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really like how Sam Blond basically walked through monaco’s gtm + launch playbook for free if you’re launching soon or trying to fix gtm, this is one of the better deep dives to learn from 1/ go from zero to 100 (not 0 → 30 → 60) >they stayed...

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Eliot

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30,849 views • 1 month ago •via X (Twitter)

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Paul Graham explains his rule of thumb for when to launch your product “The risk of launching early is not as great as the risk of launching late… So you’ve got to have a good rule of thumb about when to launch. And my rule of thumb is launch as soon as you have a quantum of utility, which means as soon as there’s one person in the world who is glad you launched because now they can do something that they couldn’t do.” He continues: “If you have something that if you launched it, no one would be happy, then you’re not ready to launch… [But] if there’s 10 people who are super excited and nobody else cares, totally launch. That’s perfectly fine. That’s great.” Source: Y Combinator (Aug 2028)
0:59

Paul Graham explains his rule of thumb for when to launch your product “The risk of launching early is not as great as the risk of launching late… So you’ve got to have a good rule of thumb about when to launch. And my rule of thumb is launch as soon as you have a quantum of utility, which means as soon as there’s one person in the world who is glad you launched because now they can do something that they couldn’t do.” He continues: “If you have something that if you launched it, no one would be happy, then you’re not ready to launch… [But] if there’s 10 people who are super excited and nobody else cares, totally launch. That’s perfectly fine. That’s great.” Source: Y Combinator (Aug 2028)

Startup Archive

24,710 views • 2 months ago

So I am experimenting with a new way to launch. Right now there are a million launch pads and no one wants to launch stuff, I think the reason for this is many fold but the key points are : 1. handling all the messaging/setting up TG, being the single point of harassment. I think this is the biggest thing people hate with launching coins, everyone blames you for everything regardless of good or bad, you get a lot of hate when it goes down, and not that much praise when it goes up, everyone watches you and you get constantly harassed even if you control a little amount of supply. You saw this with Bags coins, it leaves a bad taste in everyone's mouth. So my solution to this is, the TG, the community and everything is built in and launched via a bot so its easy 1-click, and helps the coin build a more decentralized community 2. Market Makers/Managing liq. So this is a bit more subtle and most degens dont know how this works, but pretty much every coin that get past a certain point ( like 4M market cap), generally needs a market maker to come in and make sure to smooth out volatility. Most times the team will try and do this themselfs, with supply control + Vol Bot + manual sell/buys + off chain $. The issue here is its super exhausting, confusing, and also puts you personally on the hook, and if people "find out" they go nuts regardless of if it was malicious or not. This is the proverbial "Crime" coin. 3. Snipers/distribution This is basically some one else controlling the coin that doesn't have the best interest of the chart in mind. In all the best non crime coins, they have really good distribution with no one player owning more than 2-5%. So in order to attempt to fix all the above, I made launch boy. 0. Gamble curve to get into the coin early. So no snipers. More luck based/fun. 1. Built in whale TG at coin launch. Filters jeets. 2. Large % of sol that is lost by people gambling to get in, goes to a market maker so they have stake in the coin, and can help it go to larger MC and smooth out the volatility. (ideally). 3. Pre-sale, so you can manage who gets in to help distribution/stop snipers/ people you don't want to have your coin. more tweaks need to happen like a crowd-funded vol bot as well, so people can donate $$ to a volume bot to make the coin trend and such. The big boys (cabal) does this stuff anyways so I want to even the playing field for smaller dedicated communities.
0:37

So I am experimenting with a new way to launch. Right now there are a million launch pads and no one wants to launch stuff, I think the reason for this is many fold but the key points are : 1. handling all the messaging/setting up TG, being the single point of harassment. I think this is the biggest thing people hate with launching coins, everyone blames you for everything regardless of good or bad, you get a lot of hate when it goes down, and not that much praise when it goes up, everyone watches you and you get constantly harassed even if you control a little amount of supply. You saw this with Bags coins, it leaves a bad taste in everyone's mouth. So my solution to this is, the TG, the community and everything is built in and launched via a bot so its easy 1-click, and helps the coin build a more decentralized community 2. Market Makers/Managing liq. So this is a bit more subtle and most degens dont know how this works, but pretty much every coin that get past a certain point ( like 4M market cap), generally needs a market maker to come in and make sure to smooth out volatility. Most times the team will try and do this themselfs, with supply control + Vol Bot + manual sell/buys + off chain $. The issue here is its super exhausting, confusing, and also puts you personally on the hook, and if people "find out" they go nuts regardless of if it was malicious or not. This is the proverbial "Crime" coin. 3. Snipers/distribution This is basically some one else controlling the coin that doesn't have the best interest of the chart in mind. In all the best non crime coins, they have really good distribution with no one player owning more than 2-5%. So in order to attempt to fix all the above, I made launch boy. 0. Gamble curve to get into the coin early. So no snipers. More luck based/fun. 1. Built in whale TG at coin launch. Filters jeets. 2. Large % of sol that is lost by people gambling to get in, goes to a market maker so they have stake in the coin, and can help it go to larger MC and smooth out the volatility. (ideally). 3. Pre-sale, so you can manage who gets in to help distribution/stop snipers/ people you don't want to have your coin. more tweaks need to happen like a crowd-funded vol bot as well, so people can donate $$ to a volume bot to make the coin trend and such. The big boys (cabal) does this stuff anyways so I want to even the playing field for smaller dedicated communities.

