There is nearly a constant stream of chatter in the venture community about fielding a product in a highly competitive market. On the one hand, lots of competitors typically indicates that you are in a hot market.
If you read anything about pop-culture online you have no doubt seen the phrase “fanboy” bandied about. The Urban Dictionary loosely defines a fanboy as being a “passionate fan of various elements of geek culture“. I’d argue that their definition is a little generous, as most fanboys that I know go well beyond “passionate”, often veering into the realm of fanaticism.
One of the biggest problems facing a founder is the decision to step away from the company’s day-to-day operations. In our experience, many founders manage this quite well; but others can find it to be a real challenge.
The PE Funcast is a team of readers. We fly through books. Lots of books. Not just business books and technical books, but novels and short stories, newspapers, even some comic books—-We highly recommend Usagi YoJimbo.
If you are a lower middle market company that is implementing a new customer relationship management system (CRM) or enterprise resource planning (ERP) system, chances are pretty good that you are using some third-party consultants.
In my many years working as a Pre-sales engineer for a variety of enterprise software companies the single biggest waste of my time and effort was answering a request-for-proposal (Yes, the dreaded RFP).
Two billion dollars for Oculus. I could not believe that Zuckerberg would pay that kind of money for a character from Mad Max 2: The Road Warrior. Oops, turns out that the character in the movie was called the Humungus, not Oculus. My bad.
By now, everybody in the galaxy is aware that Facebook is paying some $19 billion in cash and stock for chat application vendor WhatsApp. Congratulations, Sequoia. Great exit for a great group of venture guys.
You ignored the Venture Industrial Complex while building your technology business the old-fashioned way, one customer at a time. You lived The Bootstrapper’s Narrative facing the roadblocks and celebrating the rewards along the way. But as you look at the opportunities and challenges that lay ahead, you find yourself wondering what’s next?
Once you’ve conjured the nerve to block-out the siren call of the Venture Industrial Complex and decided you’re up for the challenge (and reward) of building your technology company the old-fashioned way, what does the road ahead look like?