info@imthereforyoubaby.com http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=101 Thursday, January 08, 2009 9:18:37 AM Baby Billionaire Rule #215 (with appropriate reference to my personal idol Groucho Marx) is this: Any club that would have me as a member, I don’t want to join. If it is that hard to get into, then count me out. But we all have the human nature to want to belong and to want to say yes and to be part of something private, special, limited and closed to the hoi polloi. This explains all kinds of clubs, from golf to eating – from investments to tailors and even doctors. When the door is closed, we want to get in even more than before. So, the question is: Why is it so special that I am willing to suspend disbelief – and especially in the financial world, there is the perception that “the big shots are getting a special deal, and I want some of that also. I want to be special too.” So Baby Billionaire Rule #217 is: Beware of doors that only open with a secret knock. Greenspan talks about cognition and how it impacts gullibility – and gullible acts are increased by intuition, impulsivity and non-reflective actions. It is amazing that smart people can act so dumb…..and the answer is simple -- because the decision feels good…..feelings are deceptive….smart people often suspend their skeptical faculties when their gut trumps their brains. If you are ignorant in a certain area, do not assume you can overcome that by trusting other “smarter” people. At some level, the people hurt by Madoff were culpable as well – they were greedy in a benign way – they looked at the other members of the club and they trusted. So Baby Billionaire Rule #311 is: Trust is only earned in a deeply personal way – it cannot be garnered and granted by someone else. Personality: If you are like most of us, you want to say “yes” more than you say no -- it is easier to say yes and go along for the ride – after all, what can happen --- saying no is a learned response….and in the case of your financial well-being, it is wise to practice your “unloved” quotient from time to time. So remember Baby Billionaire Rule # 210: A movie studio executive would be right 84% of the time if he said no to every film project that came across his desk --- don’t bet against the macro. Emotion: The emotion to watch out for is two fold – one is obvious and that one is greed….and here is a story I tell often. When I am offered a fabulous deal, I always wonder: why did he call me? If it were so fabulous, why did I get called? Was I his best friend, was I the first call he made, did he owe me one, do I bring something unique to the table that is important to the deal – in other words, what makes me so special that I get this opportunity and if I can’t think of at least two really good reasons – then the obvious conclusion is – why me? And so Baby Billionaire Rule #225 is: If you look in the mirror and see yourself as opposed to Brad Pitt, then pass the deal or get a new mirror. And finally the best rule of all from the Easter bunny – don’t put all your eggs in one basket. January 4, 2009 ]]> http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=100 Wednesday, November 28, 2007 3:39:38 PM http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=99 Thursday, November 01, 2007 4:00:47 PM http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=98 Tuesday, October 09, 2007 1:22:51 PM http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=97 Thursday, September 20, 2007 10:09:45 PM He has the skill sets, but….. After the two days, the technical team said that he definitely has the skill sets. So we agreed to hire him as a consultant at a salary that was higher than we pay anyone in the company. I discussed this with the technical team and the chairman of the board. This was a joint decision because we really needed his skill sets. We wrote up a consulting agreement clearly delineating his compensation and a modest stock option grant, and he sent it back with two changes. First, he broke down the compensation into an hourly wage to the penny, and he wanted the consulting agreement to terminate at the end of four months. This is clearly a very precise guy. So the questions I asked myself were: “Will this guy fit into the corporate culture of a start up where people don’t look at the clock? Should we hire him because we are so desperate for his skill sets?” Arguing with the CEO At the end of his email, he said to call him if I had any questions. I called and told him that I was a little troubled that he figured this out on an hourly basis, which led to an argument and I had to stop. Here’s a guy who has never worked for us, he’s never met me in person and he’s already arguing with the CEO. So I said I’d have to think about this, and I’d get back to him. Next, I talked with the rest of the team and concluded that this behavior doesn’t work for us and we’re moving on. So we’re still looking for a person with these skill sets and it does somewhat delay us. Don't try to fit a square peg into a round hole Building a team is the key to creating a successful start up—pick the people who will fit into the culture. The CEO’s most important job is hiring well and being the visionary and model for the culture that you want in your company. There are great players, but what wins Super Bowls are great teams. ]]> http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=96 Thursday, September 20, 2007 