Posted on April 12, 2016
Artificial Intelligence is all too often associated only with futuristic technologies seen in movies or in the news. Yet what many people don’t realize is that technology disruptions have already been influencing our daily lives for more than a decade!
News on Artificial Intelligence and Cognitive Technologies now surrounds us on a daily basis – making these topics more accessible, and not just for the techies among us.
What is A.I. really about?
Artificial Intelligence is the theory and development of computer systems that normally require human intelligence. These days A.I. is also a buzz word that contains any technology achieving intelligent systems. ‘Cognitive’ technologies – designed to simulate human thought – are organized into Cognitive Systems. They make use of Machine Learning and Natural Language Processing to enable humans to interact more naturally with machines, with the aim of enhancing and scaling human expertise.
The simulation of human thought processes has been implemented in a variety of consumer and business applications that millions – even billions – of people are using on a daily basis. Consider these examples:
- Search engines like Google analyze user behavior to suggest potentially relevant information;
- E-commerce stores like Amazon recommend potentially interesting products to customers;
- Social networks like Facebook suggest friends we might want to add;
- Apple’s Siri uses Natural Language Processing and Speech Recognition to convert speech into text and make sense of what the user is saying;
- Even in the medical field, IBM Watson is already seen as one of the world’s best diagnosticians by using machine learning and computer vision, among others technologies.
These days, also startups are using a variety of cognitive technologies like machine learning or speech recognition to offer us, as their target audience, a new set of services. Magic and Operator are two startups that are able to deliver a new user experience by interacting with their users through a single messaging screen, giving users the feeling of engaging with a personal assistant rather than just a ‘regular’ app. Add: Just have a look at Watson’s Application Starter Kit for a Conversational Agent, or Facebook’s announcement on the launch of a bot platform for its Messenger.
The big technology companies like IBM or Facebook offer infrastructure software and hardware as a service. Also startups like PredictionIO (acquired by Salesforce), Diffbot, Nervana, or Fuzzy enable others to make use of this game-changing technology to offer a completely new experience of products and services to users and customers.
The technology has sky rocketed in the past 2 years. Why?
The short answer to this question: humans are limited in the amount of information they can process. And there is a tremendous of information, or data, out there, from emails, photos and videos to posts in various social networks, documents, etc.
While data creation is nothing new, an impressive 90% of the world’s data has been created in the past 2 years alone! Domo, a BI and data visualization company, analyzed that every minute 350,000 tweets are sent, more than 4.2 million posts are liked and 300 hours of videos are uploaded. In this way, we create 2.5 quintillion bytes of data every single day. Today, companies like Facebook have already collected more than 1,000 terabyte of data. This is the equivalent of 1,048,576,000 MB or – to add a bit of nostalgia – 728,177,777 of those good, old Floppy Disks.
Not only does this generate massive amounts of data, but also 80% of this is unstructured and therefore practically unusable for humans. Examples of unstructured data include scientific data (atmospheric data), photos and videos (from traffic and surveillance cameras), company data (documents, emails and logs), and social media data (from platforms like Twitter, YouTube, Flickr).
In order to analyze and make predictions, information must be screened for patterns and anomalies. Cognitive Systems using technologies like Machine Learning and Natural Language Processing are highly capable of screening this information, analyzing it, and putting it into context. This requires computing systems that are not only able to simulate human thought processes, but also to learn independently. That way cognitive technologies can enhance and scale human expertise leading to greater advancements in human history than ever before.
The future is in our hands, isn’t it?
We are currently at the beginning of a revolution. Some call it the robot revolution – following the industrial revolution in the 19th century and the information revolution in the 21st century. Revolutions are typically a sign of big advancements in human history that offer exciting opportunities, but are also typically accompanied by anxiety and skepticism.
