1. Where?
1.1. Where will Schnitzelconf be held? In a nasty 1980s hotel ballroom? NO! In a sea of fusty faux red velour that's been crushed by 5 decades of butts in suits? No! Behind the lion, up the stairs… Yes, we're holding our conference in Vienna's incredible Museum of Natural History! It's the center of everything, and so easy to get to, with scenery that can't be beat. And, by the way, we'll have the museum to ourselves. We'll have snacks and lunch in this very (gorgeous) lobby, and the gorgeous staircases and scenery will be ours to look upon while we munch, chat, query, and connect. It's gonna rule!
2. When?
2.1. SchnitzelConf is a 1-day, full-contact conference in Vienna, Austria on September 7. The focus: creating products, launching businesses, and charging real money.
3. What?
3.1. You'll meet and learn from the founders of successful bootstrapped businesses—including Software as a Service, downloadable software, and digital goods. Hard-won knowledge will be shared. Fun will be had. Wine will be drunk. Inspiration will be sparked.
4. Legend
4.1. Use the + and - icons to expand/collapse nodes
4.2. Hover over the circle with lines to read attached notes
4.3. The forward pointing arrow indicates a link associated with the node
5. Book Recommendations
5.1. Michael Buffington San Francisco, CA
5.1.1. Drive
5.1.1.1. Dan Pink
5.2. Tom Preston-Werner San Francisco, CA
5.2.1. Founders at Work
5.2.1.1. Jessica Livingston
5.3. Tobias Lütke Ottawa, ON
5.3.1. Influence Psychology of Persuasion
5.3.1.1. Robert Cialdini
5.4. Amy Hoy Vienna, AT
5.4.1. Rules for Revolutionaries
5.4.1.1. Guy Kawasaki
5.5. Overheard...
5.5.1. Predictably Irrational
5.5.1.1. Dan Ariely
5.5.2. The Timeless Way of Building
5.5.2.1. Christopher Alexander
5.5.3. Pricing With Confidence
5.5.3.1. Reed Holden
5.5.3.2. Mark Burton
5.5.4. Secrets of Power Negotiating
5.5.4.1. Roger Dawson
5.6. Garrett Dimon Dallas, TX
5.6.1. Small Is The New Big
5.6.1.1. Seth Godin
5.7. Peldi Guilizzoni Bologna, IT
5.7.1. Growing a Business
5.7.1.1. Paul Hawken
6. Who?
6.1. Michael Buffington San Francisco, CA
6.1.1. Time To Start
6.1.1.1. Schnitzelconf Quotes
6.1.1.1.1. We're not building spaceships
6.1.1.1.2. Security through not telling anyone
6.1.1.1.3. If you're not paying for it...you're the product
6.1.1.1.4. do epic shit
6.1.1.1.5. Pick a good co-founder
6.1.1.1.6. Balsamiq is like my second child...or more like a monster that requires six people
6.1.1.1.7. Exercise
6.1.1.1.8. I hate santa claus
6.1.1.2. 50/50 equity split =
6.1.1.2.1. increased chance of failure
6.1.1.3. Climate Change
6.1.1.3.1. lots of hockey sticks
6.1.1.3.2. global doom
6.1.1.3.3. 2% of the world's coral is alive
6.1.1.3.4. 99% of the world's wealth is held by 1% of the world's population
6.1.1.3.5. 1 in 6 lives in poverty
6.1.1.4. Big Giant Companies
6.1.1.4.1. 913 employ more than 10K people
6.1.1.4.2. these 913 employ 30.5 M people
6.1.1.4.3. revenue is $8.9 billion
6.1.1.4.4. av salary= $40l/year
6.1.1.5. Small Companies
6.1.1.5.1. 2.8 million with 1 -5 employees
6.1.1.5.2. employ 5.7 million
6.1.1.5.3. av rev. $347,800
6.1.1.5.4. av sal $27,320
6.1.1.6. Stagnation
6.1.1.6.1. Henry Ford
6.1.1.6.2. Education wants kids to color within the lines
