Cut the Lifeboats

Notes on Entrepreneurial Thought

Leaders Volume 2 (2006-2007)
PersonalOpz
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Also By PersonalOpz
Passions and Other Lessons
Capital is No Longer a Constraint
Thanks to Stanford University for this inspiring resource.
And my family for further inspiration and support.
Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . 1
Research Lens on Understanding Entrepreneurial
Firms . . . . . . . . . . . . . . . . . . . . . . . 3
Vision, Values & Strategy . . . . . . . . . . . . . . 5
Founding Prosper, a People-to-People Lending
Marketplace . . . . . . . . . . . . . . . . . . . 7
A Culture of Making a Difference . . . . . . . . . 8
The New Frontier in Gaming . . . . . . . . . . . . 9
Confessions of a Serial Silicon Valley CEO . . . . 10
Words of Wisdom from an Experienced CEO . . 12
The New Adventures of Old VCs . . . . . . . . . 14
Changing the Game of Enterprise Software . . . 15
CONTENTS
The Dynamic Relationship BetweenanEntrepreneur
and VC . . . . . . . . . . . . . . . . . . . . . . 17
Choosing the Entrepreneurial Path . . . . . . . . 19
5 Must-Haves of an Entrepreneurial Career . . . 22
An Entrepreneurial Perspective on the Life Sci-
ences Industry . . . . . . . . . . . . . . . . . . 24
The Role of Entrepreneurship in Solving World
Problems . . . . . . . . . . . . . . . . . . . . . 26
Its Your Ship: Lessons in Leadership . . . . . . . 28
Phases of a Startup . . . . . . . . . . . . . . . . . 29
The Physics of Startups . . . . . . . . . . . . . . . 31
Leadership and Choice . . . . . . . . . . . . . . . 32
Overcoming Adversity and Taking Risks . . . . . 35
Adventures of a Startup CEO: No Guts No Glory 37
Negotiations On and Off the Field . . . . . . . . . 39
Community-Based Organizations . . . . . . . . . 41
The No Jerk Rule . . . . . . . . . . . . . . . . . . 42
The Positive Impact of Entrepreneurship in the
American Economy . . . . . . . . . . . . . . . 43
CONTENTS
Social Networking 3.0 . . . . . . . . . . . . . . . . 44
Thanks for Reading . . . . . . . . . . . . . . . . . 45
Preface
The second volume of my notes on Stanfords Entrepreneurial
Thought Leaders series contains advice from leaders in the
business world such as Reid Hoffman (Linked In) and Carly
Fiorina (formerly the CEO of HP), a leader on the sports
field (former quarterback of the San Francisco 49ers Steve
Young), and a leader of the military (former Secretary of
Defense William Perry).
There were many greats quotes that I considered using as
a title but I settled on Cut the Lifeboats as Im starting to
learn that the entrepreneurial journey is one where you
need to keep moving forward no matter what. The option
of turning back holds you back. Act as if your life depends
on it. Of course that sounds cliched and melodramatic but
cliches often are based on truths. Become an entrepreneur
because you cannot possibly do anything else.
Many of the lectures in the 2006-2007 year were great but
the one that touched me the most was by Jackie Speier
and Deborah Stephens. Jackie Speier has overcome many
extreme hardships throughout life, including being shot
five times on an airstrip in Jonestown and losing her
husband while she was pregnant, but has overcome and is
now a U.S. congresswoman. She has chosen to be a survivor
rather than a victim.
Ill close this out with one of her quotes, Life is short. Do
Preface 2
it now.
Will
Research Lens on
Understanding
Entrepreneurial Firms
Date: 2006-10-04
Speaker: Kathleen M. Eisenhardt (STVP)
Link: Entrepreneurial Thought Leaders
A great team is three to five people.
Two engineers are a terrible team.
Good teams have people that have worked together before.
Combination of great team and great market can return
20x.
You want to go for (raising) money when you have substan-
tial signals that youre a good firm. You want to be able to
show people you have accomplished something.
Build a relationship with someone before asking them for
money.
There is nothing harder than closing the deal.