Apprehension is understandable when looking at the number of articles about robots and military applications that predict machines – often malicious to mankind – taking over the world. Movies like The Terminator (as an Austrian I am obliged to mention this one) or The Matrix show us a dark future, although always with a happy ending, thanks to Hollywood. In comparison, movies like Back to the Future look into a far brighter future, where technology is used to make life more fun and healthier, teaching us to take the outcome into our own hands. One great advantage of the revolution of today is the Internet enabling us to inform and educate ourselves, communicate with others instantly, and actively take part in such a disruptive time.
One thing that this revolution has in common with its predecessors is the fact that every revolution has an immense impact on our societal systems and ethical principles. If we are not aware of this technology’s impact and do not participate proactively in the coming years to develop it in the right direction, we won’t be able to ensure the kind of future we want for our children.
In the past months, famous technologists like Elon Musk, Stephan Hawking or Bill Gates have set up organizations and projects like the Future of Life Institute and OpenAI, making sure that these technology advancements will help shape our world for the better.
Finishing up with the words of Thomas Watson Jr.:
“Our machines should be nothing more than tools for extending the powers of the human beings who use them.”
Posted on January 15, 2016
Premature scaling is the #1 cause of failure among startups.
I love the enthusiasm founders have for their startups and I totally understand that each of them is eager to grow the hell out of it in order to become successful. But that more and more startups are talking about scaling as an all-encompassing success strategy is really alarming! Why? Since roughly 90% of startups aren’t ready. In most cases there simply isn’t anything there to scale. What’s more, most startups will never reach the stage where they can actually scale. Startup Genome found that 70% of all startups scale prematurely and that 74% of those scaling are failing! So why the hell is it that startups are always talking about scaling??
Let’s take a closer look at the problem of scaling with an example:
A mobile B2B startup raises EUR 500k in seed capital after hitting early traction, an MVP. Now in the venture game, the startup focuses on sales and therefore hires sales people to grow its funnel and spends money on PR campaigns and paid acquisition.
There is little focus on product development or on the business model, so the revenue it should be generating doesn’t flow in. The startup doesn’t fully understand the needs of its customers and has found a distribution, but not one that can actually be scaled.
So, the customer is not satisfied with the product, development cycles increase, the hired sales people are focusing now on customer service and there is no capacity left to handle the requests coming in from the PR campaign.
As a result, the startup shifts back to product development, tries heavily to find a business model since their road map indicates that they should be preparing for their series A round. In addition, their existing investors are putting their foot down, raising concerns about the chosen strategy and requesting to focus on delivering the numbers they want to see.
Sound familiar? Then it’s high time to face the music.
Lesson 1: Scaling isn’t even possible for most startups.
The bulk of knowledge shared these days on this topic – from great articles to whimsical posts – all too often lead founders to believe that they must scale in order to grow their business. Or even worse, lead them to believe that they can scale their business at all.
Whether you’ve already begun scaling or are just thinking about it, lesson 1 is a crucial checkpoint. Scaling may not be possible in the way that your business is handled at the moment. It may not even be desirable for your business.
Scaling is only right for your business when you’ve developed a product or service offer that truly scales, which means that it can generate revenues by consistently serving many customers. A startup must have found a scalable business model: a model that can be easily expanded, repeated or upgraded on demand. This doesn’t require all business processes to be efficient or automated. However, if your business is not able to consistently deliver revenue while catering to many more customers, then you have no business scaling!
A common example is the e-book that can be paid for and downloaded directly from a website. A sudden peak in demand won’t cause a bottleneck in production. Suddenly producing more hardcopy versions, however, is limited by factors like printer availability, resources for packaging and posting, delivery time, etc.
Lesson 2: Scaling is a RESULT of growth, NOT A DRIVER of it.
What if I told you that scaling does not lead to growth? It doesn’t. It’s not even a growth strategy. Does this surprise you?
The scalable business model presents a way of organizing business operations so that the startup can deliver its product or service quickly and effectively, regardless of whether demand is high or low. A business grows when it can create and cater to increasing demand consistently at every step of operations: development, distribution, marketing, production/service and generating a return for the value delivered. This can happen with or without a scalable business model. A scalable model, once in place, simply means that business operations will expand (or scale) more easily as the business grows.