6.1.1.6.3. Education does not want
6.1.1.7. Learning creativity and happiness
6.1.1.7.1. Creativity
6.1.1.7.2. Happiness
6.1.1.8. Purpose
6.1.1.8.1. being part of something larger than themselves
6.1.1.8.2. the benefits of being part of a group are better than individual fame
6.1.1.9. Why talk about any of this?
6.1.1.9.1. Your needs will be met
6.1.1.10. Seek purpose
6.1.1.10.1. the world needs purpose driven businesses to succeed
6.1.1.10.2. you can be purpose driven and make a profit
6.1.1.10.3. consumers are sensitive about the values/ethics/purpose of the companies whose services/products they purchase
6.1.1.10.4. as transparency increases, so will sensitivity
6.1.1.10.5. profits can amplify purpose
6.1.1.10.6. corporations simply can not move as fast as small businesses can.
6.1.1.11. Now go do that!
6.1.1.12. Questions for Michael
6.1.1.12.1. Attitude changed towards pricing?
6.1.1.12.2. Time Machine - advice to a younger you
6.2. Tobias Lütke Ottawa, ON
6.2.1. How to make money and then make more money
6.2.1.1. Phase 1
6.2.1.1.1. Step 1
6.2.1.1.2. Step 2
6.2.1.1.3. Step 3
6.2.1.2. Phase 2
6.2.1.2.1. eff the better mousetrap
6.2.1.2.2. Build the better funnel and they will come.
6.2.1.2.3. Every piece of the funnel needs to be worked on
6.2.1.2.4. Start tracking data
6.2.1.3. Phase 3
6.2.1.3.1. Understand the hell out of your business
6.2.1.3.2. Know your margins
6.2.1.3.3. How much money you gain on average from customers
6.2.1.3.4. Know your churn rate
6.2.1.3.5. Need to know your lifetime customer value
6.2.2. Questions for Tobias
6.2.2.1. Pricing attitude change over time?
6.2.2.1.1. Let's keep the company as communist as possible
6.2.2.1.2. Since starting a company - completely opposite
6.3. Adii Rockstar Capetown, SA
6.3.1. WooThemes
6.3.1.1. how and what it means to sell design
6.3.1.2. branding
6.3.1.2.1. comes from great design
6.3.1.3. Engineered function = combined design + functionality
6.3.1.4. Sharing Great Design + Passive Income
6.3.1.5. The web can be an awesome experience - if presented properly
6.3.2. Selling Design
6.3.2.1. As an artform
6.3.2.2. as an engineered function
6.3.2.3. as a problem solving process
6.3.3. The major flaws of selling design
6.3.3.1. cookie cutter
6.3.3.1.1. design has become a commodity
6.3.3.2. Customer Subjectivity
6.3.3.2.1. Beauty is in the eye of the beholder
6.3.3.2.2. everyone has an opinion
6.3.3.3. Design by community
6.3.3.3.1. people will always critique you
6.3.3.3.2. feature requests
6.3.3.3.3. "This is not merely an aesthetic consideration - but also one of product value and usefulness" - Kris Viesselman & Stephen Komives
6.3.3.4. Marketing and Persuasion
6.3.3.4.1. "Persuading decision makers to buy good design is essential. But it's rarely taught in school, and not every design organization has a culture that values it. As a result, you can toil in this field for a long time without knowing how to sell your work." - Jeffrey Zeldman
6.3.3.4.2. Never enough time to educate the users
6.3.4. The Woo-way of selling design
6.3.4.1. We're a designer startup
6.3.4.1.1. "Design and marketing are way more important than engineering for consumer Internet companies." - Dave McClure
