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Each company is trying to figure out how to strategize, how much to invest, what the technology should be. In a case like that, it’s not at equilibrium.
W. Brian Arthur • Complexity Economics: Proceedings of the Santa Fe Institute's 2019 Fall Symposium
We didn't sell that many units the first Christmas. We were too high-priced. We were $329 when it came out, and the lesson learned there is that you don't charge both a high price and a subscription fee. Just one or the other, right? When we repriced WebTV at $99, then we sold a lot of them.
Jessica Livingston • Founders at Work: Stories of Startups' Early Days
In the case of Netflix, their lead in subscribers translated directly in lower content costs per subscriber for originals and exclusives.
Hamilton Helmer • 7 Powers: The Foundations of Business Strategy
“In a world with scarce attention and many choices, taste sets a business apart. Knowing what to make is as important as the ability to make it.”
Elan Miller • How to Thrive as a Designer in the Age of AI
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Michael Lewis • Going Infinite: The Rise and Fall of a New Tycoon
So let's use video because I just think it's a great example. If you think about music and how you consume music, you actually consume catalog product a lot. I certainly do. And I think most consumers do. Songs that I've listened to once, I will listen to again and again, and again, at some point. With video, that's less the case. Once I watch seas... See more
Colossus • Universal Music Group: The Gatekeepers of Music
“The fact that Netflix has that reach, means they can actually produce hits and franchises at a greater degree on an equivalent quality of other services. That advantage is enormous in a content business.”
Patrick O'Shaughnessy • Home | ColossusQuasar App
Bharat Anand, author of The Content Trap,