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Larger competitors are often able to copy the product, but find it difficult to capture the network.
Andrew Chen • The Cold Start Problem: How to Start and Scale Network Effects
At the other extreme, over-focusing on sustainable business fundamentals, like profitability, carries the risk of losing significant market share to competitors.
Patrick Vernon • Venture Capital Strategy: How to Think Like a Venture Capitalist
pour all our resources into customer acquisition creates the potential for success failure, wherein we succeed at attracting customers but fail at keeping them happy.
Patrick Vernon • Venture Capital Strategy: How to Think Like a Venture Capitalist
relationship of earnings and stock prices—the correlation’s very low.
W. Brian Arthur • Complexity Economics: Proceedings of the Santa Fe Institute's 2019 Fall Symposium
The success of each fund entirely rests on the top one to three companies in the fund. There’s often even a large gap between the returns from the No. 1 company and those from the runner-up. Fred Wilson, co-founder of Union Square Ventures, uses a heuristic of thirds: “one deal returns the fund, another 3 to 4 deals return it again, and the rest
... See moreAli Tamaseb • Super Founders: What Data Reveals About Billion-Dollar Startups
The company challenged the world by requiring that the winner improve upon Netflix’s own established recommendation capabilities by 10 percent. Netflix is a prime example of PA in action, as a reported 70 percent of Netflix movie choices arise from its online recommendations.
Eric Siegel • Predictive Analytics
provides a 360-degree view of the costs and benefits of personalization to the business.
David C. Edelman • Personalized: Customer Strategy in the Age of AI

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