Wednesday, January 09, 2008

Some humor for a Wednesday


Some humor for a cold and windy Wednesday morning by the sea, I have a lot going on at present and am juggling a few mental balls, I need to get back in to the groove of moving forward, and this project is a struggle at present. So I have found some humor and here it is, I saw this post on http://foundread.com/ it is some serious humor wrt the VC's , I wonder if any of my friends can pick out the Scottish Enterprise Chiefs amongst this lot, so to the post:




1) Mr. Armchair. He’s a Friday afternoon Chairman. He knows exactly what he’d do as board member of facebook, Google, MySpace.,YouTube. Too bad his portfolio company’s don’t get the same enthusiastic coverage.
2) Mr. One-Hit-Wonder. Yes he sold Postage.com for $200 million (and kept $15 million) so if you wanna hear war stories from the ’90s, take this GSB alum’s money.
3) Mr. Spray-n-Pray. He cites being founding CEO as his Operations experience. (Translation: He was a interim CEO for his last venture firm before company/portfolio implosion and subsequent fund implosion. His fund is a catch-all and he tries to participate in every Sequoia backed deal.
4) Mr. Revisionist Historian. Knowing Pierre Omidyar, living near him in Hawaii and investing in eBay after it went public doesn’t count for didly.
5) Mr A**!@#!-BFF all rolled up into one. He remembers to comp you tickets when your alma mater rolls into town for Stanford hoops. He’ll choke stock outta your co-founder just to up his percentage from 42.5% to 46.25%. On your board, he roasts you one quarter and sing accolades the next. He’s three times divorced and a heck of a good time to go to Vegas with.
6) Mr. Blue Blood. His IQ is double your 155. He’s 5th-generation money. He’s so far ahead of the curve that he married the trophy wife 1st (vs. other VCs whose Trophy is 2.0). His kids (age 2/4/7) can debug your DB using their PlaySchool Mac and will be smarter than you by June.
7) Mr. IRR. He’s old school and he’ll hit his rate of return goals even if he has to give birth in the first person. He goes into deals at a 45 degree entry angle. His bio doesn’t list his alma mater because the 30 companies he IPO’ed take his alloted two pages.
8) Mr. X-Product Manager. He says he’s seeking alpha, but has zero stomach for beta. Beta here, of course, meaning risk not software version. If team + market opportunity + cap table + due dilligence + angel syndicate are in perfect order, he’ll pull the trigger. Number of winners = 0, but he can pee on a parade seven ways to Sunday.
9) Mr. Regurgitator. At HBS, he did well by parroting and that talent has served him well. Once, he culled the wrong case study resulting in a buy rec on BioPay and wallah! Exit-a-mundo! He’s so lucky that in ’08 he’ll be reverse-justifying his funds success.


OK, I lied. There are 12 of them, but if I told you this, I didn’t think you’d keep reading…


10) Mr. Imitator. Read the GBS case study about a young vc getting 20% of a company for nothing (an urban myth) and has been trying to replicate it ever since.
11) Mr. Retired-on-the-Job. He’s rich but mentally checked out. Has ‘income on his cash’ & ‘carry on his fund’ even if they “discover” all 3 of the next Googles.
12) Mr. ROTJ has tracking software for houses, property, assets. One time he bought a car that he already owned. Uses duck9 sms alerts — not for credit card bills, but for which girlfriend in Austin, San Fran, New York needs ‘xoxoxox.’



The post was by Serial founder Larry Chiang, who is a frequent contributor to FoundREAD. His earlier posts include: How to Work The Room; and 8 Tips On How to Get Mentored . Larry’s current company is duck9, which offers “deep underground credit knowledge,” educating student borrowers on how to establish and maintain good credit, and endeavors to graduate them with a FICO over 750. If you want to read more about Larry and his first company, United College Marketing Services, you will find it in the Oct. 15 issue of Business Week. I must admit after reading through the list I have experienced most of these type of folk...but you would find them in any industry, I have worked with an Ex Israel Tank commander as a VC, a very interesting guy to work with, and not bad for VC as they go.



Slainte


Gordon

Tuesday, January 08, 2008

Maxims: Lose the Devils and keep the Angels.



Anybody who’s read my maxims for any length of time knows that I am a fundamentalist on pricing and abusive customer relationships. Maxims that recommend leaving the unprofitable customers for the competitors are among them. I have an ally who has actually created a business theory around these concepts: Larry Selden of Columbia University’s Graduate School of Business. What professor Selden found was there is a direct correlation between a company’s stock price and its ability to develop a profitable customer portfolio (like … duh … isn’t this basic business theory that stock valuations are related to profits?). More importantly, he has developed a theory that a company should break its customer base up into quintiles based on their profitability. The top 20%, the angels, are to be developed; the middle 60% held; and the bottom 20%, the devils, dropped. He has another view that is interesting as well: a company should not view itself as a portfolio of products, but as a portfolio of customers. Now you’re probably thinking this is not new and it isn’t. Applied has successfully executed on this strategy for decades. What is new is that it is codified at the university level and it is a nicely packaged set of ideas.


You can charge for anything.

Always charge for anything that adds value. Even, if you find yourself with a customer who finds value in excessive negotiation, CHARGE THEM. They may want to exercise their legal department, but why should you run up legal fees at the expense of other customers who are less of a headache to keep happy. It will also force them to reevaluate the cost-benefit ratio of excessive negotiation. Few legal departments see their contracts as a feature-benefit. But it is! Whenever the customer wants something custom it is normally charged for. So why not charge extra for a custom contract? They pay for it anyway, because companies with excessive contracts/negotiation invariably pay more for their tools. If they really want your product because you have differentiated it they will buy anyway or go somewhere else to find an easier victim to play with. If you haven’t differentiated your product get down to the basics: price and delivery – and get on with it efficiently.



Slainte


Gordon