Lesson 3: Time it right, or die trying.
Nathan Furr analyzed that ‘most startups are dying and they are dying because they are doing good things but doing them out of order’. In the startup scene, this failure phenomenon is called premature scaling. And since every startup is trying desperately to scale, it is no surprise that premature scaling is the No. 1 cause of startup death.
So once you’ve established that your business model is in fact scalable, then you’ll want to know when to scale. Usually, the time to scale is just after a startup has hit its MVP and is then working towards product/market fit and beyond. Startups, in the B2B sector typically go from serving 100 customers to 1,000, generating from EUR 10,000 of early revenue to EUR100,000 monthly. In the B2C sector, startups have usually found their first 10,000 users by this point and are generating EUR 1,000 in monthly revenue from their core of active users.
Another sign that the time is right for scaling is when startups experience increasing active user growth and retention rate during a period of 6 months. It is highly likely that these startups have figured out a customer acquisition channel that works for them, enabling them to deliver the value to an increasing number of users.
Lesson 4: Scaling isn’t a strategy; it’s a way of life.
There are certainly more signs and metrics that can signal to founders when it is time to scale their business operations. But most importantly, as a general rule: Don’t set your focus to scale; otherwise you’ll fail!
If you scale one area only, then your startup becomes imbalanced and inefficient. So, for example, when startups attempt to scale only by increasing the marketing budget – but they neglect to factor scaling into the production process or distribution channels – then it’s no wonder that they fail.
Much like meditation on the path to mindfulness, if you only focus your mind from the comfort of your sofa, then you can’t expect to be feeling zen at the office right before the deadline. As a founder or founding team you need to focus on ‘becoming zen’ in all areas of your business – customer, product, team, financials, business model – with equal attention and commitment.
Posted on December 15, 2015
Over the past few months I’ve had discussions with various investors, entrepreneurs and others active in startup ecosystems about startup stages, terminology and definitions frequently used in our industry – terms like MVP, product/market fit, and more. After spending nearly two years in Silicon Valley investing and mentoring tech startups and developing tech ecosystems and startup communities, my experience suggests that people active in that space are frequently using these terms because they need some way to explain what stage they are at, but they are actually still getting it wrong.
Just this morning I came across an article by Lean Startup consultant Dan Olsen titled “A Playbook for Achieving Product.Market Fit.” This article made me curious because it claims to offer a guideline to achieve product/market fit, which is a big deal these days. However, as it turns out the article is actually an aggregation of wrongly applied terms leading up to advice which mixes up things to really get to product/market fit.
So let’s start at the beginning by explaining some terms:
The first iteration of your product or service may be a prototype, which is developed in order to test hypotheses and gain invaluable feedback, but represents a non-viable product from a customer’s perspective. Startups and entrepreneurs may use the prototype to test for the existence of a problem, people often also call it a ‘Vanity MVP’.
A Minimum Viable Product (MVP) is not a product startups can decide to launch; rather, the market tells you when you’ve reached your MVP. This is the most common problem when it comes to terminology, because entrepreneurs as well as investors are often talking about ‘launching or creating a MVP’, which is simply wrong. MVP is the stage of product development entrepreneurs could get to through the build-measure-learn cycle of the Lean Startup Methodology. In contrast to a prototype, a MVP needs to be a viable product or service to customers, so must include enough to get people using it and extracting value from it.
Product/Market Fit is achieved if the startup has found a repeatable, scalable model that drives demand. It is the stage after you’ve hit the MVP, and can be described as tuning the engine of your business by developing, selling and marketing your product, as well as building out the team and operations. The goal of the MVP is to create customers, the difference with product/market fit is that it involves measurement, learning and fine tuning, including actionable metrics which are not available before a MVP has been reached.