Skely

12,854 views • 2 months ago

"I've spent $30K on a launch video, now you can make one with code." Here's my new episode with Bin Liu and Jake Moran, where they shared their 5-step playbook for using HyperFrames to make professional launch videos in Codex and Claude Code: 1. Gather video assets and create a frame.md 2. Create a storyboard.md with the scenes 3. Pull animations from the HyperFrames repo 4. Generate and review static frames 5. Build the video with HyperFrames Studio You can also start simple by using the built-in /website-to-video skill to one shot a launch video from any URL. HyperFrames is 100% free and I love how it democratizes video creation for everyone. 📌 Watch now: Thanks to our sponsors: Wispr Flow: 4x faster than typing with your voice Riverside: All-in-one AI studio for podcasts and video
0:43

"I've spent $30K on a launch video, now you can make one with code." Here's my new episode with Bin Liu and Jake Moran, where they shared their 5-step playbook for using HyperFrames to make professional launch videos in Codex and Claude Code: 1. Gather video assets and create a frame.md 2. Create a storyboard.md with the scenes 3. Pull animations from the HyperFrames repo 4. Generate and review static frames 5. Build the video with HyperFrames Studio You can also start simple by using the built-in /website-to-video skill to one shot a launch video from any URL. HyperFrames is 100% free and I love how it democratizes video creation for everyone. 📌 Watch now: Thanks to our sponsors: Wispr Flow: 4x faster than typing with your voice Riverside: All-in-one AI studio for podcasts and video

Peter Yang

68,646 views • 1 month ago

This ONE guy is behind 2025's most viral product-launch videos on X/LI. Millions of views and dollars. Steal his playbook: has engineered virality for the biggest startup announcements on your feed: 1/ Marpipe's largest product launch ever (2.7M views) 2/ Slash’s $150M revenue milestone (2.9M views) 3/ Meridian exiting stealth (7.7M views) I had him on Personal IPO to give away the playbook: 1/ Wild visuals and bold hooks in the first 60s that make videos crush 2/ Lead magnets that drive hundreds of people to like/comment 3/ Recruiting and coordinating dozens of influencers to support your launch 4/ The ‘launch day’ playbook that nearly guarantees 100k+ views in the first hour One last thing… I convinced Matt to package his system up into a 2,888-word guide and give it to you FREE. Yeah, that’s right - we’re handing you a $100,000+ playbook so you can copy/paste it for your company. Want access? Like this post Comment "Matt" [Must Be Connected Or I Cannot DM You]
1:03

This ONE guy is behind 2025's most viral product-launch videos on X/LI. Millions of views and dollars. Steal his playbook: has engineered virality for the biggest startup announcements on your feed: 1/ Marpipe's largest product launch ever (2.7M views) 2/ Slash’s $150M revenue milestone (2.9M views) 3/ Meridian exiting stealth (7.7M views) I had him on Personal IPO to give away the playbook: 1/ Wild visuals and bold hooks in the first 60s that make videos crush 2/ Lead magnets that drive hundreds of people to like/comment 3/ Recruiting and coordinating dozens of influencers to support your launch 4/ The ‘launch day’ playbook that nearly guarantees 100k+ views in the first hour One last thing… I convinced Matt to package his system up into a 2,888-word guide and give it to you FREE. Yeah, that’s right - we’re handing you a $100,000+ playbook so you can copy/paste it for your company. Want access? Like this post Comment "Matt" [Must Be Connected Or I Cannot DM You]

Nathan May

11,194 views • 8 months ago

Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”
2:43

Marc Andreessen on the 3 things he looks for when investing in a startup The first thing Marc Andreesen looks for is a big market: “Is there a big existing market that you think you can go after and displace incumbents? Or do you believe there will be a new market that will be big?” The second thing he looks for is a 10x better product: “Is there a fundamental technology or economic change that justifies a new company? And the way I always think about that is: Is there a 10x change happening in the technology landscape? Is something 10x faster, 10x cheaper, or 10x better? If it’s not 10x, we as both VCs and entrepreneurs have to ask ourselves if it’s really worth doing because it’s really hard to start new companies . . . Existing companies are usually pretty good at what they do. So for a new company to exist, it has to bring a product to market that’s so much better than what exists that it punches through the status quo.” The third is the team: “Is the team outstanding? . . . You want to have a founding team of complementary skillsets. You want to have at least one super strong technologist — quite possibly more than one. Some of the best startups are actually more than one founding technologist. And then it often helps to have someone who is a marketing or salesperson who has a really good understanding of business.” Marc believes that you need all three of these, but if you’re going to compromise on one of those as an investor, it should be the product: “A great market is a lot easier to make up for with iterative product execution. The problem with a poor or small market is that even if you do a good job on the product, there just aren’t that many customers so it’s hard to ever get big and people get demoralized . . . And then we evaluate the team of a startup by its ability to get into a big market with a good product.”

