Video yükleniyor...

Video Yüklenemedi

Ana Sayfaya Dön

Most founders accidentally train their customers never to pay them. Madhavan Ramanujam (the "pricing guru" of Silicon Valley - having worked with LinkedIn, Uber, and 30+ unicorns) calls it the 20/80 Pricing Trap • 20% of your features drive 80% of the willingness to pay • Founders give that...

daraladje's profile picture

Dara

11,023 subscribers

215,786 görüntüleme • 9 ay önce •via X (Twitter)

Bilim & TeknolojiFinans
LIVE

Anya Rossi• Live Now

Private livecam show

39 Yorum

Dara profil fotoğrafı
Dara9 ay önce

Full episode here:

Dara profil fotoğrafı
Dara9 ay önce

And if you have any followup questions, ask his Delphi here:

Tim profil fotoğrafı
Tim9 ay önce

@MadhavanSF Great podcast filled with concrete case studies to illustrate the systematic approach to pricing, especially with the 2x2 "Autonomy & Attribution" Matrix!

Dara profil fotoğrafı
Dara9 ay önce

@MadhavanSF You can chat with him about it here!

Sam Grone profil fotoğrafı
Sam Grone9 ay önce

@MadhavanSF The Pareto principle 🙏 "...the 20/80 Pricing Trap • 20% of your features drive 80% of the willingness to pay • Founders give that 20% away for free to gain distribution • You are left trying to monetize the remaining 80% of features - the ones users don't actually value."

Dara profil fotoğrafı
Dara9 ay önce

@MadhavanSF You can chat with him about it here!

Elias Mufarech profil fotoğrafı
Elias Mufarech9 ay önce

@MadhavanSF so true, founders trying to gain logos and pilots make bad decisions and lose leverage easily

NímròD profil fotoğrafı
NímròD9 ay önce

@MadhavanSF This has been a very helpful and insightful conversation. I was just chatting with a founder yesterday about product monetization for low income economies and guess what the universe brought to me this morning 😊 thanks @daraladje

Dara profil fotoğrafı
Dara9 ay önce

@MadhavanSF Happy to help. Send the founder @MadhavanSF's Delphi!

Maximilian Schilling profil fotoğrafı
Maximilian Schilling9 ay önce

@MadhavanSF Ask around “would you buy this product” is THR WORST advice I’ve ever heard. 10.000 people would buy it. But only 0 do buy it. The only way to fix this is to make them pay. “Would you buy it? Yes? Okay then do it now!” .. And your number of people who buy reduces by 99.9%

Raphaël Dabadie profil fotoğrafı
Raphaël Dabadie9 ay önce

@MadhavanSF This was a great episode!

Abhitej | Bento.fun profil fotoğrafı
Abhitej | Bento.fun9 ay önce

@MadhavanSF This episode reminded me the conversation with @mufasaYC around indie apps and best users are paying customers. It’s not a coincidence that he has build so many amazing apps.

Andy x profil fotoğrafı
Andy x9 ay önce

@MadhavanSF This looks like a banger episode. Can find on YouTube?

Dara profil fotoğrafı
Dara9 ay önce

@MadhavanSF Right here!

Andy x profil fotoğrafı
Andy x9 ay önce

@MadhavanSF Cheers 🍻

Abhi Tanwar profil fotoğrafı
Abhi Tanwar9 ay önce

@MadhavanSF super insightful

BenSha0x profil fotoğrafı
BenSha0x9 ay önce

@MadhavanSF Nice podcast, 20% features drive 80% pay, it helps!

Erik Kuykendall profil fotoğrafı
Erik Kuykendall9 ay önce

@MadhavanSF Good info... Thanks for posting this!

Avaaus profil fotoğrafı
Avaaus9 ay önce

@MadhavanSF

PNDRN.ARND profil fotoğrafı
PNDRN.ARND9 ay önce

@MadhavanSF Thanks

Piyush Bhatia🇮🇳 profil fotoğrafı
Piyush Bhatia🇮🇳9 ay önce

@MadhavanSF very useful insights!

James Patrick Flanagan profil fotoğrafı
James Patrick Flanagan9 ay önce

@MadhavanSF @vahebagdasar might interest you

himvaan profil fotoğrafı
himvaan9 ay önce

@MadhavanSF Hey this is solid.

TA profil fotoğrafı
TA9 ay önce

@MadhavanSF Great conversation!

Dara profil fotoğrafı
Dara9 ay önce

@MadhavanSF Thanks! You can continue the conversation here:

Name can be blank profil fotoğrafı
Name can be blank9 ay önce

@MadhavanSF @PeterOkwara some great lessons here

Brian Bies profil fotoğrafı
Brian Bies9 ay önce

This is such a sharp insight.. so many founders overlook that giving away the features that matter most actually trains users not to pay at all. The 20/80 Pricing Trap is a perfect way to frame it: value isn’t evenly distributed, and monetization needs to match what customers truly care about.

Huy Ly profil fotoğrafı
Huy Ly9 ay önce

@MadhavanSF Thank you for your insight

Social Monkey profil fotoğrafı
Social Monkey9 ay önce

@MadhavanSF The 20/80 principle is a solid guide. I think the key is continuous feedback to ensure the most valuable features stay front and center for customers. And re-evaluate!

