A Smart Bear: Startups and Marketing for Geeks
FEBRUARY 14, 2012
But this was 2002 when AdWords was affordable and I had no competitors, so you can’t repeat that — it doesn’t matter how I did it. product that barely worked, no sales organization (except tech support, which often works better anyway ), and I just hoped they’d run a credit card. I didn’t. I had a $39.95
Both Sides of the Table
JUNE 22, 2011
I know that most people who are close to them tend to deny their existence, as we saw in the great housing bubble of 2002-2007 and the dot com bubble of 1997-2000. That happened a lot in 2002 and again in 2008. I believe a bubble occurs when a market is willing to pay greater than intrinsic value for an asset class. You feel it, too.
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ConversionXL
MARCH 19, 2020
In 2002, McKinsey published a study of 1,000 U.S. Yet in expansionary periods, successful leaders spent significantly less on [selling, general, and administrative costs] than did their former peers. A focus on cost cutting—every decision is viewed through a loss-minimization lens. What the big studies have shown. Promotion.
Growthink Blog
MARCH 28, 2011
Try this on for size – an analysis of over 300 patents acquired between 2002-2008 found an average price per patent of $383,000 ! And oh yes, it is very hard to “clean up” a business at the time of sale – to do it right the work must be done in real time and / or started years before a sale is contemplated. #1. They Are Lucky.
A Smart Bear: Startups and Marketing for Geeks
APRIL 11, 2017
I started Smart Bear in a recession (2002) and it went great. It’s wise because costs are low (every vendor is thrilled to have new business) and if you can get people to buy when money is tight, you’ve really proved you have a desirable product. When the economy is good and the product fits the market, sales are easy.
Berkonomics
APRIL 9, 2020
And these are indeed strange times, especially if you haven’t lived through 2000-2002 and 2007-2008 recessions and difficulty in finding money from banks and investors. If the total annual potential is 100,000 units, the slower cycle to market just cost the company two thirds of a year in the product’s profits.
Feld Thoughts
OCTOBER 15, 2014
In 2002, I met Libba and Gifford Pinchot, cofounders of Bainbridge Graduate Institute , at a retreat. I could spend that time on Facebook, but at the cost of not writing. During this period, I helped Hewlett-Packard save on the order of ten million dollars a year on customer support costs, roughly a 100x return on my salary.
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