one thing that he said, which was that there will not be a cure for cancer; however, if we all give, we will all profit. “Non-profit” is a misnomer.

Steve Tomlinson - Steve, a professor at Acton MBA, told us to not discard our passions. The only thing we should discard is the traditional notion of a career. We don’t need one, we just need a calling, which is where a passion meets a need. Lead with what you love and don’t blink.

Richard Garriott - He’s been to space. He is one of only 7 private citizens who can say that, and the other 6 are Russian oligarchs. His father was also an astronaut, making him the only second generation space traveler in history. He was probably the biggest “rock star” at the event and is a true visionary. His speech can be summed up with one phrase - it’s not rocket science anymore. Start planning your vacation…to space.

The Best of the Rest:

Rip Esselstyn preached a plant-based diet and informed us that only 12% of the average American’s diet is plant-based, and half that is french fries!

Chris Shipley told us to forget about the Fortune 100 and think about the Fortune 500,000. The next great innovations will come from that group.

Janet Maykus, a theologist, asked us to play big by listening to the people in our lives. She said the average number of friends has decreased from 3 to 2. facebook friends are presumably not factored in to that research…

Mark Rolston asked us if we’d trade an eye for a computerized one, like the Terminator. He said social norms are changing and that we will eventually interact seamlessly with technology, a la Minority Report.

John Pointer - Hopefully they will post a video of his performance at TEDx, because it was amazing.

DILBERT DOES IT AGAIN I am lucky to work with a lot of startups...

Fri, 19 Feb 2010 09:18:00 -0600

DILBERT DOES IT AGAIN

I am lucky to work with a lot of startups across many different industries that are attempting to solve a variety of pain points, both big and small. Through these interactions and having seen a few life cycles, I have changed my outlook over the 5 or so years I’ve been in the startup community as to what businesses I find interesting. My money is on startups that are trying to do one of two things: (1) changing the paradigm of an existing business (usually a big business with slow moving participants) (e.g. Infochimps - creating an online marketplace for data that will appeal to businesses, academics and individuals) or (2) filling a void (which may or may not be a short term play) (e.g. Nutshell Mail - email-based web account overload management). I like these models because with (1)’s you can attract venture capital and really hit it big (think Amazon), and with (2)’s you can make a lot of money in a short period of time, either by charging for your service or getting acquired (think xobni). Obviously these have their risks, with (1)’s the risk is failure (think Webvan), and with (2)’s time is your enemy - if you are making money the space will get crowded and someone may solve the problem better than you or you will eventually be outdated (think redbox). The worst thing you can do is be a me-too business. That is what the Dilbert cartoon is referring to, and that is where veoh failed. At least they went big. Don’t be just another me-too iPhone, twitter or web app, unless you are really filling a void and someone will pay big for you to solve their pain (think salesforce).

"If you are not embarrassed by the first version of your product, you’ve launched too late."

Thu, 19 Nov 2009 10:15:42 -0600

“If you are not embarrassed by the first version of your product, you’ve launched too late.”

- This quote by Reid Hoffman, founder of Linkedin, has an equal number of supporters as it does dissidents. There are many examples of startups who took this advice only to be ushered more quickly to the deadpool. To me, this is OK. I am a believer in Mike Maples Jr.’s philosophy to fail fast and fail cheap. That is our only downside risk with 2taps, a simple bookmark app for the mobile web. That being said, in the face of failure, it is important to recover intelligently. The user knows best and will let you know what features should be on the roadmap and in what order. If you can take that information and execute on it, your users will reward you. (They will also forgive you if you are open and maintain a dialogue. Participation chains keep the conversation going.) In short, have the cojones to release fast and iterate often.

I saw this cartoon thanks to a tweet from the folks at...

Wed, 28 Oct 2009 13:29:06 -0500

I saw this cartoon thanks to a tweet from the folks at http://www.economistsdoitwithmodels.com/. This pretty much sums up what I am talking about here and here. Don’t be the “egg carton”, be the creative environment that values the individual. Just because you have a game room doesn’t mean you have a great company culture. Follow these tips for startups.

"You don’t have to read a book to have an opinion."

Sun, 18 Oct 2009 08:22:36 -0500

“You don’t have to read a book to have an opinion.”

- Tom Townsend from the 80’s teen angst film set in Manhattan’s UES (an especially interesting film when juxtaposed against John Hughes’ typical setting in suburban Chicago), Metropolitan, prefers good literary criticism because you get both the novelists’ ideas as well as the critics’ thinking. In this post I am going to provide my thoughts on a book I have only read the review for: Freedom, Inc.

The reviewer boils it down to the following theme: corporations’ rigid, top-down management style too often makes workers miserable, stifles innovation and, not least, leads to economic distress for employees and stockholders alike.

Reading this sentence made me wonder which of those factors are causes and which are effects. Productivity is a function of motivation which is a function of incentives. When there are no incentives, or worse, negative incentives, people will not be motivated to work hard. Productivity will thus decrease and profitability will soon follow, eventually making stockholders “distressed”.

