Remove 2001 Remove Customer Remove Revenue Remove Software Review
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Praying to the God of Valuation

Both Sides of the Table

There were startups and a software industry but barely. 2001–2007: THE BUILDING YEARS The dot com bubble had burst. We had nascent revenues, ridiculous cost structures and unrealistic valuations. In those years I learned to properly build product, price products, sell products and serve customers. It was 1991.

Valuation 466
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Why Tim Cook is Steve Ballmer and Why He Still Has His Job at Apple

Steve Blank

Microsoft entered the 21st century as the dominant software provider for anyone who interacted with a computing device. 16 years later it’s just another software company. If the Microsoft board was managing for quarter to quarter or even year to year revenue growth, Ballmer was as good as it gets as a CEO. Here’s why.

Azure 120
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Why Tim Cook is Steve Ballmer and Why He Still Has His Job at Apple

Steve Blank

Microsoft entered the 21st century as the dominant software provider for anyone who interacted with a computing device. 16 years later it’s just another software company. If the Microsoft board was managing for quarter to quarter or even year to year revenue growth, Ballmer was as good as it gets as a CEO. Here’s why.

Azure 120
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Digital Advertising Is Broken: Three Alternatives For Businesses Looking To Monetize Their Website

YoungUpstarts

Websites, they claim, need advertising revenue to survive. More than being vehicles of marketing and revenue, this means that resource-hogging advertisement networks are often vehicles for malware. The Harvard Business Review does an excellent job of this. Max Emelianov started HostForWeb in 2001. The Subscription Model.

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Three Counterintuitive Ways To Build A Business That Lasts

YoungUpstarts

by Gareth Wilson, Head of Marketing at Fog Creek Software. Despite being a bootstrapped company with little revenue, we over-invested in a central New York City office at a rate of 15% rent to revenue. Our customers never visited our workspace; this was a decision made solely for the comfort of our staff.

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How do we “unscare” people?

Austin Startup

Customers will need more than permission to return to restaurants and other businesses that were closed because of a virus they know is still circulating. After September 11th, 2001, people were afraid to fly. Customers complained about the added friction, but they accepted it as necessary?—?and It’s easy to scare people.

Austin 100
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How Employee Experience Shapes Brand Perception

Duct Tape Marketing

She is the global customer growth and innovation evangelist at Salesforce and the Wall Street Journal bestselling author of Growth IQ. Over the past two decades, she has led large revenue-producing divisions at businesses ranging from start-ups to the Fortune 500. 06:25] In most companies, the customer interacts with their employees.