Startable – Healy Jones’ & Prasad Thammineni’s Blog

Techcrunch has an article on how Microsoft’s online division has lost money for the past 22 quarters. That’s a long time.

The article takes a pretty negative tone toward Microsoft. The comments seem to indicate that people think Techcrunch is continuing it’s Google and Apple lovefest and is attacking Microsoft because of this bias.

Regardless of TC’s bias towards or against Microsoft, I think the piece could be written about Google – if you replaced “MSFT” with “Google” and replaced the highly profitable “Windows and Office Divisions” with “Adwords” and replaced the loss making “online division” with “everything else at Google.” Basically, Google is still struggling to make money in other divisions that are not search and ad driven.

The battle between Google and Microsoft isn’t a battle for sissies. They aren’t fighting for second place – they are trying to destroy each other. Google doesn’t mind losing money in Chrome (OS or browser), Android, or Docs if it hurts Microsoft where their chief source of cash flow is (i.e. Office and Windows). Microsoft is willing to lose lots of money to try to make Google’s primary source of income, online search/advertising, hurt. They each also understand the importance of the other’s core divisions, and they both want a real piece. Disrupting either is going to be hard and expensive.

That’s the reason each is willing to have their profitable divisions subsidize their losses in the other divisions.

So, is this an opportunity or threat for startups trying to compete in or around these spaces?

Well, it’s a little of each, IMHO. It’s an opportunity, since if you manage to get traction in either area you have two fight-to-the-death potential acquiring companies. But it’s a HUGE threat too, because if you choose to enter one of these areas you are competing with two huge titans who are willing to make economically insane losses to get marketshare. For example – let’s say you are trying to do an email startup (this is just an example). You are competing against two companies that likely have a very different business model than you can afford. They just want users/marketshare of their email services, and the revenue and margins are not particularly relevant. So if your business model requires making money… well, you could be in a really tough spot.

To compete against either you need either an enormously better understanding of the customer, translated into a massively better product… or amazingly deep pockets.

You know what I need? A checkin app to manage all these location based checkin apps. It would be great if there was an app that would check me into FourSquare, SCAVNGR, Facebook places, etc.

That’s kind of a joke, but I’d use it. Seriously.

Using the power of Google Analytics, it’s easy for me to see which Startable blog posts were the most read in 2009. Keep in mind that I’m merely looking at the number of views, so stuff posted earlier in the year has a distinct advantage of making it to the top.

10. The hidden cost of down rounds – the antidilution provision. When venture backed companies’ values drop, the pain is not felt evenly amongst the shareholders. With venture backed companies’ valuations falling like rocks due to the financial turmoil and bad-economy-induced-missed projections, I’m not surprised that this post got a lot of traction.

9. 4 Ways to generate business ideas. Prasad’s post on idea generation and ways to come up with innovative businesses and solutions still attracts good traffic to Startable.

8. The Entrepreneur in Residence. The first in a three part series explaining what an entrepreneur in residence does at a venture capital firm. The follow up posts talk about how to deal with an EIR and how to meet with one. I think this post will continue to get good traffic; it is actually the number one search term driving traffic to Startable.

7. MBAs and Startups.  Right when I was fresh from leaving venture capital and starting actually doing the entrepreneurial thing, I responded to a Dharmesh Shah post on 10 things MBA school won’t teach you. Now that I’ve been a “real” entrepreneur for the past 6 months, I agree with what I wrote. This post also had a bit of a TechCrunch boost.

6. Early stage venture capital valuations. Right after I left venture capital I felt that I could reveal the truth (as I saw it) on how VCs value startups. VCs have a target ownership, and the more you raise the higher valuation you startup will get. I continue to stand by this.

5. So you want to be a junior VC. My advice to someone who emailed me asking for tips on interviewing for a non-partner position at a venture capital fund.

4. Angel groups are professionalizing and I’m not sure VCs realize it. I was pretty impressed after attending a meeting of the Northeast ACA (Angel Capital Association.) This isn’t a meeting most venture capitalists get to attend, and I was pretty shocked at the level of sophistication. Angel groups are really getting good. Somehow this post got a lot of stumbleupon love.

3. The venture capital investment memo. Since I worked at a few funds, I thought it would be fun to compile the “average” investment memo put together during the investment process at a venture firm. I get good monthly search traffic to this post.

2. Leaving venture capital. Well, this is when I officially announced I was leaving Atlas Venture. I guess people wanted to read about it!

1. It’s not me it’s you, the real reason many startups can’t raise venture capital. Many, many startups are rejected by venture capitalists for the simple reason that the VC doesn’t have confidence in the founder. However, this is rarely communicated. I list some tips that the founder can use to tell if they are the problem.

Wow, so I’ve written a lot this year. Hopefully I’ll continue to have some good content going forward. I am always available over email or twitter, so don’t feel bad reaching out.

Happy New Years!!

Last summer I was lucky enough to be an advisor to Boston TechStars. It was an awesome experience, and I highly recommend the upcoming Spring session. Applications are due January 11th; you can apply on the TechStars web site.