9:46:21 PM “Customers First” initiative. So here it is eight years later, and it would be more accurate to call this initiative “Customers Last.” Now here’s the conundrum. The airlines say that the lousy customer experiences lie beyond their control. They say the problems are due to bad weather, too many flights, and more corporate jets. But the facts are that the airlines have cut over 100,000 workers, 17% of their work force over the last six years. So how can you provide good customer service when you have an increasing number of customers and have fewer workers? At the same time, the airlines also cut flights and wages. So now they fly 80% full all the time instead of 65% which they did seven years ago-- which is why you’re sitting in the middle seat all the time. Because planes are expensive so they own less of them, and the ones that they own are flying more often and connections are closer together. So here you go. If one little thing goes wrong in Dallas at 6:30 a.m. it has a ripple effect which sends American Airlines schedule into the crapper for the next 24 hours. . This is the law of unintended consequences squared. The airlines say you want me to be profitable but unfortunately you the customer will be miserable, and there is no alternative if you have to if you’re in Detroit and need to be in Phoenix. So here’s where the entrepreneurial mind set contemplates possibilities. Will people pay for better service, newer planes, better customer assistance at the gates, and shorter lines and I believe the answer is YES. Look at Jet Blue and at the high end, Eos and Virgin. Except that they too are subject to same weather and the same air traffic controllers and so some things are out of their control. The problem is that the lousy airlines are not penalized because the consumer says “Hey, I’m trapped. What’s the difference?” And if the airlines add more planes to have better customer service that creates more traffic which leads to more delays. So what we see is the following: The system is broken but there is absolutely no incentive to fix it. It’s not like if you build a better mouse trap they will come. The mice are coming through the line and taking off their belts and their shoes. The mice have no choice. It doesn’t matter what kind of mouse trap you have. This is an opportunity for the entrepreneurial spirit. There must be a better way, and for our sakes, I hope that he or she finds it. ]]> http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=95 Tuesday, September 11, 2007 12:14:47 PM http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=94 Friday, August 17, 2007 12:34:33 AM in what order they are needed. What is most important in a conversation is to keep the participants on point and to figure out a decision tree....what needs to happen first, then second, etc. And then, of course, the discussion includes “if this, then that....if this doesn’t happen, then…” Sounds simple, but I suggest that it is not. I am in a hurry – and I want all my troops to be in a hurry also. I think time matters deeply. Now this can express itself in less than charming ways at times.....for example, I have a tendency to honk my horn when people in front of me in the car are either too slow or too stupid. Honking in California can get you shot at – and I know this, but my wiring is such that I am in a hurry to get where I am going. While I am not proud of this behavior on the road (and I have modified it) – I do think that figuratively honking in your business is a good characteristic. A honk is a polite way of saying -- let’s go, get focused, get in the game. So that leads to Baby Billionaire Rule # 288 – if you honk on the freeways of southern California, you stand a good chance of getting killed…if you don’t honk at the slow drivers in your company, you also stand a good chance of getting killed. My view is this – honk early and honk often – just don’t do it behind a large truck on the freeway with a gun rack in the window. ]]> http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=93 Wednesday, August 08, 2007 4:43:43 PM Work hard, take risks, maybe build your own business. That's the traditional route to financial success. Of course, there's another highly traditional path to acquiring wealth that isn't talked about quite as much these days: Marry money. Real money. As in not a mere millionaire (a dime a dozen these days) but an honest-to-goodness billionaire - make that 10 figures after the dollar sign, please. Pleeese. How can a mainstream financial help magazine promote this kind of sexist crap? It goes on to suggest the following rules for snagging Mr. Moneybags: Drive a Lexus or a Prius, hang out where billionaires congregate -- ski chalets, private clubs, their yachts (of course, you can’t get to those places, but Money Magazine appears clueless about that) -- read Art News and the Chronicle of Philanthropy. Even better, read Alpha, the magazine for hedge fund managers. It goes on -- study the obituaries…look for prominent heirs left behind. Get a personal trainer or make friends with a golf pro (this is absolutely insane). And lastly, it says, you need to dress the part. You need a Kelly bag, Christian Louboutin pumps and a Blackberry Pearl. If you happen to have an MBA from an Ivy school it helps…but I think Harvard MBA women have a goal to become billionaires themselves, not marrying them. Lastly, it tells the searcher to go to lots