Some people also distinguish between before product/market fit and after, thus having a product focus which then turns into a distribution focus. Ash Maurya describes the various stages as following:
- Prototype -> the type of product or service used for customer discovery
- MVP -> the type of product or service used for customer validation
- P/M fit -> the type of product or service used for customer creation
- Growth/Scaling -> the time to actually build your business
Finally, what does it feel like to achieve product/market fit, or how can you notice it?
In general, achieving product/market fit can be noticed by the time the buying behaviour of your customers is switching from push to pull. Instead of startups pushing every potential customer through the door in order to use and buy their product or service, startups will receive inbound requests through various channels like paid ads, developed viral loops, improved SEO, etc.
Andrew Chen also provides some hints based on his experience investing and working with tech startups:
Product/Market fit is the time when
- customers are buying the product or service as fast as the startup can make it ;
- usage is growing as fast as you can scale up your technical infrastructure ;
- money through sales is piling up in your bank account;
- lots of sales and customer support staff are being hired;
- reporters and news publications are writing about your value proposition and growth;
- investors are interested to follow up or get in touch;
- the competition starts popping up all over the place (different regions, verticals).
In order to achieve product/market fit, the time when founders go crazy because “Many people use it, and they pay!”, you need to have hit the MVP first. How to get to the MVP was best explained by Ash Maurya at his talk at SXSW. To get to product/market fit though, startups need to scale customer adoption, test marketing campaigns and customer acquisition channels, discover their revenue/unit economics to find profitable customer segments and streamline their business model. From a business perspective, startups need to assess the market size, focus on hiring key team members, set up operational processes like sales operations, and improve your product while testing additional features.
From MVP to product/market fit, definitions matter. Without understanding where your startup is going it’s going to be very difficult to get there.
Posted on November 15, 2015
I recently had a call with a tech startup that complained about wasting too much time during initial calls with potential VCs because they have so much to tell. Their excitement about the product is killing them!
I should stress that we’re talking about a one hour conversation, which is a sufficient amount of time for any startup to spark the interest of a potential investor, as well as business partners or early customers. We all know there is a significant difference between raising capital from seed investors or series A investors but in either case the initial call or talk after an introduction is key.
Investors are always looking for warning signs, for reasons not to invest, so you have to show off your strengths in an honest way right from the beginning. Investors are going to assess the founders’ abilities to present and attract attention, which is a necessary skill for selling the actual product or service. Leadership skills are also important, while investors will also assess the founders’ abilities to learn and process new information. Finally, the team’s motivation, ambition and track record can play an important role in shaping the investor’s initial reaction, as they strive to find an A-team that has the ability to outperform the market and create a successful outlier.
So, what’s the best way to approach such calls and conversations?
Switch perspective and look at it from the investor’s point of view. Investors are busy people, as you no doubt are yourself, so it’s essential to make the best use of the time you have available. After doing your research on the investor to ensure their investment focus represents a potential fit, ask yourself what information the investor might need from you. What do you need to convey in order to help them decide to take the conversation to the next stage, and how can you best sell your business at every stage?
Here’s a framework to help you better structure the content of your initial conversations:
- Why did you start your business? Tell the investors about the pain that you felt yourself or recognised in your potential customers.
- What’s your personal and your team’s motivation? Let the investors know where the excitement and passion comes from, what keeps your team awake at night.
- Who are the key performers behind your venture? Give investors an introduction to your team’s key members and how you got together, the company culture and why you’re the guys to make it happen.
- What is your solution, the new thing the world needs? Don’t read out your plain product description! Show in a tangible / visual way how your solution works (make it imaginable), the impact it has on your customer’s life, and why it makes them happy.
- Time to shine?! Share your vision, sell the dream, the market potential and upside of your company. Investors are all about decreasing risks, so don’t point them towards them, but show the positive sides of any challenges you’re facing.
- What stage is your company at? Explain where you are right now: your team, your product, the business and the market.