6.3.4.1.2. Every decision you make needs to be influenced by great design
6.3.4.2. We value great design
6.3.4.2.1. Working with the best designers out there
6.3.4.2.2. not too proud to ask outsiders for collaboration
6.3.4.3. Balancing Act
6.3.4.3.1. Customizability
6.3.4.3.2. minimalist style
6.3.4.3.3. Considerations (KISS)
6.3.4.3.4. Saying no to features
6.3.4.3.5. Having to support thousands of users
6.3.4.4. We do "Design by community"
6.3.4.4.1. feedback on concepts
6.3.4.4.2. continually tweak and enhance = improvement
6.3.4.5. Expanding User Choice
6.3.4.5.1. Bigger and more diverse theme collection across many niches
6.3.4.6. Out of the box awesomeness
6.3.4.6.1. Users want something that works and looks great without any tweaks
6.3.4.7. Team Spirit and Workflow
6.3.4.7.1. Many hands on the same deck
6.3.4.7.2. very open with company status
6.3.4.7.3. which themes work, which dont
6.3.4.8. As a cofounder, I can't be involved in every little thing, every day
6.3.5. Questions for Adii
6.3.5.1. How has your attitude towards charging and pricing changed over time?
6.3.5.1.1. The willingness to charge more
6.3.5.1.2. we've gorwn reluctant to give away free stuff
6.3.5.1.3. support can run amok
6.3.5.1.4. Add value to product instead of dropping price
6.3.5.2. If you had a time machine - what is the one piece of advice you'd tell the younger you?
6.3.5.2.1. I'd chill out more.
6.3.5.2.2. I didn't always enjoy the journey as much
6.3.5.2.3. Nothing on the internet happens so fast that you need to run at 200 mph
6.3.5.2.4. Like happens while everyone else is fixing bugs
6.4. Paul Campbell Dublin, IE
6.4.1. Childhood
6.4.1.1. Stepping out of line
6.4.1.2. Have a nice life
6.4.1.3. I just want to be great, to remember the things I've done.
6.4.1.4. I want to be The Mona Lisa
6.4.2. I love
6.4.2.1. Music
6.4.2.2. the air
6.4.2.3. walking in the mountains
6.4.2.4. socks
6.4.2.4.1. brightly colored socks
6.4.2.5. TCP/IP relationships
6.4.3. I hate
6.4.3.1. people who are rude
6.4.3.2. theives
6.4.3.3. money and vices
6.4.3.4. people who force their opinion on anyone else
6.4.3.5. corruption
6.4.3.6. waste
6.4.4. I Fear
6.4.4.1. rejection
6.4.4.2. dying
6.4.4.3. that I've never made a movie I'm proud of
6.4.4.4. that I'm not a genius
6.4.4.5. just another face
6.4.4.6. that I'm a coward
6.4.4.7. that I'm not ambitious enough
6.4.4.8. people that don't want to become smarter than they already are
6.4.5. I am
6.4.5.1. a guy who makes "cool shit"
6.4.5.2. not a shapeshifter
6.4.5.3. not an actor
6.4.5.3.1. but I was a dancing sailor
6.4.5.4. not a comedian
6.4.5.5. easily distracted
6.4.5.6. Not religious
6.4.5.6.1. but deeply thankful for everything that I have
6.4.5.7. trying to apply everything that I've learned to everything that I do.
6.4.6. Really
6.4.6.1. we live in the best time
6.4.6.2. at the pinnacle of innovation
6.4.6.3. With a net connection today, we would be viewed as Gods in the past
6.4.6.4. Travel is cheap, global communication is a commodity
6.4.6.5. The age of the individual
6.4.6.5.1. nice people are winning
6.4.6.5.2. a world where knowledge is vast
6.4.7. Be Nice
6.4.7.1. be good to each other
6.4.7.2. make awesome things
6.4.7.3. to do what feels right
6.4.8. Questions for Paul
6.4.8.1. How has your pricing changed?
6.4.8.1.1. I'm losing faith in the who "free" thing
6.4.8.1.2. it's the mental difference in how your customers perceive your product.
6.4.8.2. What is the one piece of advice you'd give yourself (time machine provided)
6.4.8.2.1. a copy of the speech I just gave
6.4.8.2.2. eliminating the crap
6.5. Tom Preston-Werner San Francisco, CA
6.5.1. What is our most precious resource?
6.5.1.1. money?
6.5.1.2. power?