Pay attention to who might come into your market and
how you can keep them out.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1577
Research Lens on Understanding Entrepreneurial Firms 4
Great opportunities are shaped not discovered.
If youre in an ambiguous new market you want it struc-
tured.
Risk for young companies is they dont get structured
enough.
Vision, Values &
Strategy
Date: 2006-10-18
Speaker: Rick Wallace (KLA-Tencor)
Link: Entrepreneurial Thought Leaders
KLA-Tencor makes equipment for semiconductor manu-
facturers.
Theyre focused on inspection and measurement.
There isnt silicon in Silicon Valley anymore.
Performance leadership leads to large market share.
Their firm enables Moores Law.
You cant fix what you cant find.
You cant control what you cant measure.
You need to know where you want to go. That needs to be
understood throughout the enterprise.
Your sense of values are what guide you.
Investors are different than customers which are different
than employees. They all matter.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1575
Vision, Values & Strategy 6
The only long term advantage you have is your people.
You have to motivate your employees.
It is more important to be the best than the biggest.
If you want people to be honest and forthright with you
you need to be that way with them.
The higher the differentiation the higher your gross margin
and the larger your market share.
You want to grow faster than the industry.
You cant fall in love with the deal (acquisition).
Founding Prosper, a
People-to-People
Lending Marketplace
Date: 2006-10-25
Speaker: Chris Larsen, Jim Breyer (Prosper)
Link: Entrepreneurial Thought Leaders
Distribution of money is becoming democratized.
When money is lent by your neighbor you feel a sense of
shame that goes beyond your credit score.
Banking industry separates money from what people do
with money.
It is an emotional roller coaster.
If youre doing something that is good for consumers
regulators will give you a lot more leeway.
Weed out the mercenaries and youre left with the mission-
aries.
Expanding internationally too early can be fatal.
Cut the lifeboats.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1576
A Culture of Making a
Difference
Date: 2006-11-01
Speaker: Joe McCracken (Genentech)
Link: Entrepreneurial Thought Leaders
Genentech started out with $1,000 of funding by their two
founders.
Genentech started out by cloning insulin.
Successful by hiring the best people and following the
science.
All sales forces (with one exception) only talk about one
product.
They focus on service and education.
Everybody at Genentech feels like they are making a dif-
ference in patients lives.
Focus on quality rather than cost.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1578
The New Frontier in
Gaming
Date: 2006-11-08
Speaker: Nick Earl (EA)
Link: Entrepreneurial Thought Leaders
Gaming has become pop culture.
Average age of a gamer in North America is 29.
Hard to grow enough to satisfy shareholders when youre
the largest in your industry.
Microtransactions are increasing.
Licensing player likenesses is absolutely worth it.
Creating your own IP, rather than licensing, leads to a
happier workplace and is higher margin.
Think less about creating a property think more about
creating a feature.
Creating one feature can have a profound effect on a
franchise.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1579
Confessions of a Serial
Silicon Valley CEO
Date: 2006-11-15
Speaker: Greg Ballard (Glu Mobile)
Link: Entrepreneurial Thought Leaders
Started his career by writing speeches.
The most important thing is avoiding boredom as boredom
is much more terrifying than poverty.
Law is boring.
It is all about the products that a company delivers into the
marketplace.
Great products dont always win.
Design is everything.
Dont try to save money on customer service because it
is going to cost you in the long run.
If you treat the consumer like a customer youre going to
get more business from them.
If people are enjoying themselves you can keep them with
your company longer.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1580
Confessions of a Serial Silicon Valley CEO 11
Communicate sincerely with your employees when things
are going bad.
Doing the right thing is frequently the right thing to do.
Have a low-risk financial profile.
Have a solid family life.
Companies are not a democracy. They are totalitarianism
with participation.
The early bird gets the worm but the second mouse gets the
cheese.
There are a lot of different ways to write the same code.
Creativity is almost everything in business.
There is no upside in letting someone know you dont
like them.
Words of Wisdom from
an Experienced CEO
Date: 2006-11-29
Speaker: Scott Kriens (Juniper Networks)
Link: Entrepreneurial Thought Leaders
Most interesting part of a discussion is finding out what
somebody listening wants to hear.