Almas | PuneDAO | almas.offline profil fotoğrafı
Almas | PuneDAO | almas.offline9 ay önce

@MadhavanSF Thanks for sharing this gold.

IPO CLUB profil fotoğrafı
IPO CLUB9 ay önce

@MadhavanSF The future manifests itself son your beliefs! Thank you

Kōru profil fotoğrafı
Kōru9 ay önce

@MadhavanSF Great watch

AK profil fotoğrafı
AK9 ay önce

the 20/80 pricing trap is why most SaaS companies are leaving money on the table founders build 100 features, then price linearly. but customers would pay 10x more for just the 3 features they actually need the move: identify your "magic moments" (the features that make people say "holy shit"), then price THOSE aggressively everything else is table stakes

Augusto Luna profil fotoğrafı
Augusto Luna9 ay önce

@MadhavanSF @grok resumí en español el video con la siguiente estructura: dando una oración larga o dos por cada uno de los timeposts del post, resumiendo la opinion y analisis del entrevistado

HeyBHeyBuck profil fotoğrafı
HeyBHeyBuck9 ay önce

@MadhavanSF Google has the best business model of the modern era. They went 100% free to capture market share giving away 100% of its features only to come back later and charge for it. They’re trying to do it all over again in the AI era but it’s proving much harder due to deep compute $$

Pratik profil fotoğrafı
Pratik9 ay önce

@MadhavanSF Putting your highest‑value 20% behind “free” feels good for growth, but long term it silently trains customers that the real product shouldn’t be paid for.

RECOGNIZANT profil fotoğrafı
RECOGNIZANT9 ay önce

@MadhavanSF 😂

Amrit Panigrahi profil fotoğrafı
Amrit Panigrahi9 ay önce

@MadhavanSF @grok summarize the video

Anand Parashar profil fotoğrafı
Anand Parashar9 ay önce

@MadhavanSF cc @maurya_ian

Benzer Videolar

“Surge Pricing” in American grocery stores has arrived Kroger partnered with Microsoft to introduce AI-powered technologies for personalized pricing “Kroger just rolled out surge pricing using facial recognition technology: - Determine the maximum price of goods customers are willing to pay - Kroger has the ability to change the prices of their products depending on the facial image of the person buying them - Depending on the image of the person buying the product, they can access our information and dictate that price - Can also use our image to determine how often we buy certain products and increase the price of that product - Dynamic pricing in grocery stores could resemble the airline industry's ticket pricing strategies “This could lead to discriminatory practices using AI as a scapegoat to charge people of different races, different socioeconomic status, different family sizes, and different dietary restrictions different prices for the same products that they are buying” (Kroger, the largest grocery chain in the U.S., denied claims that ESLs would be used for surge pricing, insisting its pricing strategy aims to lower costs for consumers. "To be clear, Kroger does not and has never engaged in 'surge pricing.' Any test of electronic shelf tags is designed to lower prices for more customers where it matters most”) … Yeah right
1:05

“Surge Pricing” in American grocery stores has arrived Kroger partnered with Microsoft to introduce AI-powered technologies for personalized pricing “Kroger just rolled out surge pricing using facial recognition technology: - Determine the maximum price of goods customers are willing to pay - Kroger has the ability to change the prices of their products depending on the facial image of the person buying them - Depending on the image of the person buying the product, they can access our information and dictate that price - Can also use our image to determine how often we buy certain products and increase the price of that product - Dynamic pricing in grocery stores could resemble the airline industry's ticket pricing strategies “This could lead to discriminatory practices using AI as a scapegoat to charge people of different races, different socioeconomic status, different family sizes, and different dietary restrictions different prices for the same products that they are buying” (Kroger, the largest grocery chain in the U.S., denied claims that ESLs would be used for surge pricing, insisting its pricing strategy aims to lower costs for consumers. "To be clear, Kroger does not and has never engaged in 'surge pricing.' Any test of electronic shelf tags is designed to lower prices for more customers where it matters most”) … Yeah right

Wall Street Apes

688,890 görüntüleme • 1 yıl önce

💲Pricing Tip: Don't change your price point 👇 Instead, introduce more pricing tiers and adjust your offering. Think "Good, Better, Best" instead of one size fits all. You're probably giving some customers more than they need or expect... or even want. Reconsider your offering and rebalance the value proposition into tiers that make sense for everyone. #BusinessInsights #EntrepreneurMindset On this episode of the Jobber "Masters of Home Service" Podcast we dive into some actionable pricing strategies that can help any business owner get control of their cost and pricing structure. 🔊 Listen or Watch Here 👉 ____________________________________________ Special shoutout to the master of pricing himself John Ray and his book that covers all of this and more, "The Generosity Mindset". 🎙️ You can catch that podcast episode here on Business RadioX® - North Fulton 👉
0:42

💲Pricing Tip: Don't change your price point 👇 Instead, introduce more pricing tiers and adjust your offering. Think "Good, Better, Best" instead of one size fits all. You're probably giving some customers more than they need or expect... or even want. Reconsider your offering and rebalance the value proposition into tiers that make sense for everyone. #BusinessInsights #EntrepreneurMindset On this episode of the Jobber "Masters of Home Service" Podcast we dive into some actionable pricing strategies that can help any business owner get control of their cost and pricing structure. 🔊 Listen or Watch Here 👉 ____________________________________________ Special shoutout to the master of pricing himself John Ray and his book that covers all of this and more, "The Generosity Mindset". 🎙️ You can catch that podcast episode here on Business RadioX® - North Fulton 👉