6.5.1.3. fame?
6.5.1.4. TIME!
6.5.1.4.1. the one thing we have, that we can't get more of
6.5.2. How do you go from the cubicle to the cool space?
6.5.2.1. To bring developers closer together = beer and whiskey
6.5.2.1.1. Actual mission statement
6.5.2.2. Old days
6.5.2.2.1. capital
6.5.2.3. Today
6.5.2.3.1. A MacBook Pro
6.5.2.4. You don't need a lot of money to go something started
6.5.2.5. Have something of value
6.5.2.5.1. people will pay for it
6.5.2.6. You want to make $100,000/ year
6.5.2.6.1. $8,333/month
6.5.2.7. Be Viral
6.5.2.7.1. getting people to come to your site
6.5.2.8. Build Community
6.5.2.8.1. get people involved with each other
6.5.2.8.2. build community tools on top of your product
6.5.3. GitHub
6.5.3.1. 371,000 users
6.5.3.2. 1,141,000 repositories
6.5.4. Make money
6.5.4.1. Make distinctions between individual and business plans
6.5.4.1.1. "I am a corporation, I must buy corporate licensing."
6.5.4.2. Once community is large enough
6.5.4.2.1. make a job board
6.5.4.3. Find a cofounder
6.5.4.3.1. don't make stupid decisions
6.5.4.3.2. go to user groups
6.5.5. Innovate
6.5.5.1. The beginning of a feature or something new
6.5.5.2. The road less travelled
6.5.5.2.1. Identify this road, and go down this one instead
6.5.5.2.2. Don't be satisfied with the status quo
6.5.5.2.3. write down a list of everything that you find stupid
6.5.6. Execute
6.5.6.1. Innovation dies or flourishes here
6.5.6.2. when done well, it's a transformative experience
6.5.6.2.1. care about your features
6.5.6.2.2. users will feel the same thing
6.5.6.2.3. you know you have it right when someone says
6.5.7. Iterate
6.5.7.1. Never kickback
6.5.7.1.1. as soon as one thing is finished, start another thing
6.5.7.2. Ship it squirrel
6.5.7.2.1. keep executing
6.5.7.2.2. this is awesome!
6.5.7.2.3. be a perfectionist
6.5.8. Hire the Best and Treat them like Kings
6.5.8.1. don't ever hire someone who isn't the best
6.5.8.2. your company is not your website, it's your people
6.5.8.3. Pay them well
6.5.8.3.1. they don't need to be focused on money, but rather on the company
6.5.9. Never "Work" Again
6.5.9.1. Once you love what you do, it's no longer work
6.5.9.2. Spend your time doing something that you love
6.5.10. Questions for Tom
6.5.10.1. How has your pricing changed over time?
6.5.10.1.1. Beginning pricing was quite difficult
6.5.10.1.2. Sideproject = i'll do it for free
6.5.10.1.3. listen to the community feedback
6.5.10.1.4. make upgrades easy and easy to understand
6.5.10.2. Time Machine advice to younger you?
6.5.10.2.1. take chances
6.5.10.2.2. put stuff out there
6.5.10.2.3. the best way to have good ideas is to have a lot of ideas.