- What is your ‘ask’, why are you speaking with this investor? Tell the VC what you need, where you think he or she can add value, and what you’re looking for. Be tough and also ask questions about them.
Keep it simple, stupid…and keep it short! Don’t elaborate too much on each point, if the investor finds anything interesting or requires more information he or she will ask for it anyway. Be prepared for the fact that this will be a dialogue not a monologue, but be ready and willing to lead the conversation as that is a sign of strong leadership.
Finally, it’s your goal to figure out if there is a good fit. Making things up doesn’t work, it kills the relationship even before it gets started. Be open and be honest.
Posted on October 28, 2015
How startup CEOs can improve their fundraising skills
I recently came across this very good piece by Christoph Janz, managing partner at Point Nine Capital in Berlin.
His post reveals the biggest pain points early-stage tech startups face when fundraising, based on a survey of 110 founders:
- Founders are being left in the dark most of the time as there is no clear YES or NO, and constructive feedback is rarely provided either
- Fundraising can be a painful process across all stages
- VCs back out of signed, non-binding term sheets more often than might be expected
While it’s great to see that the VC industry recognises some of these fundraising challenges, startup CEOs also have an important role to play in removing some of those pain points themselves.
Here are a few things startups CEOs can do to overcome these fundraising hurdles
(Note: This relates specifically to venture capital. Angel investors might have different investment motivations)
- Be prepared! It can’t be repeated often enough: startup CEOs need to do their homework to research and screen every potential investor upfront. If there is an obvious mismatch, save yourself and the investor time and resources by focusing on VCs that offer a better match. Although it might be exciting to talk to a famous VC or one that is later stage, your time can be better spent with those who are more relevant and interested in your startup’s current stage of growth.
- Know what you want, and need! Some startup CEOs can be smooth talkers, highlighting the positives while glossing over any facts that could represent a deal breaker. While it is vitally important to point out your strengths, needs and the upside for the investor, it is equally important to share your challenges right away. The investor will find discover your startup’s issues or challenges in due diligence anyway, but drawing attention to these facts early will help both sides quickly determine if this collaboration is mutually beneficial.
- Be proactive and straight forward! Fundraising is similar to the sales process – YOU need to close it. Startup CEOs often allow VCs to lead the conversation because they are afraid to fuck it up or hear a NO. Instead, communicate in a direct manner, bring the negotiation to a conclusion and strive to close the ‘sale’. Additionally, have your information like the investment deck ready, up to date and send it along with the initial contact, introduction or follow up after a meeting or conversation.
In a nutshell, the key to better fundraising is to streamline all communications (calls, meetings, email), set clear action points and timelines, keep pushing for responses and always be closing.
Posted on October 15, 2015
“Startup hubs are preventing startups from failing.” Paul Graham
Startup hubs are one of the biggest buzz words of the past years. There’s not a single week without an article that presents a statistic about rising hubs like Amsterdam. My experience of building, accelerating, advising, mentoring and investing startups in hubs of different maturity levels and regions like Austria, San Francisco & the Bay Area, London, and Amsterdam helped me to understand how different ecosystems can benefit a startup at different times in their lives.
A startup hub’s biggest value add is the entrepreneurial mindset that helps founders increase their chances of growing their business successfully. Though the motivations to move vary, all hubs have one aspect in common: Startup hubs are environments where you’ll find like-minded individuals and people you can learn from.
These days, theming hubs like FinTech for London & New York, are a common method to draw startups in. There is a huge interest for stakeholders of all kinds like venture capital investors and co-working spaces, private wealthy individuals, event spaces, governments and municipalities to step into the game as the economic upside of having successful technology companies in their region is a big plus for the future welfare of any region.
What startup hub is best for your company? Below are view considerations for founders before making the move.