On a related point, I recently had an interesting conversation with Josh J-D about how to motivate and cultivate stars, a topic I’ve previously covered here. One take-away was that if you treat your employees like people, and not just resources, that goes a long way towards building loyalty. Bringing employees up in an organization reduces turnover and provides incentives—promotions—which leads to increased productivity and, in some cases, innovation. [Remember: not everyone can be a star, cash cows are OK too.]

According to the reviewer the book talks about two kinds of companies: ’Comment’ in French, or ‘how’ companies, and ‘pourquoi,’ or ‘why’ companies. What about ‘if’ companies? Companies that give their people a long leash and the opportunity to innovate (not only to sink or swim) will build a “can-do” culture. Those companies will see their people stick around when the economy improves. The ones that don’t will see an exodus. That time is coming soon.

Be thoughtful about your pricing strategy.

Sat, 19 Sep 2009 17:58:00 -0500

I remember a year or so ago asking a founder of an Austin startup what he was going to charge for his SaaS product (which is launching at DEMO) and he said $X.00/month. When I asked him how he came to that number, he replied “that’s what we think the market will pay”. A couple thoughts: (1) don’t “think”…survey, (2) don’t leave money on the table unless you are competing on price, and (3) if you are solving a pain point, price your product or service accordingly.

I would only go to market with one of 3 prices: free, just below market or at a premium to the market. This is an over-simplification and there are many difficulties to making the first two work as price wars are incredibly costly, but if you are anywhere in between the bottom and top, you need a huge marketing budget to educate the consumer why you are worth the price you are charging.

Rupert Murdoch has been struggling with pricing his prized acquisition, the WSJ, which I subscribe to (in print only) and read daily. They clearly have a problem segmenting with at least 5 different rates: online only ($2/week), print only ($2.30/week), print and online ($3.00), mobile only ($2/week) and mobile premium ($1/week if you subscribe to print or online). They need to simplify this as it causes a lot of customer confusion and is hard to reconcile. My sub recently came up for renewal and they tried to triple the price on me. When I didn’t renew, they sent me 2 letters in the mail, each offering a slightly discounted rate to their original proposal. They ultimately retained me as a customer since I googled a rate in line with what I was previously paying but why play the game? I am less happy with the service and they left money on the table. It pays to have a thoughtful (and consistent) pricing strategy.

Brett Hurt Keynote Speech at Startup Meetup at UT Brett Hurt,...

Tue, 15 Sep 2009 20:31:00 -0500

Brett Hurt Keynote Speech at Startup Meetup at UT

Brett Hurt, CEO of BazaarVoice (my girlfriend’s employer), gave an incredibly motivating speech at the first annual McCombs Startup Meetup. Brett got some laughs by saying that his precocious programming ability was both a blessing and a curse. It was a blessing because he found his passion early but a curse because he was always getting beat up.

Bazaarvoice connects customers to one another in ways that drive measurable results – what they call “social commerce”. Brett says their biggest sales hurdle is retailers’ fear of negative reviews. I imagine the response is that if they use Bazaarvoice they can figure out which products need to be fixed or pulled. User generated content is king and the “voice of the market” should be heard, aggregated and analyzed.

Bazaarvoice raised $25 million in venture capital including from Austin Ventures and only needed $8.5 million of it to get to profitability. They aspire to go public in the next 18 months and are well on their way to 400 employees. This is an Austin success story and I am proud that Elizabeth is a part of it. Brett inspired the crowd to want to be a part of it too because of their unwavering focus on culture. It’s a rocket ship and every team member is on board. They have a winner culture and Brett allowed that “there is nothing more de-motivating than having B players on an A team.” I couldn’t agree more.

Capital Factory Demo Day Today I attended the demo of Capital...

Wed, 09 Sep 2009 20:36:00 -0500

Capital Factory Demo Day

Today I attended the demo of Capital Factory’s first crop of incubated startups: Hourville, PetsMD, Famigo, Cubit Planning, and Sparefoot. I was surprised by the quality of attendees as all of the top Austin VCs were in attendance (pictured are Tom Ball - AV, Bill Wood - Silverton and Rudy Garza - G51) and some from the Valley as well, including Battery Ventures.

Thinktiv, a new venture accelerator, presented Mike Maples, who blew the roof off. Mike was an early investor in some companies you might have heard of: Twitter, BazaarVoice, SolarWinds and Digg to name a few. Mike was nearly brought to tears when talking about the founders he has worked with over the years that “didn’t forget him” when they made it big. It was a very genuine moment and one I will remember.

Mike said tech is a winner-take-all-business and you want to be the winner. Second place is first loser. Invest in “Thunder Lizards” which have a few common traits: 1) they have a complete team with a visionary leader, 2) they try to be awesome with no Plan B, and 3) they devour competitors and unseat incumbents. Mike said in tech, it isn’t an 80/20 rule but a 90/10 rule or greater. Since the invention of the IBM PC, 5% of tech IPOs have created 92% of the wealth.