Richard Grove

43,953 görüntüleme • 2 yıl önce

"User-based pricing is a thing of the past." How Databricks found out the hard way: "When we started selling Databricks, we were doing $15k, $18k deals annual deals. New rule became: no deals less than my monthly Uber bill. We were adding tons of value. But because we're usage-based, a lot of the use cases weren't driving a lot of usage. So we started asking, how do we capture some of that value? Your proper pricing model is price equals value. If your price is over the value, no one buys. If it's under, you're leaving money on the table. So early days we added a platform fee. Then user fees, all these things to push our price points up to match the value. And one thing that wasn't intuitive: once we started charging for users, people started restricting who could use the product. Which drives down usage. So I said, okay, let's get rid of user pricing. All the users are free. And all of a sudden usage took off. Because now everybody can use it, everybody can get value out of it. Data's growing. Queries are growing. The number of people asking queries is growing. The number of agents asking queries is growing. All of it is tied to usage now. I think user-based pricing is a thing of the past, honestly."
3:05

"User-based pricing is a thing of the past." How Databricks found out the hard way: "When we started selling Databricks, we were doing $15k, $18k deals annual deals. New rule became: no deals less than my monthly Uber bill. We were adding tons of value. But because we're usage-based, a lot of the use cases weren't driving a lot of usage. So we started asking, how do we capture some of that value? Your proper pricing model is price equals value. If your price is over the value, no one buys. If it's under, you're leaving money on the table. So early days we added a platform fee. Then user fees, all these things to push our price points up to match the value. And one thing that wasn't intuitive: once we started charging for users, people started restricting who could use the product. Which drives down usage. So I said, okay, let's get rid of user pricing. All the users are free. And all of a sudden usage took off. Because now everybody can use it, everybody can get value out of it. Data's growing. Queries are growing. The number of people asking queries is growing. The number of agents asking queries is growing. All of it is tied to usage now. I think user-based pricing is a thing of the past, honestly."

Turner Novak 🍌🧢

58,595 görüntüleme • 9 gün önce

Meet Yasser, founder of Chatbase. He hit $10M ARR without raising a dollar. We asked him 15 questions to break down the playbook. 01:03 Why Bootstrap? 02:30 The Common Mistake Bootstrap Founders Make 04:40 Why Become a Builder? 09:10 How Chatbase Started 12:52 How to Hit $1M ARR 14:52 $0→$1M vs $1M→$10M: What Changes? 16:11 Reducing Churn Early 19:27 Thoughts on PLG? 21:28 SEO & AEO Strategy 23:11 How Warm Outbound Works 25:23 Experimenting With Pricing 27:31 Revenue Over Margins? 28:32 Co-Founder or Solo? 29:47 When to Raise 31:05 Decision-Making Framework
34:13

Meet Yasser, founder of Chatbase. He hit $10M ARR without raising a dollar. We asked him 15 questions to break down the playbook. 01:03 Why Bootstrap? 02:30 The Common Mistake Bootstrap Founders Make 04:40 Why Become a Builder? 09:10 How Chatbase Started 12:52 How to Hit $1M ARR 14:52 $0→$1M vs $1M→$10M: What Changes? 16:11 Reducing Churn Early 19:27 Thoughts on PLG? 21:28 SEO & AEO Strategy 23:11 How Warm Outbound Works 25:23 Experimenting With Pricing 27:31 Revenue Over Margins? 28:32 Co-Founder or Solo? 29:47 When to Raise 31:05 Decision-Making Framework

EO

49,961 görüntüleme • 3 ay önce

Our pricing evolves to give you more freedom to build ⚡ Over the past few months, we’ve spoken with many of you about how you use n8n and realized we could make our pricing work better for the way you build. Our goal: to help you automate more, without limits getting in the way. Here’s what’s new: ⚡ No more limits on active workflows Every n8n plan now includes unlimited active workflows, unlimited steps, and unlimited users. You’re only charged based on executions—that is, how many times your workflows run from start to finish. This way, you can build as much as you want and only pay for what actually delivers value. ⚡ A new self-hosted Business Plan for growing teams If you’re running workflows in production, need more control, but aren’t ready for a full enterprise setup, the Business Plan is for you. It’s self-hosted and includes features like environments, Git version control, and SSO. Plus, pricing scales with the value you get. Check out the updated plans at and make sure to update your n8n instance to apply the changes. We can’t wait to see what you build next!
1:10

Our pricing evolves to give you more freedom to build ⚡ Over the past few months, we’ve spoken with many of you about how you use n8n and realized we could make our pricing work better for the way you build. Our goal: to help you automate more, without limits getting in the way. Here’s what’s new: ⚡ No more limits on active workflows Every n8n plan now includes unlimited active workflows, unlimited steps, and unlimited users. You’re only charged based on executions—that is, how many times your workflows run from start to finish. This way, you can build as much as you want and only pay for what actually delivers value. ⚡ A new self-hosted Business Plan for growing teams If you’re running workflows in production, need more control, but aren’t ready for a full enterprise setup, the Business Plan is for you. It’s self-hosted and includes features like environments, Git version control, and SSO. Plus, pricing scales with the value you get. Check out the updated plans at and make sure to update your n8n instance to apply the changes. We can’t wait to see what you build next!