- Know your stage
It is necessary to understand that going to a startup hub doesn’t make any sense when you are just about to build your business. Everything in the “idea and concept” stage is not worth of moving at all. Don’t get me wrong. Fly to San Francisco, Berlin, Amsterdam or any other place to get in touch with your peers, build relationships and inhale the startup vibe But without a MVP, moving will only increase your burn rate and you’ll lose time & focus. In fact, hit a MVP with actual users, then fly there to develop it further, grow your user base and network. As soon as you have found a repeatable use case, you are able to go from ‘tested idea to scalable company’, it is time to move.
- Set your goals
Each startup needs to identify their most critical challenges for the coming 6–12 months to narrow down which startup hub can best save them from failing. For instance, if you have a market place startup and it is key to go international, attract peers and raise funds to grow even faster, an international hub like Amsterdam would be a great choice. Companies like Booking.com, Treatwell and TravelBird, have already made Amsterdam their home-base and you’ll find a wealth of knowledge, experience and a broad international network already in place.
As great as startup hubs can help you growing your business successfully, the lifestyle of going to meet ups & events, working from trendy co-working spaces, hanging out at cafes, etc. can be distracting. Staying focused and setting your goals accordingly is crucial. A few broad examples are:
– Meet peers of your industry to validate your concept
– Get in touch with early adopters to gain traction
– Build relationships with relevant angel investors and VCs for funding purposes
– Become active in communities to attract future talent
- Know your industry & peers
Every startup hub has a special set of resources, a certain level of maturity and a specific environment that can prevent startups from failing. At a certain stage, it is necessary to be on-site where the industry peers are and the most activity is in order to be on the fore front of technology, talent and knowledge.
According to your goals, startups need to analyze their industry activity in each environment. It is important to have access to mature startups of the industry to benefit from their knowledge and experience, not only through employees acting as advisors, but also through investors in the early and growth stages. Additionally, having competition in your own field sharpens your focus and keeps your team motivated. Staying with the marketplace startup examples of Amsterdam, the afore-mentioned success stories are already putting a lot of support into the city’s fast growing ecosystem and newcomers like Peerby, CrowdyHouse and Fashiolista are a sign that this ecosystem is able to help startups succeed. Additionally, investors are feeling confident due to local successes, and already have the experience and network to push you even further internationally.
- Check the ecosystem
Along with an active industry, startups need to dive into the existing ecosystem and identify if there are enough relevant organisations to make a healthy startup environment flourish. Every startup hub needs to grow itself and therefore, tries to add value and resources to the ecosystem through various ways. In the Netherlands, startup accelerators like Rockstart, corporate venture activities like the IBM Innovation Space, the entrepreneurship space B.Amsterdam, the University incubator YES!Delft, as well as governmental initiatives like Startup Delta are vital for the long term success of any ecosystem and show another relevant ingredient: the adoption of the entrepreneurial mindset.
This is also recognised by leading technology companies like Netflix, Uber, Tesla, Google and Facebook, among others. For a combination of these and other reasons, like the beneficial corporate taxation, they’ve set up their overseas offices in the Netherlands. These companies attract highly-skilled people and big salaries. They are, over time, passing on their knowledge and expertise to the rest of the ecosystem, helping startups become successful by advising, investing or building them.
- Define your personal lifestyle
Another important factor is to make sure the area you’re moving to suits your current and near future lifestyle. Choosing another country when having a family doesn’t only mean cultural differences in work habits, but also changes in how you will raise your kids, how to plan for your retirement and health care. Cities like New York, London, San Francisco or Seoul might not suit your lifestyle when you are used to a more relaxed environment or don’t want to deal with a long commute. Not to mention, the much higher living expenses in such places. Dealing with an environment that doesn’t suit your lifestyle is a distraction you don’t need when your own time & resource management is so crucial. Additionally, keep in mind your company culture. Different hubs mean you’ll find different types of people to join your team. For instance, in the Netherlands 90% of the population is able to hold a conversation in English and with 180 nationalities it is voted the most international country in the world which stands for a very diverse workforce. Another important consideration is a city’s public transportation and how easy and affordable it is to access other cities.