Startup Archive

17,333 views • 5 months ago

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10 year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.”
5:28

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10 year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.”

Michael McGuiness

500,098 views • 2 years ago

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!
5:28

Q: How do you build a great company? In the clip below, Sam Altman walks through 9 things he has seen the best founders do: #1 Get to know your users really well “The best founders do customer support themselves. They go visit their users—in the case of Airbnb they go live with them. You want to get to know your users really really well.” #2 Have a short cycle time & understand compound growth “The cycle here is basically: talk to customer to understand pain point → build product to address that → get product in front of user → see what they do → repeat cycle. This cycle is how you iterate and improve. The law of compound growth being what it is: if you can get 2% better every iteration cycle, your iteration cycle is every four hours rather than every four weeks, and you compound that over the course of a few years, you’ll be in a very very different place. Make it one of your top goals to build one of the fastest iterating companies the world has ever seen.” #3 Make a long-term commitment “Most companies have a 2-3 year time horizon. But companies are almost always a 10 year project if they work. If you think about it that way from the very beginning, you will make very different and much better decisions. I think this is the only arbitrage opportunity left in the market. Almost no one makes a fairly long-term commitment to a new project. But if you do that, you will think in a different way, you will hire different people, and it will work very well.” #4 Stay lean until everything is working really well “In the early days, when you’re experimenting and zig zagging, you’re like a fast little speed boat and want to be able to turn the whole company on a dime. You can’t do that if you’re a big company—cash burn aside, which is another problem. The flexibility of the company basically decreases with the square of the number of employees, so you want to stay really small until you’re sure things are working. Once things are working, then you can get really big.” #5 Resist the urge to hire; especially resist the urge to hire mediocre people “Vinod Khosla has a saying that I love: ‘the team you build is the company you build.’ This is really true and I never appreciated how true this was for a long time. If you build a team of great people and you have a product that people love, you’ll have a 90%+ chance of success. Those are both really hard to do, and they’re independent variables. But don’t ignore the team component. The best CEOs I know spend huge amounts of their time recruiting and retaining good talent.” #6 Relentless execution “You have to keep going, and do things perfectly, and get all of the details right. You have to care too much about every experience that a customer has with your company.” #7 Startups are about not giving up “One of the very best companies in the last YC batch applied 7 times before they got in. This is just a version of what happens in startups all of the time: you get beat down, again, and again, and again. And that last time when you get pushed down and don’t think you have enough energy to get back up—that’s the time it actually works. This is what you sign up for if you’re going to start a startup.” #8 Fiduciary duty to take care of yourself “This is a 10-year marathon and you have a fiduciary duty to your shareholders to take care of yourself. Some people treat startups like an all-nighter: they don’t take care of their health, they don’t sleep, they don’t maintain their personal relationships. It is true that startups are a bad choice for work-life balance. But you have a duty to yourself, your team, and your investors to take care of yourself.” #9 Clear mission “You don’t have to figure this out on Day 1, but all of the most successful startups I’ve been fortunate enough to be a part of pretty quickly—in the first one to two years—figure out a really important mission. It’s this mission that gets people to join them. It drives the founders. It gets the media to write about them. And even if you start off building a project that’s just interesting to you and solves a problem in your life—which is how you should start—remember that you should have a clear mission at some point… That is what will convince people to come help you, and that is how you will build this idea into a huge company with a ton of people that really love your product.” Follow Startup Archive for more tactical startup advice!

Startup Archive

407,653 views • 2 years ago

This is an AI powered creative strategist that identifies your competitors best performing ads, creates a brief and sends it to your creative team as a task in whatever project management tool you use. This is not a taste maker, it has no expensive opinions. It’s based on real ads that are being launched, and finding customers for your competitors. If your ads are falling flat, then you need this automation before Q4 starts. First there's a scheduled trigger at 7 a.m. every day. It uses the Foreplay API to automatically track your closest competitors as well as fast-growing brands in your niche. It finds the ads they kept turned on the longest, takes the copy, the video file itself, the transcript and an AI emotional analysis into a custom GPT trained on outlier ads. Then it creates a new task in ClickUp, Asana or Monday and sends it to your team in Slack. 2 days later, it asks for an update from your creative team in Slack And 7 days later, it sends you a direct message in Slack to let you know if your creative team shipped your new winning ad. This is data backed creative strategy built into agile creative sprints Use this to get ahead of your competitors, test less and launch more winning ads. If you want to learn how to build this, just comment 'API' and I'll send you the details for free.
1:02