Routing was born out of the need for computers from
different manufacturers to talk to each other.
Be global. Understand how to operate around the world.
On a competitive scale there is only one market and that
is the planet.
The market changes.
You need to find a market. You cant create one (unless
youre Steve Jobs).
Dont get too caught up in anything. Be really focused on
what youre about and why youre doing it in the first
place.
Rely on your own common sense.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1581
Words of Wisdom from an Experienced CEO 13
Dont do anything that doesnt make sense to you.
Common sense gets better over time.
Give people the opportunity to grow into jobs.
The user is the only check writer.
The New Adventures of
Old VCs
Date: 2007-01-17
Speaker: Janice Roberts (Mayfield Fund)
Link: Entrepreneurial Thought Leaders
Mayfield Fund has been around since 1969.
In order to be global you have to be local.
Consumers have higher and higher expectations for tech-
nology.
The mainstream consumer is participating in technology in
a way they never have before.
Nobody likes to lose control.
Every business is advertising.
There is a huge difference between San Francisco and L.A.
There is a convergence of technology and entertainment.
Venture capitalists look at risk/reward.
Cash is still king.
Consumer demand has changed and behavior has shifted
which has created new markets (cleantech).
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1647
Changing the Game of
Enterprise Software
Date: 2007-01-24
Speaker: Tien Tzuo (Salesforce.com)
Link: Entrepreneurial Thought Leaders
Build a (two way) dialog with the marketplace.
Raise your level of awareness.
Weve went from a world with closed access to information
to a world with open access to information.
One of the biggest sources of information people can get is
the product itself.
A great trial needs to have sample data.
People want high level functionality first.
Design your products in layers.
Segment. Target. Position. doesnt always work out.
The best way to take advantage of the Internet is to let the
marketplace tell you what to pursue.
There is still a human element involved in a lot of decision
making.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1648
Changing the Game of Enterprise Software 16
Pursue all customers through strong segmentation.
Customization and installation are completely different
mindsets even if technically they are the same thing.
The Dynamic
Relationship Between
an Entrepreneur and VC
Date: 2007-01-31
Speaker: Ron Bloom, Ray Lane (PodShow)
Link: Entrepreneurial Thought Leaders
When you decide to raise money you either give up control
of the process or you take control of the process.
The endgame of podcasting is entertainment.
Customer is the listener. Not the podcaster. Not the adver-
tiser.
Investors are lower priority than entrepreneurs, partners,
and families.
Watch how audience evolves and change with it.
Top 20% of network does 80% of downloads.
At any company leaders have an opportunity to highly
influence the way the company is perceived.
Articulate vision.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1649
The Dynamic Relationship Between an Entrepreneur and VC 18
Everything you do needs to be calculated.
Stay focused. Dont do too many things at once.
Choosing the
Entrepreneurial Path
Date: 2007-02-07
Speaker: Reid Hoffman (LinkedIn)
Link: Entrepreneurial Thought Leaders
Consulting backgrounds and MBAs are negative predictors
for successful entrepreneurship.
Pick something that not everybody else thinks.
Value comes from being contrarian.
Entrepreneurship is trying to find which way the surface is
before running out of oxygen.
Raising money is not success. It just makes the hurdle at
the end higher.
Most entrepreneurial ventures fail.
Success rate is between ten and thirty percent.
Work as if youre going to succeed but plan on the fact you
might actually fail.
You want to get to your failure points and measure them
as early as you can.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1650
Choosing the Entrepreneurial Path 20
Sometimes youre going to be lucky and sometimes youre
not.
Anything that is new involves some amount of risk.
Business is about the simplest possible problem that you
can solve and works and scales.
Financing strategy is essential.
In consumer Internet it is distribution, distribution, distri-
bution.
Value of what you built without distribution is approxi-
mately zero.
Dont try to solve all your problems at once.
Get to the biggest risks as soon as you can.
Banks by definition are slothful, very slow and terrible
competitors.
What happens when everybody becomes a publisher (the
Internet)?
Everybody who has assets to invest uses personal referrals.
