asterisk2a + intangible   15

Snapchat: Neue Bezahlfunktion erlaubt Zurückspulen - SPIEGEL ONLINE
[ true north of Leaders of Snapchat and Tinder ??? creating a two class app, paying for convenience and privilege?! ] Snapchat lebt von Flüchtigkeit: Fotos und Videos verschwinden nach dem Ansehen. Jetzt kassiert die Chat-App diese Funktion. Für 99 Cent gibt es drei Wiederholungen. Auch die Flirt-App Tinder nimmt Geld fürs Zurückspulen. //&! youtu.be/1CbP0gxvWWw - Consumer products need to stay fresh (in consumers mind, word of mouth, discussion, hello we still exist). Snapcash, pay for replay, ... ... Twitter lacked staying fresh (new product release cycle slowed down bc of internal stuff ...), Tinder, Instagram, Facebook, WhatsApp (utility (less is sometimes better) vs entertainment (differentiation)), WeChat, Line, Kik, ... Tumblr (slow ... bc of internal and tech was slow w Android/iOS app), Reddit (ouch).
Snapchat  Tinder  business  model  pageviews  native  advertising  advertisement  advertising  friction  frictionless  constraint  artificial  constraint  authentic  authenticity  Leadership  vision  mission  True  North  CEO  Product  Design  Core  Product  Value  Proposition  creation  intangible  Value  Proposition  added  community  community  management  Start-Up  advice  Start-Up  lesson  Gary  Vaynerchuk  consumer  Twitter  Facebook  Instagram  Facebook  Messenger  WhatsApp  WeChat 
september 2015 by asterisk2a
Episode 30: Felix Salmon by Product Hunt
Everyone should be doing something lefty. The internet was abt that. Now its everyone wants 2 be big. Optimised. Cool things come out of waste, wasting times, free time, ... eureka effect. Lefty things are not optimised. // "We build a fucking great bridge." Nobody did back then seismic modeling. They just build a fucking great bridge that actually can carry twice the lanes/traffic, you can just put a 2nd deck on it with another 6 lanes. << build 4 prosperity. not optimised. THUS lesson, build ur business that way, 4 prosperity, pay money if u want 2 used it. Dont optimise 4 anything specifically. // Oldest Companies are still family owned. Not pressures by Wall Street 4 growth & profit. "No one is happy being profitable." "You wind up taking risks, eventually falling on your face." #growth-fetish // Venture Capital wants an exit. U put urself in that corner & have fiduciary responsibility. // If u own category/vertical u can sort of set price! & 46 oh hi there world, own platform!!!
Silicon  Valley  closetphile  social  entrepreneurship  Internet  Start-Up  advice  Start-Up  lesson  of  You  life  hacker  life  lesson  philosophy  Felix  Salmon  Wall  Street  crony  capitalism  post-capitalism  capitalism  shareholder  value  profit  maximisation  David  Heinemeier  Hansson  bootstraped  bootstrapping  bootstrapped  native  advertising  friction  frictionless  value  creation  Core  Product  Proposition  values  corporate  values  corporate  culture  Proposition  intangible  value  added  value  personal  values  counter  culture  advertisement  advertising  pre-roll  ad  micropayment  micropayments  Bitcoin  Dogecoin  brand  awareness  branded  content  e-mail  marketing  referral  marketing  attention  span  attention  graph  Twitter  oh  hi  there  world  Facebook  Instant  Articles  Apple  Newsstand  Apple  News  Google  Search  Newsfeed  Facebook  RSS  Platform  TOS  EULA  24-hour  cycle  business  model  pageviews  BuzzFeed 
september 2015 by asterisk2a
Modern Storytellers: Gary Vaynerchuk and Casey Neistat - YouTube
>> always on record. thus being consistent, you, authentic, key to sustainability. everyone is the PR agent for themselves. // bullshit detectors have become hyper-refined. // - have to open yourself up to it, as requirement, to be radically honest, vulnerable, see Brene Brown. // also, have to leave money on the table! << going for the marathon! not the sprint. not profit maximisation. go for legacy. willingness to say no, knowing when to say no because it would be short-term optimisation. // keeping values/guiding principles/mission/vision with growing team - is about success of your leadership team/exec team (Eventbrite gal talked about this in yc talk, surprised about internal champions/leaders). // [AD PRODUCT FOR CLOSETPHILE AND OH HI THERE WORLD!] attention graph/span: what brings value to ppl?! ads should bring, have to bring value! its not about reach/pageviews. its about attention. being part. creating value!!! also not add friction - ie pre-roll ad. normal ads steal time!