This is an AI powered creative strategist that identifies your competitors best performing ads, creates a brief and sends it to your creative team as a task in whatever project management tool you use. This is not a taste maker, it has no expensive opinions. It’s based on real ads that are being launched, and finding customers for your competitors. If your ads are falling flat, then you need this automation before Q4 starts. First there's a scheduled trigger at 7 a.m. every day. It uses the Foreplay API to automatically track your closest competitors as well as fast-growing brands in your niche. It finds the ads they kept turned on the longest, takes the copy, the video file itself, the transcript and an AI emotional analysis into a custom GPT trained on outlier ads. Then it creates a new task in ClickUp, Asana or Monday and sends it to your team in Slack. 2 days later, it asks for an update from your creative team in Slack And 7 days later, it sends you a direct message in Slack to let you know if your creative team shipped your new winning ad. This is data backed creative strategy built into agile creative sprints Use this to get ahead of your competitors, test less and launch more winning ads. If you want to learn how to build this, just comment 'API' and I'll send you the details for free.

Jack Kavanagh

29,792 views • 10 months ago

Marc Andreessen explains the 3 Necessities for Start-up Success: "The general criteria for a successful high-tech startup, in my view, you see different sort of rules of thumb from different people. But the three big things you always come back to are, is there a big market? And by the way, that comes in two parts. Is there a big existing market that you think you can go after and sort of displace incumbents or do you believe there will be a new market that will be big? So big market. Is there a fundamental technology or economic change that causes you to basically justify having a new company? And that's really important. And the way I always think about that is, is there a 10X change happening in the technology landscape? Is something 10X faster or 10X cheaper or 10X better? And if it's not 10X, we as both VCs and entrepreneurs, we really have to ask ourselves like, is it really worth doing? Because it's really hard. I mean, it's really hard to start new companies. new companies generally shouldn't exist. Existing companies are usually pretty good at what they do. And so for a new company to exist, it not only has to like come in and go into business and bring a product to market, but it has to bring a product to market that's so much better than what already exists that it punches through the sort of status quo. And most customers in most markets are pretty happy buying from the current suppliers and so there has to be a real kind of edge on the thing and we look for that in either a technology change, usually a technology change or an economic change. which are often the same thing. And then the third is team. Is the team outstanding? And if you think about this as an entrepreneur, it becomes a question of the founding team. Some companies are solo founders and they can work, but generally most of us, like myself, we're human beings, we're mortal. You want to have a founding team of complementary skill sets. And so you want to have at least one super strong technologist, quite possibly more than one. Some of the best startups are actually more than one founding technologist and then it often helps to have somebody who's like a product or who's a market or sales person or has a sort of really good understanding of business on the team, certainly helps a lot. And so we sort of look at market, product, and team. And the reality is you need all three. I would say, interestingly, if you're going to compromise as an investor, if we're going to compromise on one of those, it would actually be the product. And the reason I say that is because a great market is a lot easier to make up for with iterative product execution than a poor market. Because the problem with a poor market, a small market, is even if you do a great job on the product, there just aren't that many customers. It's hard to ever get big."
2:15

Marc Andreessen explains the 3 Necessities for Start-up Success: "The general criteria for a successful high-tech startup, in my view, you see different sort of rules of thumb from different people. But the three big things you always come back to are, is there a big market? And by the way, that comes in two parts. Is there a big existing market that you think you can go after and sort of displace incumbents or do you believe there will be a new market that will be big? So big market. Is there a fundamental technology or economic change that causes you to basically justify having a new company? And that's really important. And the way I always think about that is, is there a 10X change happening in the technology landscape? Is something 10X faster or 10X cheaper or 10X better? And if it's not 10X, we as both VCs and entrepreneurs, we really have to ask ourselves like, is it really worth doing? Because it's really hard. I mean, it's really hard to start new companies. new companies generally shouldn't exist. Existing companies are usually pretty good at what they do. And so for a new company to exist, it not only has to like come in and go into business and bring a product to market, but it has to bring a product to market that's so much better than what already exists that it punches through the sort of status quo. And most customers in most markets are pretty happy buying from the current suppliers and so there has to be a real kind of edge on the thing and we look for that in either a technology change, usually a technology change or an economic change. which are often the same thing. And then the third is team. Is the team outstanding? And if you think about this as an entrepreneur, it becomes a question of the founding team. Some companies are solo founders and they can work, but generally most of us, like myself, we're human beings, we're mortal. You want to have a founding team of complementary skill sets. And so you want to have at least one super strong technologist, quite possibly more than one. Some of the best startups are actually more than one founding technologist and then it often helps to have somebody who's like a product or who's a market or sales person or has a sort of really good understanding of business on the team, certainly helps a lot. And so we sort of look at market, product, and team. And the reality is you need all three. I would say, interestingly, if you're going to compromise as an investor, if we're going to compromise on one of those, it would actually be the product. And the reason I say that is because a great market is a lot easier to make up for with iterative product execution than a poor market. Because the problem with a poor market, a small market, is even if you do a great job on the product, there just aren't that many customers. It's hard to ever get big."