Your manager will probably have more to do with your
happiness than your spouse.
Entrepreneurship is very important because every modern
career is heading towards entrepreneurship.
Working for one company for the rest of your life is gone.
The skills you learn for entrepreneurship are applicable to
any career.
Choosing the Entrepreneurial Path 21
Beaten paths are much longer.
5 Must-Haves of an
Entrepreneurial Career
Date: 2007-02-14
Speaker: Gregory Waldorf (eHarmony)
Link: Entrepreneurial Thought Leaders
You will probably not be very successful in finding the next
Google.
Surround yourself with great people. The company part
will most likely work itself out over the course of your
career.
Be willing to take risks.
Dont go the safe path.
Never pass up an opportunity because you are afraid of
falling behind your peers.
Be willing to adapt.
If you have a photo posted on eHarmony you are eight
times more likely to get a response.
It will take time to find yourself in the right career space.
Work on something you care deeply about.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1651
5 Must-Haves of an Entrepreneurial Career 23
Put your plan into action now.
Take charge of your career.
Really good jobs wont come to you. You are going to have
to go out and get them.
Find yourself in a customer facing job.
Now is the time. Dont wait. It doesnt get easier.
If youre still in school work for someone great.
One of the best questions to ask is what happened to the
people who had this job before me?
There is an enormous amount of good fortune you need to
have in your entrepreneurial career.
An Entrepreneurial
Perspective on the Life
Sciences Industry
Date: 2007-02-21
Speaker: G. Steven Burrill (Burrill & Co.)
Link: Entrepreneurial Thought Leaders
People need an accountant that can think in their language
that thinks in context of the business problems their com-
pany has.
Follow your passion.
Understand the industry youre involved with.
Give it away for free in year one.
You have to free up time to create capacity to do what you
want to do.
The customer will decide whether or not you will suc-
ceed.
Life sciences is an industry where you have to raise capital
that will last a decade before you get your first customer.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1652
An Entrepreneurial Perspective on the Life Sciences Industry 25
Understand the capital markets. Understand the source of
capital as an agenda.
A regulatory agency will be between you and a customer.
New products in health care increase the cost to the system.
They treat something that was previously untreatable.
You can get science anywhere in the world.
Capital is global.
Differentiate information from insight.
Constantly challenge yourself to generate knowledge.
What are the markets of tomorrow?
Recognize opportunities.
You never know who may be important to you.
20% of GDP is spent on healthcare.
Healthcare market will be $4 trillion in 2015 in the U.S.
Short big pharma and buy biotech.
Understand the marketplace.
Youll never succeed if you dont dominate the marketplace.
Financing dictates strategy.
People fail in business because they fail tactically.
The Role of
Entrepreneurship in
Solving World Problems
Date: 2007-02-28
Speaker: Tom Byers, Kavita Ramdas, Paul Yock, John
Hennessy, Brook Byers, Jeff Koseff, Chip Blacker, KR
Sridhar (eWeek Panel Discussion)
Link: Entrepreneurial Thought Leaders
There are no boundaries.
Half a million people die each year from regular flu.
A lot of technologies we need are already being developed.
Inequality, like disease, has no national boundaries.
Energy is a public policy issue.
There is one radio station in North Korea.
Teams work better than individuals.
Entrepreneurship is not uniquely American. Regulatory
policy does reward it however.
Public service is part of our obligation.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1653
The Role of Entrepreneurship in Solving World Problems 27
Learn one language that is not English. Be fluent in it.
Interdisciplinary education. Understand more than one
thing well.
Learn to deal with uncertainty.
There are reasons governments function the way they do.
Do lifecycle cost analysis of a project before beginning.
Its Your Ship: Lessons in
Leadership
Date: 2007-04-11
Speaker: William Perry (Former Sec. of Defense)
Link: Entrepreneurial Thought Leaders
If you think of all decisions in the terms of Its your ship
then youll make the right decision.
Innovate.
Manage by walking around.
Treat employees as stakeholders.
Liability of leadership is when you are a leader in one field
you cant take advantage of a new field.
Take care of your troops and they will take care of you.