n8n.io

117,695 görüntüleme • 1 yıl önce

Many startups find early pull, but only a few break out. Why? They stop at product/market fit and never find business model fit. Business model fit isn’t just about how much you charge for your product, but HOW you charge for it, and how you align customer value with your pricing. There’s a lot of advice out there about seat-based vs. usage-based vs. outcome-based pricing, but all of that is just noise. The search for business model fit is as specific to your company as the search for product market fit. You need to align your acquisition strategy and monetization strategy with your customer and product. It’s all one interconnected system. Take Slack for example: many associate Slack’s early success with its fun, creative design and fresh approach to communication. That’s what drew people to the product. But a big part of what made Slack a breakout success was business model fit. Freemium wasn’t just an acquisition tactic, it was essential to driving the revenue flywheel, viral expansion, and adoption in the enterprise. Obvious in retrospect, but controversial and against the grain of what others were doing at the time. The best founders don’t just chase product/market fit, they design a business model to make their product unstoppable. If that’s you, we want to meet you speedrun - link in replies
2:07

Many startups find early pull, but only a few break out. Why? They stop at product/market fit and never find business model fit. Business model fit isn’t just about how much you charge for your product, but HOW you charge for it, and how you align customer value with your pricing. There’s a lot of advice out there about seat-based vs. usage-based vs. outcome-based pricing, but all of that is just noise. The search for business model fit is as specific to your company as the search for product market fit. You need to align your acquisition strategy and monetization strategy with your customer and product. It’s all one interconnected system. Take Slack for example: many associate Slack’s early success with its fun, creative design and fresh approach to communication. That’s what drew people to the product. But a big part of what made Slack a breakout success was business model fit. Freemium wasn’t just an acquisition tactic, it was essential to driving the revenue flywheel, viral expansion, and adoption in the enterprise. Obvious in retrospect, but controversial and against the grain of what others were doing at the time. The best founders don’t just chase product/market fit, they design a business model to make their product unstoppable. If that’s you, we want to meet you speedrun - link in replies

Fareed Mosavat

24,966 görüntüleme • 1 yıl önce

No longer a conspiracy theory Instacart has been caught using Dynamic Pricing They are accessing personal data of users and then adjusting prices based on that data. If someone can afford to pay more for items, the prices increase “You may have heard of dynamic pricing. Well now Instacart is accused of using this controversial practice to charge consumers wildly inconsistent prices on the same products. — This is infuriating. Food delivery service Instacart is being accused of charging different prices to different customers on the same grocery items without them knowing. Groundwork, it's a consumer advocacy group, Instacart says Instacart's pricing algorithm could lead to shoppers paying an extra $1,200 on groceries annually. Nearly three-quarters of grocery items it surveyed were sold at different price points. Instacart said the price differences were tests conducted by some retailers to learn what matters most to consumers. It denied using shoppers' personal information to fuel dynamic or customized pricing.”
0:52

No longer a conspiracy theory Instacart has been caught using Dynamic Pricing They are accessing personal data of users and then adjusting prices based on that data. If someone can afford to pay more for items, the prices increase “You may have heard of dynamic pricing. Well now Instacart is accused of using this controversial practice to charge consumers wildly inconsistent prices on the same products. — This is infuriating. Food delivery service Instacart is being accused of charging different prices to different customers on the same grocery items without them knowing. Groundwork, it's a consumer advocacy group, Instacart says Instacart's pricing algorithm could lead to shoppers paying an extra $1,200 on groceries annually. Nearly three-quarters of grocery items it surveyed were sold at different price points. Instacart said the price differences were tests conducted by some retailers to learn what matters most to consumers. It denied using shoppers' personal information to fuel dynamic or customized pricing.”

Wall Street Apes

420,020 görüntüleme • 9 ay önce

🚨 THEY’RE PINGING YOUR PHONE TO CHANGE PRICES IN REAL TIME Major retailers are quietly testing AI-driven dynamic pricing with tech that reads your location, data, and proximity to the store before deciding what you pay. Every ping from your phone ... GPS, Bluetooth, Wi-Fi, app activity, all of it feeds an algorithm that decides your “value.” The closer you get, the higher it goes. They call it personalized pricing. You’d call it being tracked and charged for who the system thinks you are. Same item. Different people. Different prices. So when your total jumps the second you walk in - is that inflation, or surveillance disguised as a sale?
2:56

🚨 THEY’RE PINGING YOUR PHONE TO CHANGE PRICES IN REAL TIME Major retailers are quietly testing AI-driven dynamic pricing with tech that reads your location, data, and proximity to the store before deciding what you pay. Every ping from your phone ... GPS, Bluetooth, Wi-Fi, app activity, all of it feeds an algorithm that decides your “value.” The closer you get, the higher it goes. They call it personalized pricing. You’d call it being tracked and charged for who the system thinks you are. Same item. Different people. Different prices. So when your total jumps the second you walk in - is that inflation, or surveillance disguised as a sale?