Founder Mode

39,005 views • 6 months ago

Michael Seibel, Managing Director at Y Combinator, on why shipping a crappy product in under a month beats building a perfect one for a year: Michael starts with a simple challenge: "Do you remember the day Snapchat launched? Do you remember the day Instagram launched? Do you remember the day that WhatsApp launched? Remember the day that Uber or Lyft launched? Most likely you don't." His point cuts against how most founders think about launch day: "It turns out that launching is nowhere near as significant event to your users as it is to you. So, you should move up the launch as soon as possible." The reason comes down to validation. "Until you can get your product in front of customers, you can't validate whether it solves their problem. And so, it's much better to build a crappier product, release it sooner, and get it out there in front of customers, see if they want to use it." Michael Seibel acknowledges the approach isn't universal: "There's some exceptions. In some extremely regulated markets like banking, for example, or lending, it's just really hard to launch. You actually have to get one s*** done before you're even allowed to get customers." But for most founders, the bar is far lower than they think: "In most consumer and B2B startups that we encounter, it's actually possible to get some form of MVP built and launched in less than a month. And so, that's what you should be thinking about."
0:55

Michael Seibel, Managing Director at Y Combinator, on why shipping a crappy product in under a month beats building a perfect one for a year: Michael starts with a simple challenge: "Do you remember the day Snapchat launched? Do you remember the day Instagram launched? Do you remember the day that WhatsApp launched? Remember the day that Uber or Lyft launched? Most likely you don't." His point cuts against how most founders think about launch day: "It turns out that launching is nowhere near as significant event to your users as it is to you. So, you should move up the launch as soon as possible." The reason comes down to validation. "Until you can get your product in front of customers, you can't validate whether it solves their problem. And so, it's much better to build a crappier product, release it sooner, and get it out there in front of customers, see if they want to use it." Michael Seibel acknowledges the approach isn't universal: "There's some exceptions. In some extremely regulated markets like banking, for example, or lending, it's just really hard to launch. You actually have to get one s*** done before you're even allowed to get customers." But for most founders, the bar is far lower than they think: "In most consumer and B2B startups that we encounter, it's actually possible to get some form of MVP built and launched in less than a month. And so, that's what you should be thinking about."

Big Brain Business

74,946 views • 3 months ago

We’ve all been there: a massive new game drops, but your PC just can’t handle it. For too long, gaming has been gatekept by expensive hardware. Walter is here to change that. By tapping into YOM’s decentralized GPU network, Walter lets you launch and play PC games instantly without the need of a heavy duty rig. The network does the heavy lifting so you can just play. This launch is a huge moment for us. It’s not just a new product; it’s proof that decentralized tech can step out of the shadows and power real, large-scale apps that people actually want to use. Today is just day one. Welcome to Walter. Try the early Alpha version :
0:20

We’ve all been there: a massive new game drops, but your PC just can’t handle it. For too long, gaming has been gatekept by expensive hardware. Walter is here to change that. By tapping into YOM’s decentralized GPU network, Walter lets you launch and play PC games instantly without the need of a heavy duty rig. The network does the heavy lifting so you can just play. This launch is a huge moment for us. It’s not just a new product; it’s proof that decentralized tech can step out of the shadows and power real, large-scale apps that people actually want to use. Today is just day one. Welcome to Walter. Try the early Alpha version :

WalterGG

12,797 views • 1 day ago

Elon Musk reveals what SpaceX is gearing up to do in the next five years "Five years from now, my prediction is we will launch and be operating every year more AI in space than the cumulative total on Earth" "100 gigawatts is on the order of 10,000 Starship launches. You want to do that in one year. That's like one Starship launch every hour" "It really depends on how quickly the ship has to go around the Earth and come back over the launch pad. If you can use a ship every 30 hours, you could do it with 30 ships" "SpaceX is gearing up to do 10,000 launches a year, and maybe even 20 or 30,000 launches a year" "If some of my predictions come true, SpaceX will launch more AI than the cumulative amount on Earth of everything else combined"
3:48

Elon Musk reveals what SpaceX is gearing up to do in the next five years "Five years from now, my prediction is we will launch and be operating every year more AI in space than the cumulative total on Earth" "100 gigawatts is on the order of 10,000 Starship launches. You want to do that in one year. That's like one Starship launch every hour" "It really depends on how quickly the ship has to go around the Earth and come back over the launch pad. If you can use a ship every 30 hours, you could do it with 30 ships" "SpaceX is gearing up to do 10,000 launches a year, and maybe even 20 or 30,000 launches a year" "If some of my predictions come true, SpaceX will launch more AI than the cumulative amount on Earth of everything else combined"