6.5.10.2.4. don't be so cautious
6.6. Peldi Guilizzoni Bologna, IT
6.6.1. Job Evolution of a successful, bootstrapped single-founder who doesn't want to grow too much.
6.6.1.1. Doing the time
6.6.1.1.1. blogging
6.6.1.1.2. speaking
6.6.1.1.3. leading
6.6.1.1.4. ux books
6.6.1.1.5. keywords
6.6.1.1.6. coding
6.6.1.1.7. Be a sponge. do the 10k hours. become the best
6.6.1.2. Making it real
6.6.1.2.1. up the coding - 70%
6.6.1.2.2. decrease the others
6.6.1.2.3. Deliver Alpha. customer development.
6.6.1.2.4. Be 'On Something'
6.6.1.3. Making the Jump
6.6.1.3.1. 50% coding
6.6.1.3.2. competition
6.6.1.3.3. biz
6.6.1.3.4. webmaster
6.6.1.3.5. keywords
6.6.1.3.6. I didn't plan on selling a desktop version
6.6.1.4. Launching
6.6.1.4.1. coding decreases
6.6.1.4.2. blogging
6.6.1.4.3. sales
6.6.1.4.4. support
6.6.1.4.5. biz
6.6.1.4.6. buzz
6.6.1.4.7. competition
6.6.1.4.8. metrics
6.6.1.4.9. webmaster
6.6.1.4.10. keywords
6.6.1.5. Some Traction!
6.6.1.5.1. Blogging
6.6.1.5.2. coding
6.6.1.5.3. sales
6.6.1.5.4. support
6.6.1.5.5. biz
6.6.1.5.6. buzz
6.6.1.5.7. competition
6.6.1.5.8. metrics
6.6.1.5.9. webmaster
6.6.1.6. Gaining Momentum
6.6.1.6.1. team
6.6.1.6.2. blogging
6.6.1.6.3. speaking
6.6.1.6.4. leading
6.6.1.6.5. sales
6.6.1.6.6. support
6.6.1.6.7. biz
6.6.1.6.8. buzz
6.6.1.6.9. competition
6.6.1.6.10. metrics
6.6.1.6.11. webmaster
6.6.1.6.12. coding- 30%
6.6.1.7. Growth
6.6.1.7.1. coding
6.6.1.7.2. team
6.6.1.7.3. blogging
6.6.1.7.4. speaking
6.6.1.7.5. leading
6.6.1.7.6. sales
6.6.1.7.7. support
6.6.1.7.8. biz
6.6.1.7.9. buzz
6.6.1.7.10. competition
6.6.1.7.11. Prepare to scale. Fill out the team. Make excellence the norm.
6.6.1.8. Team in place
6.6.1.8.1. team
6.6.1.8.2. speaking
6.6.1.8.3. leading
6.6.1.8.4. sales
6.6.1.8.5. support
6.6.1.8.6. biz
6.6.1.8.7. buzz
6.6.1.8.8. competition
6.6.1.8.9. coding
6.6.1.8.10. Cultivate team. Prepare for real scale
6.6.1.9. Sustain
6.6.1.9.1. team
6.6.1.9.2. blogging
6.6.1.9.3. leading
6.6.1.9.4. sales
6.6.1.9.5. support
6.6.1.9.6. biz
6.6.1.9.7. buzz
6.6.1.9.8. competition
6.6.1.9.9. metrics
6.6.1.9.10. webmaster
6.6.1.9.11. ux books
6.6.1.9.12. keywords
6.6.1.9.13. coding
6.6.2. Metrics are great for optimizing
6.6.2.1. put it out there, and then optimize it
6.6.2.2. talk to your customers
6.6.3. Presentation available at: http://dl.dropbox.com/u/41723/jobchanges.pdf
6.6.4. Questions
6.6.4.1. Do you miss the coding?
6.6.4.1.1. yes. it's one of my goals to return to coding
6.6.4.1.2. people tell you: "as a CEO you're not going to be able to code anymore."
6.6.4.1.3. If i let the coding go, i feel like the company is a bit weaker.
6.6.4.2. How did you track these numbers?
6.6.4.2.1. some are made up
6.6.4.3. Startup marketing advice
6.6.4.3.1. Peldi's blog
6.6.4.4. pricing attitude change?
6.6.4.4.1. give people a product/they pay
6.6.4.4.2. free?