HustleBitch

76,290 görüntüleme • 10 ay önce

I just went down this rabbit hole, and it's so fascinating. So apparently, airlines have been selling your data to competitors for years. Strange right? I know, hear me out... It's called dynamic pricing. Dynamic pricing is when a company charges you a price calculated specifically for you, based on what they know about you, rather than a fixed price everyone sees. Nobody called it surveillance. The mainstream take on dynamic pricing is that it's sinister and new. Corporations secretly watching, jacking up prices, exploiting desperation. That anger is mostly right. Dynamic pricing isn't a bug that crept into capitalism. It's the entire architecture of how information asymmetry becomes profit. Airlines have always charged different people different prices for the same seat. Hotels. Insurance companies. Actuarial profiling predates the internet. What changed isn't the behavior. It's the resolution. Your battery at 8% telling Uber you're stranded is a higher-resolution version of the taxi driver who saw you running in the rain and didn't turn the meter off. The new part is the precision. They know you searched the same flight six times. They know you're on a Mac. They know your zip code and how long you've been sitting on the page. Old dynamic pricing responded to demand. Surveillance pricing responds to you. The counterargument from the market side is real. Personalization can mean discounts. But companies optimizing for revenue will use behavioral data to find the ceiling, not the floor. What are your thoughts? Is this fair or pure greed from big corp? That's a wrap. Li is a gallery for the greatest minds in economics, psychology, and history. Follow if that interests you. We are ONE genius away. -- P.S. I'm building a course on how the world actually works. Not the surface story, but the incentive layer underneath it. Who funds what. Who benefits from what you believe? Why the official explanation is rarely the complete one. Comment "yes" if you're interested in something like this. Waitlist opens soon.
2:30

I just went down this rabbit hole, and it's so fascinating. So apparently, airlines have been selling your data to competitors for years. Strange right? I know, hear me out... It's called dynamic pricing. Dynamic pricing is when a company charges you a price calculated specifically for you, based on what they know about you, rather than a fixed price everyone sees. Nobody called it surveillance. The mainstream take on dynamic pricing is that it's sinister and new. Corporations secretly watching, jacking up prices, exploiting desperation. That anger is mostly right. Dynamic pricing isn't a bug that crept into capitalism. It's the entire architecture of how information asymmetry becomes profit. Airlines have always charged different people different prices for the same seat. Hotels. Insurance companies. Actuarial profiling predates the internet. What changed isn't the behavior. It's the resolution. Your battery at 8% telling Uber you're stranded is a higher-resolution version of the taxi driver who saw you running in the rain and didn't turn the meter off. The new part is the precision. They know you searched the same flight six times. They know you're on a Mac. They know your zip code and how long you've been sitting on the page. Old dynamic pricing responded to demand. Surveillance pricing responds to you. The counterargument from the market side is real. Personalization can mean discounts. But companies optimizing for revenue will use behavioral data to find the ceiling, not the floor. What are your thoughts? Is this fair or pure greed from big corp? That's a wrap. Li is a gallery for the greatest minds in economics, psychology, and history. Follow if that interests you. We are ONE genius away. -- P.S. I'm building a course on how the world actually works. Not the surface story, but the incentive layer underneath it. Who funds what. Who benefits from what you believe? Why the official explanation is rarely the complete one. Comment "yes" if you're interested in something like this. Waitlist opens soon.

GeniusThinking

38,698 görüntüleme • 5 ay önce

Travis Kalanick says a leader's job is to find the line between order and chaos: "On one side is order. You have lots of rules, lots of structure, lots of process, and eventually lots of bureaucracy." "If you go to the other side of the line, which is chaos, lack of rules, lack of process, lack of structure... you also get to a place where you're going slow and people are bummed." "That line between order and chaos is innovation at speed and at scale, and the job of every leader is to find that line. And it's not in two dimensions. It's like in eighty dimensions." "Go back to launch at Uber... There's a bunch of 23-year-olds launching cities... Nothing would actually launch until it got to a pricing call... It could be eight, ten hours of pricing calls before we launched London." "I never solved the same problem twice. Once we solved it, it became part of the playbook, and eventually we get to city 20 and that pricing call takes five minutes. I stopped going to them." "So now I've got one rule, which is that pricing call. The fewest number of rules while staying out of chaos. If you didn't have that one rule, you now have 23-year-olds running around doing crazy shit." travis kalanick w/ David Senra
2:44

Travis Kalanick says a leader's job is to find the line between order and chaos: "On one side is order. You have lots of rules, lots of structure, lots of process, and eventually lots of bureaucracy." "If you go to the other side of the line, which is chaos, lack of rules, lack of process, lack of structure... you also get to a place where you're going slow and people are bummed." "That line between order and chaos is innovation at speed and at scale, and the job of every leader is to find that line. And it's not in two dimensions. It's like in eighty dimensions." "Go back to launch at Uber... There's a bunch of 23-year-olds launching cities... Nothing would actually launch until it got to a pricing call... It could be eight, ten hours of pricing calls before we launched London." "I never solved the same problem twice. Once we solved it, it became part of the playbook, and eventually we get to city 20 and that pricing call takes five minutes. I stopped going to them." "So now I've got one rule, which is that pricing call. The fewest number of rules while staying out of chaos. If you didn't have that one rule, you now have 23-year-olds running around doing crazy shit." travis kalanick w/ David Senra

