A Quote by Joe Kraus

So my advice to startups in this particular category is if you’re going to put your product in beta - put your business model in beta with it. Far too often we are too product focused and not business-model focused. That’s one thing I definitely would have done differently with JotSpot.
Visionary CEOs are product- and business-model-centric and extremely customer focused.
It's extremely hard to build a company with a product that everyone loves, is free and has no business model, and then to innovate a business model. I did that with Kazaa, had half a billion downloads but that wasn't a sustainable business.
All too often, a successful new business model becomes the business model for companies not creative enough to invent their own.
Steve Jobs just made a product. He started off where a lot of people were skeptical of what he was doing, and he basically just focused on the product and making it the best he could, and really focused on what it was that these products would take into your lives.
What I tell founders is not to sweat the business model too much at first. The most important task at first is to build something people want. If you don't do that, it won't matter how clever your business model is.
What you want to do is innovate on your product and your business model, management structure is not where I would try and innovate.
Startups have finite time and resources to find product/market fit before they run out of money. Therefore startups trade off certainty for speed, adopting 'good enough decision making' and iterating and pivoting as they fail, learn, and discover their business model.
A great product will survive all abuse. Google Glass is a great product. How do I know? Every person I put it on (I did it dozens of times at 500 Startups yesterday) smiles. No other product has done that since the iPod.
Some people would argue the other side: that the business of business is business, and companies should only be focused on profits. But in today's world, I don't think corporations can only be focused on profits, because they are inextricably linked with the communities that they serve. I do not believe you can be a leader in your industry without being a leader in your community. It's a fundamental shift in how you think about business.
The networks have a particular agenda, a particular model and structure. It doesn't have anything to do with content. This is not a dis on them - they are a business model, run by business people.
Companies that acquire startups for their intellectual property, teams, or product lines are acquiring startups that are searching for a business model. If they acquire later stage companies who already have users/customers and/or a predictable revenue stream, they are acquiring companies that are executing.
If you have a strong business idea, then it is comparatively easy now to get capital. It is a positive thing that increasingly more people want to join the startup bandwagon. However, to build a successful business, focus on creating more value through the product, and direct your efforts on solving real issues. If you manage to build a sustainable product, revenue will follow. A lot of startups fail because they concentrate on incremental innovations, increasing user base, and monetisation before strengthening the core of their business.
You need to be naive enough to do things differently. No big publishing house would have allowed us to co-create a fully designed, four color business book in landscape format - because it was contrary to the publishing industry logic. However, we thought of Business Model Generation as a product, not just a book - similar to Apple products.
The thing about startups is you can make it, and if it's wrong you can remake it, and you can build a team that you want to have, a product that you want to have. You're utterly focused on your users or your customers and their needs, and trying to figure out how to meet those needs.
Life is a beta. Voltaire said that the perfect is the enemy of the good. Google lives the rule as it introduces every new product as a beta. That is Google's way to say that it trusts us to help it finish its products. It is Google's way to open up its design process to our wisdom.
I don't put Tesla in the Amazon category. They have not proved to me that, as a financial model and an economic model, it is going to work.
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