October 11, 2010

62) diaspora* and Kickstarter

wēi  danger

Four students at New York University’s Courant Institute of Mathematical Sciences listened to a lecture on cloud computing and privacy and began to worry about relinquishing ownership of their data to Facebook and other social networks.  They believed that they should retain all of their personal data, after all once you give up control initially you effectively lose the option to regain control over it permanently.   The students believed that they could build a distributed social networking service to overcome this which they called diaspora*. Users would set up their own server (or “seed”) to host content; seeds would then interact to share status updates, photographs and other social data.  The team wanted to test whether anyone else shared its concerns and to raise $10k seed capital to build the product.  Surely the inexperienced team would struggle to get the idea off the ground without giving up huge amounts of equity?  And how would they test demand more broadly than just in their close social groups?

jī opportunity

Instead of testing the idea with potential users in face to face discussions and tapping into angel funding the team decided to place a request for funding on Kickstarter, a platform that enables crowd-funding of creative projects.  The team set their goal at $10k, recorded a video outlining why the project was important to them and explained what donors would receive in exchange for any backing.  For example, those that pledged $25 or more would receive “a CD, note, a bunch of cool diaspora stickers, and an awesome diaspora t-shirt!”.  As with all Kickstarter projects no equity was offered in exchange for funding (conveniently reducing the need for financial regulation of the Kickstarter platform) and the project had to be fully funded before its time expired or no money changes hands. diaspora* was fully funded within 12 days and within a few weeks the team had received pledges of over $200,000 from over 6500 backers.

Here’s the Kickstarter widget for the Diaspora project:

The team had proven that their product had appeal and had raised 20 times the capital they had aimed for without giving up a single percent of equity. diaspora* is now in build: a developer preview was released on the 15 September 2010 and a consumer alpha is planned for October 2010.

This approach is developing into a business model itself – just look at American Idol or X-Factor (read more in my article here).

How About…

  • Crowd-funding new ideas – testing demand and perhaps eliminating the need to give up equity?

May 25, 2010

53) eBay

wēi  danger

In September 2005 online auction house eBay paid over $3bn for Skype, which had been founded in 2003 by Niklas Zennstrom and Janus Friis.  In stark contrast to when it had bought PayPal (the internet-based payment company), industry commentators were quick to question the logic behind the deal, pointing out that there was little obvious fit between eBay and the internet phone company.  CEO Meg Whitman defended the deal vigorously, stating in a BusinessWeek article on the 12th titled “Why eBay Is Buying Skype” that “Together, we can pursue some very significant growth opportunities. We can create an unparalleled e-commerce engine.” But, within a year of the acquisition Ebay had written down the value of Skype to $1.2bn, suggesting that it too began to think that the company was not a strategic fit and it had overpaid. Perhaps the purchase of Skype was a case of what Warren Buffet calls “Institutional Imperative” – the “need” for managers to act and do like their peers no matter how irrational it may seem (in this case drive growth through technology company acquisition).  However, with eBay having sunk so much emotional energy and resource into Skype surely they’d sit on the investment indefinitely?

jī opportunity

Under eBay’s ownership, Skype continued to grow – the number of registered Skype users rose from 53 million to 405 million.  Even though this progress had been made, on September 1st 2009 eBay sold 65% of Skype to a group of private investors in a deal that valued the firm at only $2.75bn – stating that ‘limited synergies exist’.  eBay was smart to realize that the companies might do better apart, to ignore sunk costs in the process and to retain 35% of a business that remains full of opportunity.

How About…

  • Taking a breather before any strategic decision to remind yourself to ignore sunk costs (easy to say, tough to do)?
  • Asking if your M&A will make your company better (rather than just delivering growth)?

November 6, 2009

18) Better Place

betterplace_logo

wēi  danger

The uptake of electric vehicles has been slower than most predicted, even though many governments have offered tax incentives to purchasers and fuel prices remain high.  The battery technology is often cited as the aspect that has under-delivered – even the new generation Li-ion cells take a long time to charge, are expensive ($10k-$20k for an average electric car) and are difficult to dispose of.

jī opportunity

Californian firm Better Place, founded by Shai Agassi, has defined an innovative approach to turn this barrier to adoption into a competitive advantage.  Better Place is identifying ‘islands’ (areas with low car mobility across their borders) and building networks of charging and battery swapping stations.  Electric vehicle owners will be able to drive their cars into a station and have their batteries exchanged automatically for a fully charged set in a matter of seconds.  Better Place also aims to own the batteries and begin charging vehicle owners per mile driven – this might increase the rate of adoption of electric cars by decoupling the cost of batteries from the initial purchase.  Israel is already signed up and the firm is in discussions with 25 other potential ‘islands’.

how about…

  • identifying the barriers to adoption for industries and designing business models to overcome them
  • pricing based on usage rather than fixed fee