a16z

144,341 görüntüleme • 1 ay önce

This week, on Benchmark's new podcast Uncapped 😂, I sat down with Bret Taylor, founder of Sierra and Chairman of OpenAI. He's easily one of the most impressive people I’ve met in tech or in general. We talked about AI and the saaspocalypse, the unique considerations of building an AI native / agent company, whether young or experienced founders have the advantage right now, Codex and OpenAI ads, and much more. Learned a ton from Bret, hope you enjoy. (0:00) Intro (0:20) The Saaspocalypse and systems of record (12:34) Sierra's landscape (17:05) Outcome-based pricing (24:22) The rapid evolution of AI support technology (28:21) Young founders vs. experienced founders (34:12) What comes next beyond support (38:47) Codex and the future of software engineering (51:49) OpenAI and advertising (54:59) Working with investors and boards
1:00:37

This week, on Benchmark's new podcast Uncapped 😂, I sat down with Bret Taylor, founder of Sierra and Chairman of OpenAI. He's easily one of the most impressive people I’ve met in tech or in general. We talked about AI and the saaspocalypse, the unique considerations of building an AI native / agent company, whether young or experienced founders have the advantage right now, Codex and OpenAI ads, and much more. Learned a ton from Bret, hope you enjoy. (0:00) Intro (0:20) The Saaspocalypse and systems of record (12:34) Sierra's landscape (17:05) Outcome-based pricing (24:22) The rapid evolution of AI support technology (28:21) Young founders vs. experienced founders (34:12) What comes next beyond support (38:47) Codex and the future of software engineering (51:49) OpenAI and advertising (54:59) Working with investors and boards

Jack Altman

417,178 görüntüleme • 7 ay önce

🚨 American was buying food on Uber Eats and the app says “This price was set by an algorithm using your personal data” A law in New York now requires companies to disclose Dynamic Pricing. Uber Eats is using algorithms to charge people more based on their data “Charging someone more or less for food based on their data is absolutely sick. Like, I am so appalled that this is where we are as a society.” New York’s Algorithmic Pricing Disclosure Act, a first-of-its-kind consumer protection law that took effect on November 10, 2025. This law mandates that any business operating in New York (including apps like Uber Eats) must prominently notify users when prices for goods or services are dynamically adjusted using algorithms that incorporate personal data specific to the consumer Personalized algorithmic pricing (also called surveillance pricing), is where algorithms analyze individual user data to tailor prices
0:52

🚨 American was buying food on Uber Eats and the app says “This price was set by an algorithm using your personal data” A law in New York now requires companies to disclose Dynamic Pricing. Uber Eats is using algorithms to charge people more based on their data “Charging someone more or less for food based on their data is absolutely sick. Like, I am so appalled that this is where we are as a society.” New York’s Algorithmic Pricing Disclosure Act, a first-of-its-kind consumer protection law that took effect on November 10, 2025. This law mandates that any business operating in New York (including apps like Uber Eats) must prominently notify users when prices for goods or services are dynamically adjusted using algorithms that incorporate personal data specific to the consumer Personalized algorithmic pricing (also called surveillance pricing), is where algorithms analyze individual user data to tailor prices

Wall Street Apes

258,170 görüntüleme • 10 ay önce

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Video source: a16z (2026)
2:00

Marc Andreessen: “I’m always urging founders to raise prices, raise prices, raise prices.” “We spend a lot of time working with our companies on pricing,” a16z co-founder Marc Andreessen explains. “It’s really this magical art and science that a lot of companies don’t take seriously enough.” Marc continues: “A core principle of pricing is that you don’t want to price by cost if you can avoid it. You want to price by value. Especially when you’re selling to businesses, you want to price as a percentage of the business value you’re creating.” He gives the example of building an AI that can do the job of a programmer, a lawyer, or a radiologist: “Can you price by value and get a percentage of what otherwise would’ve literally been a person? Or equivalently can you price by marginal productivity? If you can take a human doctor and make them much more productive because you give them AI, can you price as a percentage of the productivity uplift?” Marc argues that high prices are under-appreciated by founders: “The naive view on pricing is the lower the pricing, the better it is for the customer. The more sophisticated way of looking at it is that higher prices are often good for the customer because the higher price means the vendor can make the product better, faster. Companies with higher prices and higher margins can actually invest more in R&D and make the product better. Most people who buy things aren’t just looking for the cheapest price. They want something that’s going to work really well.” Marc also emphasizes this point in an interview in Elad Gil’s High Growth Handbook: “What I hear from companies is, ‘Oh, we have an awesome moat, and we’re still going to price our product cheap, because we think that’s somehow going to maximize our business.’ I’m always urging founders to raise prices, raise prices, raise prices. I’m always urging founders to raise prices, raise prices, raise prices. First of all, raising prices is a great way to flesh out whether you actually do have a moat. If you do have a moat, the customers will still buy, because they have to. The definition of a moat is the ability to charge more. And so number one, it’s just a good way to flesh out that topic and really expose it to sunlight. And then number two, companies that charge more can better fund both their distribution efforts and their ongoing R&D efforts. Charging more is a key lever to be able to grow. And the companies that charge more therefore tend to grow faster. That’s counterintuitive to a lot of engineers. A lot of engineers think there’s a one-dimensional relationship between price and value. They have this mental model of commerce like they’re selling rice or something. It’s like, “My product is magical and nobody can replicate it, and I need to price it like it’s a commodity.” No, you don’t. In fact, quite the opposite. If you price it high, then you can fund a much more expensive sales and marketing effort, which means you’re much more likely to win the market, which means you’re much more likely to be able afford to do all the R&D and acquisitions you’re going to want to do. And so we always try to snap people into a two-dimensional mindset, where higher prices equals faster growth.” Video source: a16z (2026)