Jaynit

42,943 views • 1 month ago

*Huge Announcement* My next book is here: $100M Money Models. I’m releasing it live at a virtual book launch event in 6 weeks, on Sat Aug 16. You can register free now: link in bio or register(.)acq(.)com What you need to know: 1) A good money model gets you more customers, to spend more money, in less time, over and over again 2) Businesses that have good money models beat businesses that don't - in every industry 3) If you don’t have one, the business will fail on a long enough time horizon 4) If you do, it gives you the one thing that keeps a business going: cash flow What you’ll get for registering→Access to 4 amazing free bonuses should you upgrade to VIP for the event (by just pre-ordering a copy of the book). The 4th bonus is absurd. What you don’t know that’s going to happen at the live launch→A lot. And you will like it. Expect fireworks.
0:55

*Huge Announcement* My next book is here: $100M Money Models. I’m releasing it live at a virtual book launch event in 6 weeks, on Sat Aug 16. You can register free now: link in bio or register(.)acq(.)com What you need to know: 1) A good money model gets you more customers, to spend more money, in less time, over and over again 2) Businesses that have good money models beat businesses that don't - in every industry 3) If you don’t have one, the business will fail on a long enough time horizon 4) If you do, it gives you the one thing that keeps a business going: cash flow What you’ll get for registering→Access to 4 amazing free bonuses should you upgrade to VIP for the event (by just pre-ordering a copy of the book). The 4th bonus is absurd. What you don’t know that’s going to happen at the live launch→A lot. And you will like it. Expect fireworks.

Alex Hormozi

312,278 views • 1 year ago

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.
2:02

Q: Why is company culture important? In the clip below, a16z cofounder Ben Horowitz argues that culture drives how people in your company behave on a daily basis—and particularly, how they behave when you’re not looking. Is that phone call so important I need to return it today or can it wait until tomorrow? Can I ask for a raise before my annual review? Is the quality of this document good enough or should I keep working on it? Do I have to be on time for that meeting? Should I stay at the Four Seasons or the Red Roof Inn? Should I go home at 5 p.m. or 8 p.m.? Should we discuss the color of this new product for five minutes or thirty hours? If I know something is badly broken in the company, should I say something? Whom should I tell? Is winning more important than ethics? None of these things are in your mission statement or OKRs, but they determine many important things for your company, such as how people experience your company, what you’re like to do business with, what your company is like to work at, etc. And as Ben describes, what drives the culture is all of the little behaviors and cues people take on: “this is what I have to do to succeed in this company.” Culture can feel abstract and secondary when you pit it against a concrete result that’s right in front of you, but it’s a strategic investment in the company doing things the right way when you are not looking. It’s the set of assumptions your employees use to resolve the problems they face every day. It’s how they behave when no one is looking. If you don’t methodically set your culture, then two-thirds of it will end up being accidental, and the rest will be a mistake. If you’re looking for a more in-depth guide to culture and how to build a great one, I’d recommend Ben’s book: What You Do Is Who You Are.

Michael McGuiness

180,634 views • 2 years ago

David Sacks on why founders get distribution wrong “The biggest mistake I see these days is brilliant founders who are brilliant product people, but they haven't thought about how they're going to make their product grow. They launch their product and it's like crickets chirping.” Having a technique that gets you to scale is very important. “If you're going to have a breakout startup, you've really got to think about how you're going to innovate on distribution, not just product.” What’s tricky about this is what he calls The Law of Distribution Arbitrage: “Successful distribution techniques are copied until they are no longer effective. Think about SEO. The first people to use that technique got a lot of traffic from Google. Then, a whole bunch of people started doing it and they started gaming the system. Eventually, Google did their notorious Panda release and everyone using SEO basically lost traffic.” Friend virality is another example: “If you look at Facebook, the friend virality was very powerful in the early days. Then people got sick of the spam and stopped paying attention… So the techniques that work initially to get distribution don't stay working because everyone copies them until the channels are spammed to death.” Video source: Draper University (2014)
3:48

David Sacks on why founders get distribution wrong “The biggest mistake I see these days is brilliant founders who are brilliant product people, but they haven't thought about how they're going to make their product grow. They launch their product and it's like crickets chirping.” Having a technique that gets you to scale is very important. “If you're going to have a breakout startup, you've really got to think about how you're going to innovate on distribution, not just product.” What’s tricky about this is what he calls The Law of Distribution Arbitrage: “Successful distribution techniques are copied until they are no longer effective. Think about SEO. The first people to use that technique got a lot of traffic from Google. Then, a whole bunch of people started doing it and they started gaming the system. Eventually, Google did their notorious Panda release and everyone using SEO basically lost traffic.” Friend virality is another example: “If you look at Facebook, the friend virality was very powerful in the early days. Then people got sick of the spam and stopped paying attention… So the techniques that work initially to get distribution don't stay working because everyone copies them until the channels are spammed to death.” Video source: Draper University (2014)