Gary  Vaynerchuk  Casey  Neistat  storytelling  Selbstdarstellung  status  anxiety  Social  Media  authenticity  authentic  Selbstfürsorge  Start-up  of  You  Branding  Personal  Brand  Brand  communication  community  management  attention  span  attention  oh  hi  there  world  closetphile  business  model  pageviews  value  creation  Core  Product  Proposition  intangible  value  Proposition  corporate  values  added  value  value  values  values  shared  economic  interest  lesson  advice  differentiate  differentiation  noise  pollution  noise  distraction  user  behaviour  lilwrld  advertisement  advertising  native  advertising  branded  content  content  marketing  advertorial  Programmatic  advertisement  targeting  advertisement  re-targeting  celebrity  culture  of  You  Vlog  Vlogging  shared  experience  shared  perspective  user  generated  content  actions  change 
august 2015 by asterisk2a
Jeremy Rifkin on the Fall of Capitalism and the Internet of Things - YouTube
// good and services - commoditisation - near priceless. // mass market becomes zero marginal cost business - commodity! thus have to differentiate ie through freemium/premium/subscription model! two tier. // attention span - news is free, ppl are satiated quiet often with free news, that they don't pay for premium products (except niche) like analysis&perspective & brand pull. have to add more value to core value prop and intangible value - like community & leadership // every consumer can become a prosumer //
post-capitalism  Collaborative  collaboration  Universal  Basic  Income  book  Paul  Mason  Share  Economy  Open  Source  Open  Data  marginal  cost  economics  of  abundance  economic  history  crony  capitalism  capitalism  Wall  Street  Jeremy  Rifkin  21stcentury  Marketplace  transparency  democracy  productivity  identity  Future  of  Work  Mobile  Creatives  3D  printing  Manufacturing  Industrial  Revolution  2.0  policy  energy  price  renewable  energy  energy  policy  commodity  business  commoditization  Robotics  automation  Software  Is  Eating  The  World  Prosumer  ProAm  publishing  2.0  self-publishing  user  generated  content  Net  Neutrality  Blogging  The  Wars  education  policy  vocational  education  professional  education  MOOC  knowledge  knowledge  worker  freemium  subscription  model  business  model  mass  market  paywalls  paywall  user  behaviour  homescreen  snacking  Entertainment  Escapeism  IoT  added  value  value  creation  Core  Product  Proposition  intangible  value  Proposition  social  change  Open  Platform  Platform  EULA  TOS  proprietary  News  24-hour  cycle  automotive  autonomous  car  self-driving  cars  public  transportation  transportation  communication  output  gap 
august 2015 by asterisk2a
#TOA Interview with Fred Wilson & Brad Burnham of Union Square Ventures - YouTube
mi 32 - lack of adoption of SV model: no politics, execution, results driven, value creation, accepting Failure as outcome (culture of Stigma in EU and Germany) // min 36 - oh hi there world - buy into the company! a partner, strategic joint venture. shared economic interest, own platform by publishers! // miss-allocation of capital ! // hard things about hard things - Pivot, layoff vs running out of money not finding product/market fit & traction // early on its only hunch & gut based. // #TOA15: ¨Are the Germans Unable to Disrupt?¨ with Christoph Keese (Axel Springer SE) - youtu.be/YyuJmAtZQis - its abt value creation, value add, redesigning of value, chains, product, data. Big corps cant disrupt itself. especially not by committee. Legacy companies unlikely 2 survive bc of patterns 2 stick 2 the conventional & fail than fail with unconventional & look like a fool (risk aversion, Failure in the public eye). Book "Silicon Valley: Was aus dem mächtigsten Tal der Welt auf uns zukommt"
Europe  Start-Up  Scene  Berlin  Start-Up  Scene  Failure  incrementalism  incremental  value  creation  added  value  Core  Product  Proposition  intangible  value  Mittelstand  SME  SMB  Proposition  Venture  Capital  oh  hi  there  world  Fred  Wilson  London  Scene  Wall  Street  shareholder  value  profit  maximisation  book  ecosystem  distortion  asset  allocation  Germany  Europe  industrial  policy  Revolution  2.0  STEM  3D  printing  Software  Is  Eating  The  automation  automotive  Big  Data  Robotics  business  consumer  disrupting  markets  disruption  creative  destruction  Pivot  Product/Market  Fit  traction  self-awareness  MVP  Minimal  Viable  Product  Lean  Start-Up  timing  Internet  Privacy  Privacy 
august 2015 by asterisk2a
#TOA15 Interview with Amit Karp, Ciaran O’Leary, Felix Petersen and Robin Wauters - YouTube