It is not only your ship. It is your planet.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1677
Phases of a Startup
Date: 2007-04-18
Speaker: Mark Jung (IGN)
Link: Entrepreneurial Thought Leaders
Making mistakes is the most valuable part of the learning
experience.
Entrepreneurship is a journey.
The first stop is not your last stop.
Dont make the same mistake twice.
The biggest decision is who the team is you surround
yourself with.
Knowledge is power.
Hiding vision from the employees is not a good strategy.
Be prepared for the dark phase. Every company goes
through one.
Dont follow the standard path.
Some individuals are great doers but not great managers.
Your audience will build the brand for you.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1678
Phases of a Startup 30
There has to be a vested interest for your audience.
When you have gravity you can define market and decide
what happens.
Figure out how to leverage big partners but dont mess up
the calculation.
For everything you do to your partner the partner will do
something to you.
Honesty is your only currency.
Pendulum swings define everything inside of corporations.
The Physics of Startups
Date: 2007-04-25
Speaker: Shai Agassi (SAP AG)
Link: Entrepreneurial Thought Leaders
Recruited dad four times and fired him twice.
Book: Five Frogs on a Log
The distance between success and failure is timing.
Money is like air.
Youll sense money when you dont have it.
The only person really happy that you make a lot of money
is your private banker.
We are optimists by nature.
Dont settle for a job. Find your passion.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1684
Leadership and Choice
Date: 2007-05-02
Speaker: Carly Fiorina (Former CEO, HP)
Link: Entrepreneurial Thought Leaders
There will come a time in everybodys life where you need
to distinguish between the truly important and the merely
interesting.
Dont think about the next job.
Put all your energies into what youre doing right now.
Every situation has many limitations. Every situation has
many possibilities. The people who focus on possibilities
are the people who achieve more.
Everybody is afraid of something.
The natural momentum of any organization is to preserve
the status quo.
This is the first century in the history of humankind where
we can do anything that we choose.
Leadership is about capability, collaboration, and character.
Sometimes the most important capability you can have is
the capability to ask a question and hear an answer.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1679
Leadership and Choice 33
Customers always know what is wrong.
Income statements and balance sheets are lagging indi-
cators.
Take risks and celebrate new ideas.
People who keep learning are vibrant.
Good decisions are a result of diverse people coming to-
gether and examining every point of view in a deliberate,
rigorous process and then making a decision.
Groupthink is human nature. We naturally surround our-
selves with people like us.
Build a diverse group of people.
Character is about judgement, perspective, and ethics.
Values are what guide your behavior when no one is
looking and you dont think anyone is going to find out.
A leaders most important job is making sure everybody
understands that values matter.
No company can rest on its laurels.
The choice to lead is everything.
Because business can make a positive difference it should
make a positive difference.
The CEOs job is to balance the requirements of customers,
employees, community, and investors.
Business is about profit and products.
Leadership and Choice 34
It is in a business enlightened self interest to be a positive
participant in society and in community.
Anytime progress occurs something is left behind.
Youve got to walk the walk. Nobody cares about the talk.
Be upfront with people about what you expect.
Diversity is about winning.
The people who figure out howto unlock the most potential
are the people that are going to win.
Overcoming Adversity
and Taking Risks
Date: 2007-05-09
Speaker: Jackie Speier, Deborah Stephens (Former St
Senator)
Link: Entrepreneurial Thought Leaders
Entrepreneurs take big risks and many times they lose.
Identify the one person in your life that believes in you no
matter what.
We dont need to network. We need to build relationships.
Like the dollars but love the cause.
If the cause isnt there it is easy to give up.
Resilience is something you do. Get up and go forward
every day with hope and optimism.
Be entrepreneurs not just of widgets but of people.
There is something for each of us to do. If we do not do it
it will not get done.
Life should not be measured in milestones but in moments.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1680
Overcoming Adversity and Taking Risks 36
Success is never final and failure is never fatal.
Nobody has been truly successful without having failed.
Question the way things are as opposed to the way things
should be.
Know when to walk away from the table when youre
negotiating.
Sometimes life gives you lemons and youve got to make
lemonade.