of charity events... I guess that means either pay the fee to go or work the room as a hooker. It also says Google is the gold diggers best friend. I hate this – I HATE this….. It totally undermines smart women who can make it on their own. It plays to the silicone bimbo, and I don’t think guys who are in the “multi-multi” category are as dumb as they look. Do you think rich men ever consider – even for a moment – that the woman sidled up to them at the bar might just be thinking about money first and their charming, witty personalities second? How dumb do you think these billionaires are? It goes on – you can hire a professional to search out your prey. Join Millionaires Club123.com and Patti Stanger will charge women clients nothing. On the other hand, men pay up to $150,000 to find suitable women. They point out that there are 964 billionaires in the entire world and that most of them are married. My suspicion is that many of them got married before they became billionaires. And, if they married later, has Money Magazine never heard of a pre-nup? Further, only 38 women are on the list of billionaires. So you can see that this article is all about long legs and big tits and not about thinning hair lines and mid-gut paunches. I am a big fan of women and I believe they should be empowered. I am also a big fan of romance, love and sex. But the idea that a mainstream rag would promote this seriously – as an entrepreneurial technique for getting rich -- is a major insult to every smart, motivated, capable woman out there. So this leads to Baby Billionaire Rule # 22 --- The species known as Genus Billionairus Maleus is not as dumbus as you thinkus. So become the person you can become and along the way, if you happen to fall in love and he or she happens to have $50 or $50 million in the bank, great. And, there is the famous rule of inverse effort and pure motives…namely, if you are looking for it, you probably won’t find it. ]]> http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=92 Friday, August 03, 2007 8:04:59 AM Stanford Innovation Summit Co-presented by AlwaysOn and the Stanford Technology Ventures Program August 2, 2007 BB: OK, Neil and I know about Second Life, and our question is: Why are people willing to pay real money to buy something that only exists online? Neil: BB, The motivation for this is simple. The people doing this have never worked at a job that pays money. These must be trust fund babies for whom money has no value beyond the acquisition of chatchaks. I mean if you can be absolutely sure that no one who works at Wal-Mart or Macy’s – you know regular people-- none of them are on Second Life buying virtual crap. They are living in a real life trying to feed their families with real food paid for by real money earned by spending real hours at a real job. BB, your birthday present is a 12 carat diamond ring. Unfortunately you have to go to Second Life to get it, and then you can put it on your virtual fingers. BB: Neil—I’ll see you in divorce court in real life. Seriously, we realize that virtual worlds are becoming a big business. Philip Rosedale, the founder of Second Life, told the Stanford Innovation Summit audience that sales of virtual products are running $30 million a month. Most of these revenues are being generated by individual entrepreneurs who set up stores on Second Life. And of course since no one has to actually manufacture anything, the gross margins are 100 percent. How will these virtual communities generate revenues in the long-term? Rosedale and a terrific panel suggested the following ways: • Taxes on product sales from individual stores—We guess that you can’t escape taxes even in a Virtual World. • Fees charged to companies and other large groups that want to hold virtual meetings—An executive from IBM said that holding meetings in a virtual world is much more interesting than a regular conference call. • Dollars from their own products—Think Second Life tee shirts, hats, mouse pads, etc. Right now, I’m thinking about designing my Avatar on Second Life—Should she look like Michelle Pfeiffer or Susan Sarandon? ]]> http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=91 Friday, August 03, 2007 7:59:18 AM Stanford Innovation Summit -- which is a 2-day event where approximately 100 start-up companies (each with 3-4 people in tow) rub shoulders with and beg for money from another 50 - 75 venture capital / angel investors. Then, to round out the group, there are another 50 from the media and another 150 “wanna-be”, could have been, once were and now aren't, etc. All in all, about 1000 people descended on the Alumni Center at Stanford where "Always On" staged this conference. Lots of it was interesting...attendees included Second Life, virtual worlds, new media, old media trying to be new media and social networking galore. As for being “LinkedIn” or linked together or linked at all, I gotta tell you…for me personally, I have no interest in having that many friends. I do not want to share with them my opinions about the movie last night or the restaurant two nights ago or anything else about my sex life, my family life, my work life. But then, I am 58 years old and in new media dog years that makes me 1247 -- about the same as Methuselah...... Remember, there are people who spend real American dollars buying virtual crap on Second Life that does not exist. I DEFINITELY want some of that. There was one panel that was bone crushing. It was called "VC's - are you happy?" It was staggering in terms of the clarity of numbers. In the hall, there were 100 companies, 92% of which were in some kind of media--mobile media on the cell phone, social media on the network, mixed media in the virtual worlds--and what the VC's were telling the crowd was this: 1. It will not be easy to get an exit. If you think you will build it and flip it for a quick $20M profit in less than 12 months, you are crazy. Only a very few will get funded by a top tier VC. 2. Cut your burn rate. Financings will be few and far between, and the VC will take more than a few pounds of flesh. 