Very connected, fluid, enabled by infrastructure & networking. &! youtu.be/JvQaHXGgeYQ // &! youtu.be/7s6C4OJ04Rc - #TOA15 Interview with Christoph Keese (Axel Springer) - Germany good at incrementalism. A to B. Industry not willing to disrupt itself, give away existing shrinking pie - for bigger pie. unwilling to break up and upwards (value add) existing products/processes/value chain (legacy) for better. << Axel Springer digital ventures (VC arm). &! #TOA15: ¨Are the Germans Unable to Disrupt?¨ with Christoph Keese (Axel Springer SE) - youtu.be/YyuJmAtZQis --- its about value creation, value add, redesigning of value, chains, product, data, ... big corps can't disrupt itself. especially not by committee. Legacy companies unlikely to survive because of pattern to stick to the conventional and fail, than fail with unconventional and look like a fool. (risk aversion, Failure in the public eye) -- book -- "Silicon Valley: Was aus dem mächtigsten Tal der Welt auf uns zukommt"
Berlin  Start-Up  Scene  ecosystem  Venture  Capital  Europe  Start-Up  Scene  London  Scene  Germany  Mittelstand  SME  SMB  incrementalism  incremental  disruption  creative  destruction  Blue  Ocean  innovator  innovation  competitive  competition  competitiveness  competitive  advantage  BMW  FinTech  autonomous  car  self-driving  cars  Exportweltmeister  Audi  Manufacturing  Industrial  Revolution  2.0  policy  STEM  Software  Is  Eating  The  World  Robotics  automation  Platform  Marketplace  Big  Data  book  added  value  value  creation  banking  Core  Product  Proposition  Proposition  intangible  value  cost  of  ownership  Industry  Tesla  Motors  Apple  Google  Inc.  Alphabet  Inc.  Silicon  Valley  Start-Up  advice  Start-Up  lesson  outsider  economic  history  Wall  Street  short-term  view  short-term  thinking  shareholder  value  profit  maximisation  commodity  business  commoditization  Failure  culture  stigma  3D  printing  Siemens  SAP  automotive 
august 2015 by asterisk2a
Is Spotify doomed because of Apple Music? No — Spotify’s been doomed from the start | PandoDaily
Spotify is really the only legitimate competitor left. But its fate, like that of every streaming music service, is also subject to forces outside of its control — forces that are guided by the three-headed hydra of Warner, Universal, and Sony. [...] Although Apple Music and Spotify’s paid tier offer perks that free subscriptions do not — namely, full mobile access and no ads between songs — the majority of users will not pay for something they can basically get for free, even if they miss out on a handful of features. The percentage of Spotify users who pay for the service bears this out, having held steady for years at only 25%. And this trend shows no sign of abating — according to the most recent figures, paid users as a percentage of the whole crept up a hair but still sits at only 26.7%. [rather spend limited disposable income (and time) on weed and other offline experiences (leisure activities) with friends. -VS- The time of u and ur buddy(s) listening 2 new vinyl release]
Apple  Music  iTunes  Spotify  Soundcloud  subscription  model  business  model  Music  Industry  360-music-contract  Indie  Music  self-publishing  The  Content  Wars  attention  span  user  behaviour  snacking  Pandora  Deezer  Radio  8tracks  Tidal  YouTube  marginal  cost  economics  of  abundance  abundance  friction  frictionless  convenience  Netflix  disposable  income  offline  experience  shared  experience  Millennials  generationy  aspirational  product  Apple  status  anxiety  status  symbol  socioeconomic  status  social  status  commodity  business  commoditization  commodities  Media  mass  market  consumerist  consumer  product  antitrust  freemium  Venture  Capital  value  creation  Core  Proposition  Proposition  intangible  value  added  value  Start-Up  lesson  Start-Up  advice  Silicon  Valley  corporate  strategy  exit  strategy  business  strategy 
june 2015 by asterisk2a
Guess Who Doesn’t Fit In at Work - NYTimes.com
[ rejecting an applicant because you don't see a fit is your fault by you limited point of view and field, at the end its about the work not necessarily to bond over drinks, sport, parties, ping pong, strip clubs and rating of porn stars and female co-workers ] Discovering shared experiences was one of the most powerful sources of chemistry, but interviewers were primarily interested in new hires whose hobbies, hometowns and biographies matched their own. Bonding over rowing college crew, getting certified in scuba, sipping single-malt Scotches in the Highlands or dining at Michelin-starred restaurants was evidence of fit; sharing a love of teamwork or a passion for pleasing clients was not. Some (former) athletes fit exclusively with other athletes; others fit only with those who played the same sport. At one hiring committee meeting I attended, I watched a partner who was an avid Red Sox fan argue for rejecting a Yankees supporter on the grounds of misfit. &! tcrn.ch/1FPTK2z values!
