Author: jeromekatz
Article: How Getting Robbed at the Beach Inspired a Multi-Million Dollar Business
Not much on the product, but lots of platitudes on inventing. Product was pivoted based on customer feedback.
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2019 Social Media Holiday Calendar – Company.com Blog
OUTstanding listing of themes and events across the year to help businesses plan social media (and old-fashioned media) materials FAR in advance.
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How To Lose It All: 8 Startups That Went From Investor Darling To Cautionary Tale – CB Insights Research
Short stories of failures from eight VC backed firms: Pets.com, Powa Technologies, Theranos, Klout, Aereo, Beepi, Jawbone, Sprig.
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The Washington Post: When tax prep is free, you may be paying with your privacy
Shows their business model. Free tax reform for your data in return.
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High-Growth Entrepreneurship by J. David Brown, John S. Earle, Mee Jung Kim, Kyung Min Lee :: SSRN
Analyzing data on all U.S. employers in a cohort of entering firms, we document a highly skewed size distribution, such that the largest 5% account for over half of cohort employment at firm birth and more than two-thirds at firm age 7. Little of the size variation is accounted for by industry or amount of finance, but relative size is strongly persistent over time: at age 7, the probability of 20+ employees is about 40 times larger for those entering with 20+ than for those entering with one. We link administrative and survey data to study the role of founder characteristics in high growth, defined as the largest 5% of the cohort at ages 0 and 7.Female-founded firms are 50% less likely to be in this ventile at both ages, and 34% less likely when controlling for detailed demographic and human capital variables. A similar initial gap for African-Americans, however, disappears by age 7. Founder age is positively associated with high growth at entry, but the profile flattens and turns negative as the firm ages. The education profile is initially concave, with graduate degree recipients no more likely than high school graduates to found high growth firms, but the former nearly catch up to those with bachelor’s degrees by firm age 7, while the latter do not. Most other relationships of high growth with founder characteristics are highly persistent over time. Prior business ownership is strongly positively associated, and veteran experience negatively associated, with high growth. A larger founding team raises the probability of high growth, while, controlling for team size, diversity (by gender, age, race/ethnicity, or nativity) either lowers the probability or has little effect. Controlling for start-up capital raises the high-growth probability of firms founded by women, minorities, immigrants, veterans, smaller founding teams, and novice, younger, and less educated entrepreneurs. Perhaps surprisingly, female, minority, and less-educated entrepreneurs tend to choose high-growth industries, but fewer of them achieve high growth relative to their industry peers.
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Article: A Nobel Prize Winning Economist Just Shared His Framework for Making Smart Decisions, and It’s Absolutely Brilliant
How to gather facts and then use intuition. Avoid making intuitive judgments first.
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The Basics of Branding for Startups – Initialized Capital – Medium
Steps in the branding process and a model to follow (logic + emotion). Has pictures for examples. Topics: What makes someone adopt a product, How brand advances product adoption, What a brand strategy is, How it applies to your startup, How to get started, How you’ll get out what you put in
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Waterfall Technique | 1 Lead A Day
Video explaining how to target emails for people ABOVE your target to get those bosses to refer to the lower-level person you are aiming for.
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Free Challenge: How To Make A WordPress Website | LaunchParty
A site providing advice on wordpress-based website creation, along with templates and toolkits available for free downloads. Makes some good recommendations for web services.
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Lyft-Off: Zimride’s Long Road To Overnight Success | TechCrunch
Prior to creating Lyft as part of a hack-day project, the twenty-something, first-time entrepreneurs had spent five years building Zimride, a carpooling service designed to help university students share rides back home during the holidays.
At the time, Zimride was in the midst of an identity crisis. After years of selling enterprise licenses to universities and businesses, it decided to go after the consumer market and opened its platform for anyone to book a carpool. But consumer adoption was slow. Despite a number of failed experiments aimed at juicing growth, Zimride was having a hard time acquiring and retaining new users. So the team decided it was time to enable them to book rides on the go.
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Jerome Katz's Entrepreneurship Blog 