Moving to the right startup hub is a critical business decision these days as it can put you ahead or behind your competition. This July, Compass published their most recent report of the world’s fastest growing startup hubs showing another metric for the first time: from 2012–2014, the number of startups that either opened second offices or moved their headquarters from to another ecosystem rose 8.4 times. Top tier talent is already moving to these hubs too, as foreign employees working at startups within the top 20 ecosystems represent 29% of those company’s workforces. In addition, CITIE, the initiative for technology, innovation and entrepreneurship, evaluates cities from all around the world by their openness to new ideas & businesses, infrastructure for high-growth businesses, and own innovative activities, where again Amsterdam is highlighted among the top 5.
Summing up, locating your business in an entrepreneurial environment, a startup hub, is beneficial for a variety of reasons — access to experienced mentors, competitors, venture capital and most of all the energy like-minded individuals bring. This entrepreneurial and collaborative mindset, where people are not willing to accept the status quo, and have passion, perseverance, tenacity, ambiguity, and strong visions are the key ingredients to prevent startups from failing.
Connect with other startups in different scenes globally for specific insights via StartupTravels, and get detailed information about cities via Teleport and Nomadlist.
Posted on September 15, 2015
The publishing industry, and in particular the book publishing industry, has experienced a huge shift in the past decade. From disruptive products like e-readers & tablets, the mass appearance of blogs, and the dramatic growth in online video consumption, all have affected the behavior of readers and writers alike. Not only the consumption of books has changed, but also the way how they get distributed and promoted.
The Renew the Book Startup Competition is focused on entrepreneurs and startups that offer new solutions to promote, distribute and publish books. The deep dive program is based on the successful accelerator program Rockstart that has run since 2012. It is an immersive educational program of 40 days that will help participants
- find product-solution fit
- receive feedback from industry peers
- build one’s network in the international publishing scene, and
- learn the basics on how to build, grow and pitch a your business.
The program includes workshops & 1:1 sessions on customer development, value propositioning, and business modelling, and also pitch training. Deep Dive sessions will enable participants to set next actions for their most relevant challenges, and private events will connect them to the industry peers. Mentors, including serial entrepreneurs, international experts and professionals from both the publishing & technology industry, will be available to counsel startups during the program. More here
The General Publisher’s Association (GAU), as the initiator of this startup competition, is in a very unique position to help innovative startups. As an industry association, GAU can deliver value to startups on a broad scale, providing participants
- access to all relevant players in the publishing industry
- stakeholder and industry specific insights from publishers, authors, book-sellers, consumers, etc., and
- the reach through their international networks to publishers across the globe
From a startup perspective, the publishing industry continues to grow, is lucrative and ripe for innovation
- The publishing market is huge. With $103B in annual revenue in 2014, this market is nearly 7x of the global music production and distribution market. 2.7B books were sold in 2014 showing people continue to spend money and time consuming them — a big plus compared to other industries.
- The scale of digital enables the publishing industry to grow. On the growth perspective, research forecasts a $8bn revenue growth until 2019, which is driven by the rise of new markets like India. Furthermore, the mass market is affected by the growth of new tech products that changes the way we buy and consume books. The rise of tablets and e-readers enables the publishing industry to change the way they engage with their consumers, and reach new target groups also at different areas of the world.
- Most people think the publishing industry has been slow to move to address the dramatic changes in the marketplace, which is a good time for innovators to spot opportunities and start a business. As the competition is lower than in a hot sector like online video streaming, the potential upside and chance of winning a big market share is higher.
The Renew the Book Startup Competition by the General Publisher’s Association (GAU) shows the motivation and the willingness to change from the inside — a unique advantage of the 2015 Renew the Book Startup Competition.
Publishing remains an impactful business. These days, entrepreneurs are always looking to generate a positive influence on our world, making it often the main reason why they started a company. While the ways we publish and consume books are changing due to technology, the stories themselves help us understand the world we live in. At Rockstart we strongly believe books have been and will stay important for us as human beings.