A Quote by Evan Spiegel
The social marketing teams of big companies will always figure out a way to advertise on Snapchat. I'd like to create a space for people who have a lot of talent but not a lot of reach.
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I'd like to create a space for people who have a lot of talent but not a lot of reach.
I'm late, right? I'm always late to every social media thing. I noticed my friends all did Snapchat, and, like, a lot of celebrities, so I was like, 'Oh OK... Maybe I need to get Snapchat.'
The Trump people make it extremely hard to figure out what's going on with their businesses, so we've done things like try to figure out all the people, the charities who rented out ballrooms and hotel rooms, all the NBA teams that stay at his hotels, people that pay him a lot of money and have other choices.
The reality is the world is a really, really big place, and there's a lot of people running around with a lot on their mind. And you really have to figure out how to build a company that can put on a message that can actually reach people and have an impact globally.
I see "demand creation" as a 20th-century construct that's bound up with advertising. It's an outmoded view of marketing that says, "First, we build a product or service, then we advertise it into people's lives." Embedded this view is the belief that companies control brands. This is a myth. My message all along has been that brands are actually created by customers, not companies. Companies only provide the raw materials - the products, messaging, behaviors - that people use these to create brands.
I know people say I could be the next big pay-per-view star. They say that about a lot of fighters. To reach that, it takes a lot. Not just fighting skills, but marketing, good promotion.
When people talk about fake news, you know, a lot of folks just roll their eyes, like 'Oh, you know, whatever; people will figure it out.' The truth is, they don't always figure it out.
A lot of people like the idea of companies being socially involved in their community, but if you want big companies to get involved in social issues, what makes you think they're going to come down on your side?
I think there's a lot of talent in the Big 12. I think there's a lot of good football teams. It's tough to play in the Big 12.
If we didn't have Net neutrality, carriers could do things like penalize companies that use a lot of bandwidth or create high-speed lanes and charge Internet companies extra fees to send their stuff over them. That would give an advantage to big companies and make life harder for startups.
Growing up in a house with six brothers and sisters is a lot like being on a tour bus. There's not a whole lot of private space, so you figure out how to make it work.
One thing the humanitarian world doesn't do well is marketing. As a journalist, I get pitched every day by companies that have new products. Meanwhile, you have issues like clean water, literacy for girls, female empowerment. People flinch at the idea of marketing these because marketing sounds like something only companies do.
If you look at our original business model with the verticalized law firm, a lot of these companies that have this kind of full stack model are not going to survive. A lot of these companies, Atrium included, did not figure out how to make a dent in operational efficiency.
Baidu and Google are great companies, but there are a lot of things you can do outside them. Just as electricity and the Internet transformed the world, I think the rise of modern A.I. technology will create a lot of opportunities both for new startups and for incumbent companies to transform.
Today, we're struggling a lot, both men and women, with finding out what we're supposed to be. Like when you go on a first date, I always find it incredibly difficult to figure out whether I should reach for the check or not. I don't want to presume anything, but I don't want to be a ball-buster. A lot of rules are thrown up into the air and I think that maybe more than anything, we're confused.
If there's a big problem and you've got the right people with you, usually the answer emerges and you do what's the obvious thing to do. I don't think of myself as some great manager or great leader. I've been very lucky to be in the positions that I've been in. I meet a lot of people and I've grown a lot of companies, and I meet a lot of CEOs at big enterprises. I'm always so surprised at how much they seem to know. It doesn't always seem to be correlated to how well they actually do.
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