July 18, 2014 at 4:30pm
Reblogged from pawelchudzinski

Valuation of Marketplace Businesses


If you are interested in marketplace businesses, you might want to check out this presentation by Torch Partners. It has a lot of data on how leading public and private marketplaces are valued as well as provides overviews of key more advanced marketplace sectors, like commerce, food, transportation or home services. It is a quick read, certainly interesting for everyone keen on learning more about this very powerful business model.

March 14, 2014 at 3:26pm

Nuta na dziś.

(Source: Spotify)

February 19, 2014 at 11:54am
Reblogged from entrepreneurialquotes

February 18, 2014 at 10:21am

Playlist for today.

(Source: Spotify)

February 12, 2014 at 7:24pm
Reblogged from perferik

This. This is what I’ve been waiting for.



This. This is what I’ve been waiting for.



February 6, 2014 at 8:16am
Reblogged from explore-blog

The most valuable skill of a successful entrepreneur … isn’t “vision” or “passion” or a steadfast insistence on destroying every barrier between yourself and some prize you’re obsessed with. Rather, it’s the ability to adopt an unconventional approach to learning: an improvisational flexibility not merely about which route to take towards some predetermined objective, but also a willingness to change the destination itself. This is a flexibility that might be squelched by rigid focus on any one goal.

— The surprising psychology of how sticking to plans actually hinders success and happiness (via explore-blog)

That’s right!

August 24, 2013 at 10:28pm
Reblogged from meganq

Always a good idea.


Always a good idea.

(via parislemon)

October 8, 2009 at 9:28am

When we were building Flickr, we worked very hard. We worked all waking hours, we didn’t stop. My Hunch cofounder Chris Dixon and I were talking about how hard we worked on our first startups, his being Site Advisor, acquired by McAfee — 14-18 hours a day. We agreed that a lot of what we then considered “working hard” was actually “freaking out”. Freaking out included panicking, working on things just to be working on something, not knowing what we were doing, fearing failure, worrying about things we needn’t have worried about, thinking about fund raising rather than product building, building too many features, getting distracted by competitors, being at the office since just being there seemed productive even if it wasn’t — and other time-consuming activities. This time around we have eliminated a lot of freaking out time. We seem to be working less hard this time, even making it home in time for dinner.


September 24, 2009 at 10:35am

The microprocessor would be useless to engineers without documentation. Peddle recalls, “We were coming down to launching, and my buddy [Petr Sehnal] kept telling me, ‘Chuck, you’ve got to go write these manuals.’ I kept saying, ‘Yeah, I’ll get around to it.’” Peddle did not get around to it.

With Wescon rapidly approaching, and no manual in sight, Sehnal approached John Pavinen and told him, “He’s not doing it.”

"John Pavinen walked into my office with a security guard, and he walked me out of the building," recalls Peddle.

According to Peddle, Pavinen gave him explicit instructions. “The only person you’re allowed to talk to in our company is your secretary, who you can dictate stuff to,” Pavinen told him. “You can’t come back to work until you finish the two manuals.”

Peddle accepted the situation with humility. “I wrote them under duress,” he says. Weeks later, Peddle emerged from his exile with his task completed. The 6502 would have manuals for Wescon.

— On the Edge. The spectacular Rise and Fall of COMMODORE.

August 21, 2009 at 11:01am

She told me, “Oh, no, Daddy, you don’t understand. You don’t come to Harvard to study. You come to Harvard to get to know the right people.” That’s exactly the secret of her success, of course. That’s why she can run these meetings. She knows everybody by sight, and that’s not trivial. She really is interested in all those 500 conference people as individuals. It’s also why she’s good in the venture-capital business. She says, “To know whether a venture is worth supporting, you have to get to know the people - everything else is secondary.” She’s more interested in the people than in the technology - that’s always been true.