Steve Blank
SEPTEMBER 14, 2009
Posted on September 14, 2009 by steveblank Over the last 30 years Wall Street’s appetite for technology stocks have changed radically – swinging between unbridled enthusiasm to believing they’re all toxic. Your firm worked with an investment banking firm that underwrote and offered stock (typically on the NASDAQ exchange) to the public.
Feld Thoughts
JUNE 20, 2011
I considered titling this post “why RSS isn’t dead&# but decided that was too easy. However, I don’t really care about the daily stock prices – instead, I’m focused on the actual SEC filings. I love how fundamental wiring – like RSS – is – well – fundamental.
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Steve Blank
MARCH 19, 2009
The company was the laughing stock of the Mac market. They sold to a set of customers I knew nothing about. Yet somehow they thought that my prior experience in high-end computer graphics might be relevant. Why I was interested was equally obscure. To Order Outside of the U.S. Now In Print!
Steve Blank
OCTOBER 19, 2009
Our company’s stock was an inducement, but all of them were in it to help us build a better computer. Of course we also hoped that in listening to their advice in how to build the perfect computer for customers just like them, they would actually buy one of the first computers. To Order Outside of the U.S. Now In Print!
prosperati.com
OCTOBER 23, 2010
You work long hours at below-market rates for stock options, a chance to participate in the financial payout of the company’s success. In order for stock options to work, your employees must first have a vision of what stock options can do for them. How do you emulate this culture outside of Silicon Valley? WHERE ARE YOU?
Steve Blank
OCTOBER 5, 2009
As the conversation began to get down to how much stock and salary we could offer van Dam, we left the barber to finish his work and went to a payphone to call our CEO to confirm the deal. We were painting a picture of hypertext on every desktop computer. The response from across the country? To Order Outside of the U.S. Now In Print!
Steve Blank
APRIL 6, 2009
One key difference: unlike HP, which had restricted stock ownership to the founders and top management, Perry made sure everyone at ESL had stock. HP had an ethical culture, entrepreneurial spirit, and deep Stanford engineering department connections. There were no venture investors. The “customers’” contracts funded the company.
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