When I moved to San Francisco last Fall, I committed to not hanging out.
Fast forward a few months, we discovered an ecommerce plugin called Notify. It helped increase online sales by showing recent purchases, in real-time, to website visitors. We loved it.
This March we bought Notify and drafted a plan to grow it. Today, that plan goes live.
I’m proud to introduce my latest project, Fomo.
In one line of code, Fomo turns customer interactions into instant marketing material. Syncing with everything from email signups to ticket sales, it’s the online equivalent of a busy store.
With over 2,500 paying customers already, we think we’re up to something special.
To keep in the loop on all things Fomo, check out our new blog. We’ll be writing about startups, the future of marketing technology, and of course, the power of social proof.
Women who “can’t break into tech because they’re women” are right.
Are the male, pale and Yale types keeping them down?
Robert Kiyosaki teaches us that poor people say “I can’t afford that” while the rich ask “How can I afford that?”
This sentiment transcends money, of course, and represents the difference between a growth mindset and the victim mindset.
When you believe success is dictated by innate circumstance, it is. But when you write your own song… well, you don’t need permission to sing along.
The classic startup marketplace exists to do one thing — Eliminate The Middlemen.
Travel agents, real estate brokers… really all the brokers. They’re going down, c/o startups.
But as brokers become increasingly aware of our plans, how do we proceed?
Here’s how setting up a marketplace used to work:
- Free and open communication between buyers and sellers
- Start charging the top sellers
- Charge everyone
Here’s how setting up a marketplace will work in the future:
- Build tools for brokers
- Controlled communication between buyers and brokers
- Onboard sellers
- Charge everyone
Brokerages go away between 2 and 3. Nowadays, we just have to empower them first.
1. You give the realtor, for example, an easy way to list his properties online.
2. XYZ website shares the realtors’ listings with their audience.
3. When an XYZ customer connects with the broker about a specific property, XYZ website lets the property management company know they were responsible for the deal, not the realtor.
Are you empowering your victims?
“The same 26 letters can tell any story in the world.”
As creators, it’s tempting to use fancy lexicons. Why are we paid so well, if not to create?
These days, however, fancy is the new normal. Even failing companies work at offices with unlimited beer.
So how do we become remarkable?
First, delineate the stakeholders reading your copy:
- Non customers
Customers love you, at least a bit, because they’re paying you. Fancy jargon is OK, because like the fancy restaurant, “you’re paying for the atmosphere.”
Non customers, on the other hand, are unimpressed. They don’t understand where you get off with your pricing, your logo, your tweets. They don’t enjoy the full-screen video that pops up on your home page without warning, activating their speakers in a previously quiet cubicle.
Non customers are just looking for the truth. This is why I tell every startup I work with to be clever with your customers and clear with your prospects.
When the cow’s in the barn, you can brand it. Approach it with a hot iron in the field? It runs.
Last month I attended the inaugural Shoptalk conference in Las Vegas, a 3-day blitz featuring 250 speakers and 3,000 executives from tech and retail.
It was a Valley / No-Valley mash-up with representation from Google to Neiman Marcus, Amazon to burgeoning startups, and finally, curious investors.
Among the ~dozen panels and keynotes I attended, the common theme was a shared fear of Amazon.
Of course, one can’t even think about e-commerce without the obligatory Bezos Nod. But it bums me out that a zero-asset dollar store, pricing intelligence API, and countless other companies are kept up at night by the creators of the Fire Phone.
So while every retail startup is concerned about Amazon entering their space, or frightened to death of entering Amazon’s space, I offer another viewpoint:
The Amazon Killer will be Amazon
This is almost classic Christensen thinking.
Without plagiarizing a wise man, huge businesses fail because they a) get trapped in serving their biggest customers and b) can’t afford to serve up-and-coming markets.
But in startups, this is exactly what we do. We approach underserved, over-served, inefficient, and even efficient markets offering what we believe are better solutions to existing problems. Heck, we create solutions for problems that don’t even exist yet. Startups are awesome!
And this brings us to the bottom line:
Of course Amazon could enter your space.
Of course they have better engineers and more marketing budget.
But time has demonstrated over and again that when companies reach a peculiar size, they don’t explode, they implode.