Startup Archive

56,468 views • 11 months ago

Dropbox founder Drew Houston on why distribution is more important than product LinkedIn founder Reid Hoffman wrote in his book Blitzscaling: "Many people in Silicon Valley like to focus on building products that are, in the famous words of the late Steve Jobs, "insanely great." Great products are certainly a positive, but the cold and unromantic fact is that a good product with great distribution will almost always beat a great product with poor distribution." Dropbox is a great example of this. As Dropbox founder & CEO Drew Houston explains, great distribution is ultimately how they beat out dozens of competitors with similar product offerings. Drew believes that too many startups overlook the importance of great distribution. Dropbox had a great product, but it succeeded because of its great distribution. They used a combination of organic virality (users shared files with nonusers) and incentivized virality (Basic account holders get 500 MB of extra storage per user they refer; Pro account holders get 1 GB) to grow. Virality helped Dropbox double its 100,000 users at launch to 200,000 users just ten days later, then skyrocket to one million users just seven months after that. An important caveat though: if your distribution strategy focuses on virality, you have to make sure you solve retention first. Bringing new users in through the front door doesn't help you grow if they immediately turn around and leave. According to Drew, Dropbox discovered this truth the hard way, when activation rates revealed that only 40% of the people signing up were actually putting files in their Dropbox and linking them to their computers. As Drew partially explains in the clip, the early Dropbox team went on Craigslist and offered $40 to anyone who'd come in for a 30-minute usability test. They asked these people to go from a Dropbox e-mail invitation to sharing a file with another email address. Zero of the five people tested succeeded--they didn't even come close. This stunned the team. So they made a list of 80+ things in an Excel spreadsheet and sanded down all of the rough edges in the experience. They soon watched their activation rate climb and left the competition in the dust as they marched on to a $9+ billion market cap. Video source: Y Combinator (2017)
2:21

Dropbox founder Drew Houston on why distribution is more important than product LinkedIn founder Reid Hoffman wrote in his book Blitzscaling: "Many people in Silicon Valley like to focus on building products that are, in the famous words of the late Steve Jobs, "insanely great." Great products are certainly a positive, but the cold and unromantic fact is that a good product with great distribution will almost always beat a great product with poor distribution." Dropbox is a great example of this. As Dropbox founder & CEO Drew Houston explains, great distribution is ultimately how they beat out dozens of competitors with similar product offerings. Drew believes that too many startups overlook the importance of great distribution. Dropbox had a great product, but it succeeded because of its great distribution. They used a combination of organic virality (users shared files with nonusers) and incentivized virality (Basic account holders get 500 MB of extra storage per user they refer; Pro account holders get 1 GB) to grow. Virality helped Dropbox double its 100,000 users at launch to 200,000 users just ten days later, then skyrocket to one million users just seven months after that. An important caveat though: if your distribution strategy focuses on virality, you have to make sure you solve retention first. Bringing new users in through the front door doesn't help you grow if they immediately turn around and leave. According to Drew, Dropbox discovered this truth the hard way, when activation rates revealed that only 40% of the people signing up were actually putting files in their Dropbox and linking them to their computers. As Drew partially explains in the clip, the early Dropbox team went on Craigslist and offered $40 to anyone who'd come in for a 30-minute usability test. They asked these people to go from a Dropbox e-mail invitation to sharing a file with another email address. Zero of the five people tested succeeded--they didn't even come close. This stunned the team. So they made a list of 80+ things in an Excel spreadsheet and sanded down all of the rough edges in the experience. They soon watched their activation rate climb and left the competition in the dust as they marched on to a $9+ billion market cap. Video source: Y Combinator (2017)

Startup Archive

113,218 views • 7 months ago

i’ve been fortunate enough to be mentored by some of the most experienced designers in tech early in my career. (thanks to the lads at LI.FI & ParagonsDAO) these learnings never made me compromise on the creative trust that i owed to every founder and team i worked with. for the last 3 years, every project came through referrals from clients and friends (ilu), so i never really felt the need to launch. but in a post ai era, i believe that peer-to-peer learning would be one of the most important aspects of growing as a designer or even as a studio. we've spent the last year experimenting obsessively with ai tools, workflows, storytelling systems, and new ways of creating. so it feels like the right time to share learnings and build in public. launching dapptales publicly - a creative studio specialising in tasteful storytelling for tech companies. and here's a little video about what we're best at :))
1:18

i’ve been fortunate enough to be mentored by some of the most experienced designers in tech early in my career. (thanks to the lads at LI.FI & ParagonsDAO) these learnings never made me compromise on the creative trust that i owed to every founder and team i worked with. for the last 3 years, every project came through referrals from clients and friends (ilu), so i never really felt the need to launch. but in a post ai era, i believe that peer-to-peer learning would be one of the most important aspects of growing as a designer or even as a studio. we've spent the last year experimenting obsessively with ai tools, workflows, storytelling systems, and new ways of creating. so it feels like the right time to share learnings and build in public. launching dapptales publicly - a creative studio specialising in tasteful storytelling for tech companies. and here's a little video about what we're best at :))