I’m not affiliated with TechStars at this moment, and I want to make it very clear that I have absolutely no involvement with the application screening process. However, I do have some opinions on what made some of the Boston companies successful, and I have a strong suspicion that the screening process is designed to bring in a certain type of entrepreneur(s). By a “certain type” I mean someone who will get a ton out of the program, engage with the mentors and create something really cool. I also happened to have been around Shawn, David and Brad when they were talking to the Boston mentors about what they look for when picking entrepreneurs. So, I’m no expert, but…

Here are my opinions on some of the characteristics TechStars is looking for:

Tech rockstars

You need one, preferably two plus rockstar developers. You are going to be creating something from scratch over the course of a few months. Whatever you are going to make would likely take a big corporation’s tech department a year or more to build. But you are going to have a working demo and hopefully customers in just a month or two. So you better be pretty awesome in the technical department.

How you prove it: Have real, working demos or alphas that blow their socks off. Really impress them. Do something totally new with a piece of technology, even if it is not related to what you want your company to do. Check out what Brad Feld says about why he liked the founders of RedLaser.

Ability to accept criticism

If you are accepted to the program you are going to be exposed to some of the most successful technology executives in the Boston area. These are people who have walked the walk and who are involved with the program because they want to provide mentorship. Being provided mentorship means you can accept criticism and be flexible in shaping your vision.

How you prove it: This may be one of the hardest things to prove in the application. But other entrepreneurs have done it, so I know it’s possible.

Have a business model

Understand how your idea will make money. This means you understand how customers currently solve the itch you are going to scratch. Is the way you want to make money consistent with their willingness to pay? Check out David’s post on the business models from previous TechStars companies.

How you prove this: Make it clear you understand what customers already pay to solve the problem; who the competition is and how much money they make selling a solution. Look for similar business ideas and see how those companies are monetizing. The way your company actually makes money in the future can be different, but you need to prove that you are thoughtful and that you are more than just an awesome developer – you are an awesome developer with some business savvy.

Have goals

When you raise venture capital, you try to raise enough so that you can hit critical value creation milestones. In TechStars, you’ve got three months of reasonable funding, free office space and dry humor provided by Shawn. What the heck are you going to accomplish with that? You had better be able to achieve some real milestones by the middle, end and a few months post program. Know what the metrics are that show you’ve created value. I don’t know what your business is, but if it’s anything like the other TechStars companies I saw perform well then you will want to have 1) a working product (even if it’s a minimally viable one) and 2) highly visible customer traction.

How you prove this: Have an aggressive developmental timeline that you can actually hit. And, see my next point:

Hit goals during the application process

I remember Shawn saying “we admitted these guys because look what they did during the application process.” The company he was referring to launched product, on the schedule the proposed, in between the time they applied and were accepted. Set goals on development (or marketing) milestones that will occur between January 11 and Feb 1 when acceptees are notified.

How you prove this: You do it! You say, we are going to launch our iPhone app in three weeks and you do it. You say we are going to have the private alpha ready on January 20th and you get it out.

The awesome folks over at Betahouse have just launched Boston Founder Dating. It’s a way for people looking to found companies to connect. The idea is still in its infancy, but I find the idea awesome. Who knows, this could be the way the next great undergrad company founder hooks up with their savvy sales exec co-founder! And if eHarmony can claim to have hooked up 2% of current marriages, why can’t Betahouse introduce a few cool entrepreneurs to each other?

June is Innovation month in New England and in the spirit of fostering innovation, I have been reading up some books and sharing those ideas.  Vikram Kumar, CTO of  at Pixily, shared a video interview of Scott Anthony, the author of Silver Lining. There are some simple and yet powerful ideas  recommended in the book. Take a look at the video:

One of Pixily advisors, Karl Ulrich, send me his latest book to read, titled “Innovation Tournaments, Creating and Selecting Exceptional Opportunities”. Karl is a serial entrepreneur and Professor of Operations at Wharton. He has written a number of books on problem solving and his latest book is about using the wisdom of crounds to generate hundreds of ideas and identifying few winning ones.

The book lists 8 different ways to generate new business ideas. Having used a number of these in my own life, I felt the urgent need to share them with you. Here are 4 of these and the rest you can read from the book:

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In how to choose the right business idea, I introduced the concept of the Idea Funnel.  Like me, you could use the idea funnel to narrow down a bunch of startup business ideas into few viable ones. I talked about stage 1 of the due diligence process, namely, “Is the idea viable?”. In this post, I will present the second and final stage, namely, “Can I execute on it?”. 

Stage 2: Can I execute on the business idea?

In stage 2, you are focused on things that you need to successfully take your business idea to the market. Here are the few things you need to have:

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Last week, I gave a talk on “Starting a Business upon Graduation”  to a group of Harvard Business School students. In addition to sharing my experiences in starting Pixily right after graduating from Wharton, I shared my approach on how one should zero in on a viable business idea. 

I approach the idea development process similar to how one approaches sales leads within a sales funnel (see below). I start of with a number of rough business ideas and put each idea through the due diligence funnel. Some make it through the funnel and some don’t. Ideas that make it through the funnel are more viable and have a higher chance of being successful.

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