HR  human  resources  hiring  bias  gender  bias  selection  bias  confirmation  bias  Silicon  Valley  meritocracy  meritocratic  American  Dream  gender-based  discrimination  sexism  Misogynie  misogyny  diversity  Start-Up  lesson  Start-Up  advice  management  people  management  culture  Toff  Privileged  Establishment  straight  white  male  white  male  privilege  male  privilege  value  creation  corporate  values  personal  values  intangible  value 
may 2015 by asterisk2a
Startup UCLA: Fireside Chat with Jeff Jordan, Andreessen Horowitz - YouTube
13min value prop of a16z || min19 tenacious, going big, VC is hit driven business || min24 even those that are successes, there have been failures internally, a shit show, near death experiences || min29:50 SV ecosystem; capital, deep talent pool (network, experience, motoring, hand holding, guiding, supporting), support services (legal, banking), own gravity due to scale (attracts best). All 4 points support companies to scale and break through walls. + Brutal Talent Wars within SV for engineering talent. Scene needs some few hits (Berlin, London) and things could roll and grow by themselves. // min 39 - Consumer is hit driven business, more failures. While enterprise has higher hit rate and lower averages. // min 45 in current market, cant afford to go slow because of copy cats & opportunists & market slush with capital for proven ideas || min53 !!! >>> 'need to be an effective seller, not a sales person per se' to get capital, to get best employees, customers,
a16z  Venture  Capital  scaling  value  creation  Proposition  added  value  intangible  value  differentiate  differentiation  Ben  Horowitz  Marc  Andreessen  ecosystem  Silicon  Valley  war  for  talent  war-for-talent  Top  London  Start-up  Scene  Berlin  Scene  Manchester  Amsterdam  lesson  advice 
april 2015 by asterisk2a
Amazon quickens push into tough local services market | Reuters
@amazon's local services to push into new markets, add services; currently offers assembly, installation & repair in NYC, LA, Seattle; cost of parts included in service price; marketplace will ultimately offer 'services from plumbing to babysitting'; co to take 20% of sales from insured & annually screened providers. /// [[Worry free added Service and Installation - Service and Convenience Industry.]] - In trials, Amazon has recommended services alongside relevant purchases online and providers are backed by its "A-to-Z" money-back guarantee.
Amazon  Core  Product  Value  Proposition  creation  Value  Proposition  added  intangible  frictionless  friction  commodity  business  convenience  service  industry  disposable  income 
august 2014 by asterisk2a
Bill Gurley schools NYU professor: Uber will be 25x bigger than you think | PandoDaily
[ + long tail use cases and cases that seem in retrospect obvious but currently are foggy (ie owning a car in the city for ppl a luxury good), car ownership deemed inefficient/waste of money; when car is used only ~5% during the day and there are clearly cheaper and if not even more convenient options of daily transportation on offer. ] Gurley, who is one of the smartest and most articulate figures in all of venture capital (and who just happens to be an early Uber investor and board member) laid out a more than 4,500-word argument for why Damodaran underestimated the Uber opportunity by no less than a factor of 25. The Benchmark Capital partner was diplomatic, apologetic even, but that made his dismantling of the professor’s reasoning no less thorough.
Blue  Ocean  Uber  marketplace  efficiencies  marketplace  inefficiencies  value  creation  added  value  intangible  value  Proposition  Core  Product  Proposition  Lyft  Travis  Kalanick  Bill  Gurley  Venture  Capital  frictionless  friction  convenience  management  Product/Market  Fit  consumer  aspirational  experience  Product  Design  Vision  leadership  transportation  public  transportation  urbanisation  urban  planning  city  living  long-tail  longtail  long-term  thinking  long-term  view  hypothesis  incomplete  information  unknown  unknowns  complexity  unintended  consequences 
july 2014 by asterisk2a
Tackling climate change would grow global economy, World Bank says | Environment | theguardian.com
New report from the World Bank (yes, the World Bank) put to rest claims that the world could not afford to act on climate change. Their president said “These policies make economic sense. This report removes another false barrier, another false argument, not to take action against climate change.” Please remember this when our government claims that they will not take action on climate change if it hurts the economy. [...] “This modelling shows that smart choices that will also improve local and global economies,” Kim said. The findings are also a step forward from the work of economists such as Lord Stern who have focused on the costs of delaying action on climate change. The World Bank report was the first off the blocks of a number of economic studies meant to further the case for taking action on climate change ahead of a critical meeting at the United Nations in September. The UN secretary general, Ban Ki-moon, has invited world leaders to the UN to try to build momentum in th
climate  change  global  warming  World  Bank  IMF  unknown  unknowns  unintended  consequences  complexity  extreme  weather  intangible  value  carbonfootprint  carbonemission  weather  extreme  drought  flooding  food  prices  food  poverty  water  security  water  scarcity  water  supply 
june 2014 by asterisk2a

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