aamir

10,128 views • 1 month ago

Evan Spiegel on the lesson that killed his first startup and led to Snapchat: "We focused on building the perfect product for way too long before we got feedback. We worked for like eighteen months to build this perfect full-featured product, which was in direct contravention to how I was always taught to build things. Build a prototype, build an MVP, get it in front of people, learn as quickly as possible. But we had spent all this time building this perfect piece of software and we hadn't thought enough about distribution. While we built this great piece of software, our competitor at the time, Naviance, had secured distribution through all the different college counselors. What piece of software are you going to choose to help your kid get into college? The one recommended by the college counselors or the one from two kids at Stanford? I think it's a pretty easy choice. So we saw very early that we had no distribution advantage. Even if we loved our software, people weren't going to use it because we didn't have a scalable way to get it in people's hands. Around that time when we saw the emergence of the App Store on iPhone, it was very clear that was a distribution channel we could really use and benefit from. But we also needed to build things we could build quickly, things we really were going to use together with our friends so we could be the first early customers. Ultimately Peekaboo and Snapchat represented that." This is exactly the asymmetry Peter Thiel describes in Zero to One: superior distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. Thiel puts an even finer point on it: most businesses get zero distribution channels to work. Poor sales rather than bad product is the most common cause of failure. If you can get just one distribution channel to work, you have a great business. Estée Lauder said: it's not enough to have the most wonderful product in the world. You must be able to sell it. Many founders over-index on product perfection and under-invest in distribution. The world is full of great products nobody knows about, and mediocre products with massive distribution that dominate markets. Evan Spiegel lived it. He built the better product, watched it lose, and then built something he could actually distribute.
1:27

Evan Spiegel on the lesson that killed his first startup and led to Snapchat: "We focused on building the perfect product for way too long before we got feedback. We worked for like eighteen months to build this perfect full-featured product, which was in direct contravention to how I was always taught to build things. Build a prototype, build an MVP, get it in front of people, learn as quickly as possible. But we had spent all this time building this perfect piece of software and we hadn't thought enough about distribution. While we built this great piece of software, our competitor at the time, Naviance, had secured distribution through all the different college counselors. What piece of software are you going to choose to help your kid get into college? The one recommended by the college counselors or the one from two kids at Stanford? I think it's a pretty easy choice. So we saw very early that we had no distribution advantage. Even if we loved our software, people weren't going to use it because we didn't have a scalable way to get it in people's hands. Around that time when we saw the emergence of the App Store on iPhone, it was very clear that was a distribution channel we could really use and benefit from. But we also needed to build things we could build quickly, things we really were going to use together with our friends so we could be the first early customers. Ultimately Peekaboo and Snapchat represented that." This is exactly the asymmetry Peter Thiel describes in Zero to One: superior distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. Thiel puts an even finer point on it: most businesses get zero distribution channels to work. Poor sales rather than bad product is the most common cause of failure. If you can get just one distribution channel to work, you have a great business. Estée Lauder said: it's not enough to have the most wonderful product in the world. You must be able to sell it. Many founders over-index on product perfection and under-invest in distribution. The world is full of great products nobody knows about, and mediocre products with massive distribution that dominate markets. Evan Spiegel lived it. He built the better product, watched it lose, and then built something he could actually distribute.

David Senra

27,043 views • 3 months ago

David Sacks on why founders get distribution wrong “The biggest mistake I see these days is brilliant founders who are brilliant product people, but they haven't thought about how they're going to make their product grow. They launch their product and it's like crickets chirping.” Having a technique that gets you to scale is very important. “If you're going to have a breakout startup, you've really got to think about how you're going to innovate on distribution, not just product.” What’s tricky about this is what he calls The Law of Distribution Arbitrage: “Successful distribution techniques are copied until they are no longer effective. Think about SEO. The first people to use that technique got a lot of traffic from Google. Then, a whole bunch of people started doing it and they started gaming the system. Eventually, Google did their notorious Panda release and everyone using SEO basically lost traffic.” Friend virality is another example: “If you look at Facebook, the friend virality was very powerful in the early days. Then people got sick of the spam and stopped paying attention… So the techniques that work initially to get distribution don't stay working because everyone copies them until the channels are spammed to death.” Source: Draper University (feb 2014)
3:48

David Sacks on why founders get distribution wrong “The biggest mistake I see these days is brilliant founders who are brilliant product people, but they haven't thought about how they're going to make their product grow. They launch their product and it's like crickets chirping.” Having a technique that gets you to scale is very important. “If you're going to have a breakout startup, you've really got to think about how you're going to innovate on distribution, not just product.” What’s tricky about this is what he calls The Law of Distribution Arbitrage: “Successful distribution techniques are copied until they are no longer effective. Think about SEO. The first people to use that technique got a lot of traffic from Google. Then, a whole bunch of people started doing it and they started gaming the system. Eventually, Google did their notorious Panda release and everyone using SEO basically lost traffic.” Friend virality is another example: “If you look at Facebook, the friend virality was very powerful in the early days. Then people got sick of the spam and stopped paying attention… So the techniques that work initially to get distribution don't stay working because everyone copies them until the channels are spammed to death.” Source: Draper University (feb 2014)

Startup Archive

42,198 views • 2 months ago