3. There cannot be 100 winners. It’s like musical chairs, not everyone in the hall gets to sit down. I looked around at all the young, eager, bright and brilliant faces, and what I could see was this-- they were nodding, they “got” the message, but they were absolutely sure that the VC's on the podium were talking about THE OTHER GUY. They were going to make it -- it was the other 99 in the room that were going to be dead meat. 4. The numbers are terrible. The only ones getting rich are the VC's and Rupert Murdoch....the limited partners are getting single digit returns, and on top of all that, the top 10 VC firms account for over 50% of all venture capital profit. In other words, it is Benchmark and Kleiner that make money and the other 239 firms in the valley live off fees and hang on. 5. How many social networking sites does the world really need? How many applications do you need on your phone? Are you going to watch a full-length movie on your cell phone? 6. At the end of the day, the VC's were happy. Some were into clean tech -- the new hot space -- a few recently had big exits and were thinking about upgrading to a G-5 citation, and for the rest, the fees were always good. But, for the audience...they were reminded to cut the burn rate, have a business model that makes money, don't think You Tube will happen twice in one decade, and be paranoid. I will bet you that all of them went to the cocktail party that night still convinced that the world of Silicon Valley would always be the Promised Land, that milk and honey would follow close behind all those bits and bytes, and they would be rewarded for their brilliance…in fact, just being brilliant was enough. They had “buzz” and somehow they could hook up, post a video, link with a friend in a virtual world, and tell them how the deal would have worked if only ---------------- ]]> http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=90 Thursday, August 02, 2007 10:16:03 PM Stanford Innovation Summit August 2, 2007 Co-presented by AlwaysOn and the Stanford Technology Ventures Program Silicon Valley is back. At the Stanford Innovation Summit, we were amazed to see 1,000-plus entrepreneurs, technologists, venture capitalists, bankers, attorneys and others who were assembled to talk about the latest developments in digital media. The room was full of energy, intensity, and lots of conversations about money. We know how hard it is to build and grow a successful technology company, and venture capitalists often say that the odds are only one in 10 of hitting it big. Each entrepreneur has to believe that he or she can be that one in 10 and that optimism is what fuels innovation and new industries. We were particularly impressed with venture capitalist Joe Schoendorf, a member of our age group and a partner with Accel Partners, one of the most respected VC firms in Silicon Valley. Joe has been in Silicon Valley for 40 years so he has seen and survived several booms and busts. He talked about “The Global Shift: Everything is Changing.” His key message: The amount of disruption taking place now is unprecedented. The big companies of today will go away and will be replaced by new ones that we haven’t yet heard of. As an example, he cited the computer industry. Twenty years ago, IBM and DEC (how many of you remember that name?) were the market leaders. Today, IBM has transformed itself into a services company, and the computer industry leaders are Dell and Hewlett-Packard. For those of you in technology, get used to moving even faster. “Fundamental change is increasing at an increasing rate. Moore’s Law is not going away,” Schoendorf said, referring to Gordon Moore’s famous theory which refers to the rapidly continuing growth in the power of computing. Some statistics that got our attention: • Today’s college graduate will have 10-14 jobs by the time that he or she is 38. • One out of 8 couples who married in 2006 met online. • China is the #1 English speaking country inn the world • It took two decades to sell the 1st billion cell phones, then only 1,400 days to sell the next billion and about 1,000 to sell the 3rd billion. ]]> http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=89 Wednesday, July 25, 2007 4:04:25 PM http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=88 Thursday, July 19, 2007 4:22:03 PM http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=87 Tuesday, July 03, 2007 3:29:31 PM http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=86 Wednesday, June 27, 2007 4:29:40 PM http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=85 Tuesday, June 26, 2007 12:30:23 PM Technorati Profile ]]> http://www.imthereforyoubaby.com/blogs/PostDetails.aspx?PostId=84 Wednesday, June 20, 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