Startup Archive

423,197 görüntüleme • 8 ay önce

No longer a ‘conspiracy theory’ Online retailers are accessing your data and then adjusting prices for items based on that data Airlines are being caught adjusting prices based on data too “This holiday season, you and your neighbor could be shopping for the exact same item and pay different prices — surveillance pricing is and how your personal data plays a role. You may be shopping for gifts from the comfort of your couch, but stores can still see who you are. Most of these companies are charging you a different price based on some data they have about you. It could be your location, it could be your proximity to the store, it could be your shopping history, knowing that you bought a product previously and are willing pay for it again.” “Consumer watchdog president Jamie Court says surveillance pricing is nearly impossible to avoid — Court says his organization has evidence all the major retailers use personal algorithms to nudge a price up or down, targeting data from your Amazon cart, Uber rides, or even the brand of laptop you're using to shop” “For those traveling for the holidays. Airlines will charge you a different price depending upon how many times you go to the website. “Currently, there is no federal regulation for companies that use surveillance pricing. We reached out to the FTC”
1:58

No longer a ‘conspiracy theory’ Online retailers are accessing your data and then adjusting prices for items based on that data Airlines are being caught adjusting prices based on data too “This holiday season, you and your neighbor could be shopping for the exact same item and pay different prices — surveillance pricing is and how your personal data plays a role. You may be shopping for gifts from the comfort of your couch, but stores can still see who you are. Most of these companies are charging you a different price based on some data they have about you. It could be your location, it could be your proximity to the store, it could be your shopping history, knowing that you bought a product previously and are willing pay for it again.” “Consumer watchdog president Jamie Court says surveillance pricing is nearly impossible to avoid — Court says his organization has evidence all the major retailers use personal algorithms to nudge a price up or down, targeting data from your Amazon cart, Uber rides, or even the brand of laptop you're using to shop” “For those traveling for the holidays. Airlines will charge you a different price depending upon how many times you go to the website. “Currently, there is no federal regulation for companies that use surveillance pricing. We reached out to the FTC”

Wall Street Apes

519,197 görüntüleme • 9 ay önce

Lightfield co-founder and CEO Keith Peiris on killing a product with two million monthly users and rebuilding the CRM from scratch: Lightfield's predecessor was an AI presentation tool growing faster than the team could buy inference to support it. Keith shut it down anyway. Nobody on the team liked the product. Keith decided he wanted to attack the CRM space, a vertical that's notoriously hard to break into. A company's record of its customers is scattered across a whole stack of systems that often contradict each other. His bet is reconciling them into one coherent source of truth, what Lightfield calls a business world model. Every agent a team might run sits downstream of it. In this conversation with a16z's Alex Rampell and Joe Schmidt: the office space they traded for their first 10 customers, why a CRM ended up modeled on the Facebook timeline, three attempts at pricing before one worked, and why nobody at a 40-person company has a fixed role. 00:00 Intro 01:24 Why 2 million users wasn't enough 03:36 Why better models wouldn't have fixed it 06:41 Reconciling the data was the real product 08:16 How free rent bought their first 10 customers 10:12 A CRM does 3 jobs and only 1 matters 11:42 Autopilot CRM nobody has to update 14:56 No more rigid data models 17:11 How one customer modeled a whole marketplace 18:48 Taking customers from an incumbent 23:49 How to survive a new head of sales 26:03 Why the CEO still uses a spreadsheet view 30:55 Pricing models that failed before one worked 36:23 Fixed roles make product pivots impossible 40:02 Why slow shipping loses CRM customers 43:17 What Silicon Valley customers are actually worth 46:20 Why buyers need a reference who looks like them 50:40 What to ignore during a pivot YouTube: Keith Peiris Lightfield Alex Rampell Joe Schmidt IV
52:03