You can choose to be a victim or a survivor.
What would you do if you knew you could not fail?
We are all afraid to fail.
LISDIN - Life is short. Do it now.
Polite women dont make history.
Create workplaces where family is not just tolerated but
embraced.
Always have a woman read your business plan.
If I had slain all my enemies today I would have no friends
tomorrow.
Adventures of a Startup
CEO: No Guts No Glory
Date: 2007-05-16
Speaker: Andrew Frame, Warren Packard (Ooma)
Link: Entrepreneurial Thought Leaders
It is very, very difficult to start a company whether it is
a large market or a small market. Why start in a small
market?
Recruiting is the most important thing you can do as an
entrepreneur.
Recruiting is a slow process.
Build for scalability.
Put together a leadership team that can scale.
If you have a leadership team that can scale you have a
company that can scale.
Youre going to have bad times.
You need to have a process if you want to develop multiple
products.
Marketing is an intellectual exercise.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1681
Adventures of a Startup CEO: No Guts No Glory 38
Find a mentor.
Entrepreneurship can sprout up absolutely anywhere in the
world.
Ideas evolve.
Put the time in and eventually good things will start to
happen.
Think about all of the ways you can innovate (beyond
technology).
Great teams make things happen.
Nobody is going to steal your idea.
There is an alignment between doing something great and
sustainable and making money.
You need to have a venture that is changing the world for
the good.
You can save a lot of time by talking to people that have
been there and done that.
You dont know where the best people are going to come
from.
Negotiations On and Off
the Field
Date: 2007-05-22
Speaker: Steve Young, Stan Christensen (Former NFL
Quarterback)
Link: Entrepreneurial Thought Leaders
Negotiation is all about people.
Over-prepare.
You want people to do great work for you. Money isnt
always the best way to pay them.
Humans tend to do the most they can with the least amount
of effort.
Never give an excuse.
People want accountability.
You will lose by not taking ultimate accountability.
People will not give in if you dont give them a soft place
to land.
Make it about them.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1739
Negotiations On and Off the Field 40
Negotiation is about managing relationships.
Hubris is very damaging.
Everybody has unique and individual needs.
Community-Based
Organizations
Date: 2007-05-23
Speaker: Mitchell Baker (Mozilla)
Link: Entrepreneurial Thought Leaders
Their vision for the Internet encompasses economic value,
social value, and civic value.
The browser is the way through which the capabilities of
the Internet become apparent to a human being.
Big open source projects often have big contributors that
have been around a long time.
Try to make a product for a usernot a developer.
User generated content can go a direction you dont want.
People are everything.
The browser is the closest thing we have for a universal
client for the Internet.
Do well and you can lead.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1683
The No Jerk Rule
Date: 2007-05-30
Speaker: Robert I. Sutton (Stanford)
Link: Entrepreneurial Thought Leaders
People tend to kiss up and kick down.
Document abuse.
We let winners get away with creating a climate of fear.
One or two assholes with lower status can be used to show
everybody else how to behave.
Yelling at people in a staff meeting at a startup is not
unusual behaviour.
If you are around a bunch of jerks the odds are youre
going to start acting like one.
Humans naturally dislike people who are different from
them.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1715
The Positive Impact of
Entrepreneurship in the
American Economy
Date: 2007-08-06
Speaker: Carl J. Schramm (Kauffman Foundation)
Link: Entrepreneurial Thought Leaders
Youll likely hold four jobs before youre thirty.
More than half of jobs in this economy are created by firms
less than five years old.
Only in America can people take risks with near immunity.
America is a nation of entrepreneurs.
Every entrepreneur is a social entrepreneur.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1760
Social Networking 3.0
Date: 2007-08-16
Speaker: Tony Perkins (AlwaysOn Panel)
Link: Entrepreneurial Thought Leaders
Everybody who is an Internet user will be participating in
social networking.
A lot of social networks evolve out of real world social
events.
The long tail gets powered by social networking.
Anything can be enhanced with social tie in.
There is going to be a social network for every interest.
It is never game over.
Continue to focus on innovation.
The game is just starting.
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1780
Thanks for Reading
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Will
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