First time founders think about product. Second time founders think about distribution. Exceptional founders think about both, and how they work together.
Packy McCormick • Article
An astonishing 90% of Cisco’s revenue runs through its partners.
Packy McCormick • Article
Painful software plus good distribution and high switching costs is a hard combination to kill.
Packy McCormick • Article
Put differently, the long-term product and economic impacts of having everything operating on the same plane outweighs the short-term impact of replacing hardware.
Packy McCormick • Article
There’s something quite deep about the notion of using time horizons as a competitive advantage , in that you’re simply willing to wait longer than other people and you have an organization that is thusly oriented.
Packy McCormick • Article
Crucially, because Meter is vertically integrated, customers can spend 3-4x as much with Meter as they would with legacy vendors . There are a number of reasons for this:
- Meter sells customers more parts of the stack than a traditional vendor would, so they keep more of the value.
- It can increase margins by cutting out layers up and down the stack.
- Cu
Packy McCormick • Article
- Meter sells customers more parts of the stack than a traditional vendor would, so they keep more of the value.
- It can increase margins by cutting out layers up and down the stack.
- Customers get more value from the network – they save time, for example, which has a value that currently sits unmonetized.
- And Meter can continue to add products that fit i
Packy McCormick • Article
Meter is building an internet utility by pursuing the Vertical Integrator strategy:
- Integrate multiple cutting-edge-but-proven technologies.
- Develop significant in-house capabilities across their stack.
- Modularize commoditized components while controlling overall system integration.
- Compete directly with incumbents.
- Offer integrated products that are be
Packy McCormick • Article
Sunil and Anil spent five years, just the two of them, in China and back home, doing R&D. Learning, tinkering, thinking. They didn’t hire Meter’s first employee until five years in, until they knew what they wanted to build, and how.