Lightfield co-founder and CEO Keith Peiris on killing a product with two million monthly users and rebuilding the CRM from scratch: Lightfield's predecessor was an AI presentation tool growing faster than the team could buy inference to support it. Keith shut it down anyway. Nobody on the team liked the product. Keith decided he wanted to attack the CRM space, a vertical that's notoriously hard to break into. A company's record of its customers is scattered across a whole stack of systems that often contradict each other. His bet is reconciling them into one coherent source of truth, what Lightfield calls a business world model. Every agent a team might run sits downstream of it. In this conversation with a16z's Alex Rampell and Joe Schmidt: the office space they traded for their first 10 customers, why a CRM ended up modeled on the Facebook timeline, three attempts at pricing before one worked, and why nobody at a 40-person company has a fixed role. 00:00 Intro 01:24 Why 2 million users wasn't enough 03:36 Why better models wouldn't have fixed it 06:41 Reconciling the data was the real product 08:16 How free rent bought their first 10 customers 10:12 A CRM does 3 jobs and only 1 matters 11:42 Autopilot CRM nobody has to update 14:56 No more rigid data models 17:11 How one customer modeled a whole marketplace 18:48 Taking customers from an incumbent 23:49 How to survive a new head of sales 26:03 Why the CEO still uses a spreadsheet view 30:55 Pricing models that failed before one worked 36:23 Fixed roles make product pivots impossible 40:02 Why slow shipping loses CRM customers 43:17 What Silicon Valley customers are actually worth 46:20 Why buyers need a reference who looks like them 50:40 What to ignore during a pivot YouTube: Keith Peiris Lightfield Alex Rampell Joe Schmidt IV

a16z

114,389 görüntüleme • 3 gün önce

NEW: Brian Singerman, fmr Founders Fund, now GPx, on why he only invests in *people* SpaceX is the reason he joined Founders Fund in 2008 "If SpaceX didn't work, Founders Fund would not exist." From Elon & SpaceX to Karp & Palantir, to Anduril, Airbnb, Stripe, & Stemcentrx, Brian Singerman's whole framework is one question: Is this the best founder in the world at their particular thing? We get into: - What makes Founders Fund unique: a team of strong-willed, genuinely authentic individuals - Why a 3x fund loses to the S&P - How a lifetime of strategy gaming shapes how he reads founders & now GPs - Why he bets against the end of the world every time - Why he's bullish on N-of-1 human cultural artifacts in an AI world - Why Cyan Banister & Palmer Luckey are genuinely N-of-1 people Thank you to Max Levchin, Trae Stephens & Scott Nolan for great questions 𝐓𝐈𝐌𝐄𝐒𝐓𝐀𝐌𝐏𝐒 (00:00) Brian Singerman, Co-Founder of GPx, Former Partner at Founders Fund (00:42) Founders Fund (02:09) Max Levchin's unfiltered questions (05:25) How gaming shaped his investing (06:11) Joining Founders Fund in 2008 (07:34) Silicon Valley's most fascinating characters (09:29) Lessons from Peter Thiel (11:26) Building a culture of conviction (11:59) The art of spotting A+ founders (13:55) Trae's biggest lesson from Peter Thiel (14:41) Is socialism a threat to America? (15:58) Why capital is leaving California (17:03) The obsession with Hawaii (20:59) The Founders Fund playbook (24:51) "If SpaceX didn't work, Founders Fund would not exist" (26:03) Why Elon is one of one (27:30) Why everyone knew Starlink would win (28:42) Inside Founders Fund's biggest bets (31:06) The Founders Fund founder archetype (33:25) Backing fund managers instead of startups (35:22) The new generation of GPs (36:34) The most authentic people in tech (41:38) Why other VCs aren't the audience (44:05) Music, Memorabilia & N-of-1 Artifacts (46:25) The story behind Brian's music studio (49:22) What's next for Brian?
51:06

NEW: Brian Singerman, fmr Founders Fund, now GPx, on why he only invests in *people* SpaceX is the reason he joined Founders Fund in 2008 "If SpaceX didn't work, Founders Fund would not exist." From Elon & SpaceX to Karp & Palantir, to Anduril, Airbnb, Stripe, & Stemcentrx, Brian Singerman's whole framework is one question: Is this the best founder in the world at their particular thing? We get into: - What makes Founders Fund unique: a team of strong-willed, genuinely authentic individuals - Why a 3x fund loses to the S&P - How a lifetime of strategy gaming shapes how he reads founders & now GPs - Why he bets against the end of the world every time - Why he's bullish on N-of-1 human cultural artifacts in an AI world - Why Cyan Banister & Palmer Luckey are genuinely N-of-1 people Thank you to Max Levchin, Trae Stephens & Scott Nolan for great questions 𝐓𝐈𝐌𝐄𝐒𝐓𝐀𝐌𝐏𝐒 (00:00) Brian Singerman, Co-Founder of GPx, Former Partner at Founders Fund (00:42) Founders Fund (02:09) Max Levchin's unfiltered questions (05:25) How gaming shaped his investing (06:11) Joining Founders Fund in 2008 (07:34) Silicon Valley's most fascinating characters (09:29) Lessons from Peter Thiel (11:26) Building a culture of conviction (11:59) The art of spotting A+ founders (13:55) Trae's biggest lesson from Peter Thiel (14:41) Is socialism a threat to America? (15:58) Why capital is leaving California (17:03) The obsession with Hawaii (20:59) The Founders Fund playbook (24:51) "If SpaceX didn't work, Founders Fund would not exist" (26:03) Why Elon is one of one (27:30) Why everyone knew Starlink would win (28:42) Inside Founders Fund's biggest bets (31:06) The Founders Fund founder archetype (33:25) Backing fund managers instead of startups (35:22) The new generation of GPs (36:34) The most authentic people in tech (41:38) Why other VCs aren't the audience (44:05) Music, Memorabilia & N-of-1 Artifacts (46:25) The story behind Brian's music studio (49:22) What's next for Brian?

Molly O’Shea

256,189 görüntüleme • 3 ay önce