मुंबईतील प्रसिद्ध किताबखाना ला लागलेली आग आपल्या सर्वांच्या मनाला चटका लावणारी होती. त्या आगीत सुमारे 95 लाख किमतीच्या 45,000 पुस्तकांचं नुकसान झालं. एकूण नुकसान दोन कोटींच्या घरात गेलं. तरीही किताबखाना पुन्हा सुरू करण्याचं स्वप्न आहे समीर आणि अमृता सोमैया यांचं.
#Thread

Most software founders, particularly in B2B, need to get radically better at sales. @Steli , who is the best person for explaining the scrappy stages in the beginning and then building out a team with scripts and processes, wrote a guide to:

For technical founders it is irrationally, obscenely hard to reverse years of programming (ba dum bum) that sales is a value-destroying activity. Sales is CLEARLY a value-creating activity, contingent on you have a value-creating product.

The world will not drop what they are doing to adopt your work. This is particularly true in B2B, where simply building a better mousetrap won't overcome the activation energy required to get people with additional non-mice problems to prioritize changing mousetraps today.

This is very non-obvious for founders because founders are not often people who *want* to be sold to. We often come from a background where trying out tools is a bit of a fun hobby. We like looking at all the options, making charts, and ripping out partially complete tests.

"This week I unsuccessfully trialed four software options for automating that thing that has been killing us. Our actual production process remains the same as last week. Don't worry; this was a great use of time." is not a thing you want to write in a progress report to manager.

1/ new essay: What's next for marketplace startups? Reinventing the $10 trillion service economy, that's what. Co-authored with @ljin18 https://t.co/fgKbrHTnH5. A short thread 👇

2/ Marketplace startups have done incredibly well over the first few decades of the internet, reinventing the way we shop for goods, but have been less successful services. It's bc services are complex, subjective, fragmented, and often in real life. Makes it hard

3/ There's been 4 major eras at making the service economy work online. The Listings Era, the unbundled Craiglist era, the Uber for X era, and the Managed Marketplace era

4/ Each era has added more value than the last, and utilized technology innovations, from internet to social / "read/write web" to mobile. The "Unbundling Craigslist" era was particularly epic at generating startup ideas

5/ The problem is, all the low-hanging fruit has been picked off. The techniques that got us to here won't get us to the next phase. So we have to do some pretty different things. That's why "Managed Marketplaces" have been a big deal - hire folks as W-2s, certify quality, etc.

ADI SHANKAR AND SRI TOTAKACHARYA

Adi Shankaracharya chose his disciple Totakacharya to be the first head of the Math at Joshimath.
The Narsingh Mandir (Mandir of Sri Narasimha) in Joshimath is one of the 108 Divyadesams and also the home of Badrinath during the winter months.

Totakacharya was earlier a boy named ‘Giri’ and a devout disciple of Adi Shankaracharya. Unlike others, he was not known to be an expert in Shastras but his dedication to his Guru was complete and he used to listen to His discourses with utmost faith and devotion.
@SriRamya21

One morning as Adi Shankara and his disciples were getting ready for the discourse, Giri was delayed. The other disciples urged their Guru to commence the lesson on Bramhsutra Bhashya telling him that Giri would anyway not be able to comprehend its deep meaning.
@RajeAiyer

Adi Shankar responded “नायमात्मा प्रवचनेन लभ्यो न मेधया” – Atman cannot be attained through discourses or mere intellect.
He,then, awakened the supreme knowledge in Giri.
Giri spontaneously composed: श्री शङ्करदेशिकाष्टकम् extolling his Guru’s grace.

Adi Shankaracharya granted sanyasa to Giri and gave him the name Totakacharya.
The story of how Giri became Totakacharya is a great example of the importance of faith and devotion in your Guru and not the mere knowledge of the Shastras.
@DetheEsha

In 1937, a trucker got frustrated waiting for his cargo to be unloaded. He later sold his company for $1.1 billion.

Here’s the story of how Malcom McLean made a billion dollars and which startup could be following in his footsteps. (Inspired by our episode with @laurabehrenswu)

In the early 1950s, the shipping industry was a dying business.

New York’s docks were handling half as much domestic cargo in the early 1950s as they had been in the depressed 1930s.

In thirty years, no one had invested significant money in coastal shipping.

Why?

As McLean found out, loading ships was difficult and slow.

A truck or train would deliver items to the port. Each item was unloaded separately, recorded, and carried to storage.

When a ship was ready, each item was taken from storage, counted again, and hauled on-board.

The cost of this labor was significant. As one expert at the time explained:

“A four-thousand-mile voyage for a shipment might consume 50 percent of its costs in covering just the two ten-mile movements through two ports.”

Yet, despite the industry’s issues, it felt little pressure to change.

Foreigners were barred from operating domestically. Cartels ran international routes. And gov. subsidies eased the pain of labor costs.

Reshaping the industry needed an outsider.

Enter Malcolm McLean.