My favorite slide was “Maples’ Law” which asserts that you will spend whatever you raise in 18 months regardless of the amount. I met the founder of a recently funded AV company who said they were going to make it last at least 20 months, which I found funny, because I didn’t sense any irony. 18 against 20 isn’t all that different. Mike knows what he’s talking about.

Thoughts about the presentations:

PetsMD: WebMD for pets. I like the business as the emotional connection to pets makes people spend lots of money on them. I didn’t love the pitch - they will need an outside CEO, and soon.

Famigo: My buddies run this company and I think they get the market and are going after it with reckless abandon (which is a good thing). One of the VC panelists said they need to figure out if they are going after consumers or developers, and I agree. They will figure it out and they will succeed.

Cubit Planning: If the presenters can’t explain what they do in plain English, I sure can’t. Their website says they automate data gathering for NEPA documents. I liked how Rudy called b.s. on their sizing of the market.

Hourville: Similar to elance, which is a portfolio company of Focus Ventures. I like the idea of a freelancer business platform. This is truly an “execution play” in every sense. They should tie in to linkedin API or ebay so they don’t have to start from a scratch from a trusted source standpoint.

Sparefoot: Audience award winner. These guys nailed it. They are an inventory aggregator (think hotels.com for storage) and have a super simple site and model. I like it a lot and apparently so did Bill Wood. They announced a Series A from Silverton which is particularly impressive because its their first consumer internet portfolio company.

Thoughts about the VC panel:

BIll Wood: Focus on 2 digit (#millions) exit and be super capital efficient. Bill says he thinks about who the acquiror is before he invests.

Tom Ball: Be capital efficient put know when to step on the gas. Culture is a sustainable competitive advantage. He was talking about his experience with BazaarVoice, which has taken great strides to maintain its identity even as it approaches 500 employees over the next year.

Rudy Garza: Quoted DKR (not surprising seeing as he’s President of Texas Exes) and says luck is what happens when preparation meets opportunity. There was a lot of discussion among the panel about this, but they generally agreed that somewhere between 50-80% is in the entrepreneur’s control.

Mike Maples: Austin has a great ability to ego ratio. Yes!

All in all, great day for the Austin startup community. Thanks Sam Decker, Josh Baer, Bryan Menell and the rest of the Capital Factory team.

Keep it simple stupid.

Thu, 03 Sep 2009 20:49:00 -0500

Keep it simple stupid.:

Readers of this blog know I preach simplicity. Some of the great companies I work with (popscreen, infochimps, prefinery and nutshellmail to name a few) have developed sophisticated solutions with intuitive and attractive UIs. Their special sauce is not necessarily the underlying technology (though some have filed provisionals and/or patent applications) but rather their “human” approach to resolving real pain points.

With the amazing speed at which the world is a changin’, there is a great need to streamline information.

Very soon I’m going to put my money where my mouth is. Stay tuned and follow us on twitter @2taps, a little web app I’m developing for fun with Jordan Rex.

TheFunded "Standard" Term Sheet

Sat, 29 Aug 2009 12:57:47 -0500

There has been a lot of blog chatter about TheFunded’s form term sheet, including here, here and here. The sentiment from VCs has been generally positive with some saying that a return to balance for founders has been a long time coming. The WSJ queried whether VCs would put their money where their mouths are. I would be interested in your opinion. I think the term sheet makes too many assumptions and is unlikely to be used as a form.

I wonder what the standard startup looks like that would receive this term sheet as its currently drafted? In my admittedly limited experience (having worked on 20 or so venture financings), I just can’t imagine a VC saying, “we want to invest in this standard startup, let’s use TheFunded form term sheet”. That’s just not how it works. A term sheet consists of many levers, or terms, used to satisfy an investor’s risk/reward investing requirements. For instance, if the company is asking for a valuation that an investor perceives as high, maybe they give and make up the risk with a greater liquidation preference. The point being, these deals aren’t standard.

Some comments on the term sheet: Why did they include registration rights? It is unlikely those will come into play, and for a “simple” seed term sheet, seem superfluous. The net-net is most founders would be happy to receive a term sheet with a 1x non-participating preference and full acceleration upon a change of control while maintaining board control, too bad few are going to receive one.

Y Combinator’s RFP for Startups Cleverly Called...

Tue, 18 Aug 2009 09:54:00 -0500

Y Combinator’s RFP for Startups Cleverly Called ‘RFS’

Drop what you are doing and start thinking about how to fix the broken journalism model. That’s essentially what Y Combinator is asking startups to do. I hope they fund a micropayment startup or something of that nature and not a crowdsourced journalism concept. The most disturbing part of the RFP is the following request: Groups applying to work on this idea should include at least one writer who can write well and rapidly about any topic. Why not leave the writing aspect to professional journalists? The problem is certainly not the writing, but the monetization aspect. I hope they are not searching for a solution to a problem that doesn’t exist.