6.6.4.5. Time Machine to younger self
6.6.4.5.1. learn about TDB sooner
6.6.4.5.2. automate admin stuff first
6.6.4.5.3. it's always worth the time to automate stuff first
6.7. Geoffrey Grosenbach Seattle, WA
6.7.1. There are thousands of decisions to make
6.7.1.1. Craftsmanship and Trust
6.7.1.1.1. The wisdom of crowds
6.7.1.1.2. Trust is why people give you money
6.7.1.1.3. Trust is why people will bur new products from you
6.7.1.1.4. Don't release a product you're not proud of
6.7.1.2. Find Value where others don't see it
6.7.1.2.1. You can make money selling that?
6.7.1.2.2. Self Title: "Senior Visionary"
6.7.1.2.3. focus on small applications
6.7.1.3. What should you build?
6.7.1.3.1. Monthly service
6.7.1.3.2. Higher Priced one time product
6.7.1.3.3. Frequent inexpensive product
6.7.1.4. How to establish pricing?
6.7.1.4.1. selling 3 versions of a product can be highly lucritive
6.7.1.4.2. One Product, sell it 3 diff. ways
6.7.1.4.3. Expect to change your pricing
6.7.1.5. Success?
6.7.1.5.1. how many employees do you have?
6.7.1.5.2. Try to subcontact as much as you can
6.7.1.5.3. Start a mailing list
6.7.1.5.4. Creative advertsing
6.7.1.5.5. Give away product
6.7.1.5.6. Exercise!
6.7.1.6. Challenges?
6.7.1.6.1. difficult to make creative vs. business decisions.
6.7.1.6.2. stay focused/try to avoid interruptions
6.7.2. Questions for Geoffrey
6.7.2.1. How has your attitude towards pricing changed over time?
6.7.2.1.1. How do I charge for bulk licenses?
6.7.2.1.2. look at it from the customers' POV
6.7.2.2. Time Machine?
6.7.2.2.1. Don't be afraid to say no, rather than make a bad commitment.
6.8. Garrett Dimon Dallas, TX
6.8.1. Going it Along - Staying sane as a solo founder
6.8.1.1. Sifter
6.8.1.1.1. available 24/7 - can be stressful
6.8.1.1.2. had some startup capital
6.8.1.1.3. 2003 Dream
6.8.1.1.4. Tough time being a one man show
6.8.1.2. What it's really like
6.8.1.2.1. Learn to multitask
6.8.1.2.2. Learn new things
6.8.1.2.3. Support is your feedback loop
6.8.1.2.4. Set Expectations
6.8.1.2.5. Set yourself up
6.8.1.2.6. Get mobile
6.8.1.2.7. Don't Worry
6.8.1.2.8. Invest in monitoring
6.8.1.2.9. Think Long Term
6.8.1.2.10. Reach Out
6.8.1.2.11. Take Care of Yourself
6.8.1.2.12. Friends and Family Rule
6.8.1.2.13. Celebrate
6.8.1.2.14. Prepare for bad days
6.8.1.3. Questions for Garrett
6.8.1.3.1. How has pricing changed over time?
6.9. Panel 1
6.9.1. Panel Discussion 1 solo and emerging businesses
6.9.1.1. Peldi Guilizzoni Bologna, IT
6.9.1.1.1. Post your position and mission statement out on a blog
6.9.1.2. Geoffrey Grosenbach Seattle, WA
6.9.1.2.1. Question 1
6.9.1.2.2. Question 2
6.9.1.2.3. Question 3
6.9.1.2.4. Question 4
6.9.1.2.5. Question 5
6.9.1.3. Paul Campbell Dublin, IE
6.9.1.3.1. Question 1
6.9.1.3.2. Question 2
6.9.1.3.3. Question 3
6.9.1.3.4. Question 4
6.9.1.3.5. Question 5
6.9.1.4. Questions
6.9.1.4.1. What has been the biggest thing you've put off, avoided or tried to get around
6.9.1.4.2. How long did it take you until you could live off your product?
6.9.1.4.3. Who are your role models and why?
6.9.1.4.4. Has it all been worth it?
6.9.1.4.5. Where do you want to grow?
6.9.1.5. Tobias Lütke Ottawa, ON
6.9.1.5.1. Have fun hiring sales people
6.9.1.6. Garrett Dimon Dallas, TX
6.9.1.6.1. Question 1
6.9.1.6.2. Question 2
6.9.1.6.3. Question 3
6.9.1.6.4. Question 4
6.9.1.6.5. Question 5
6.10. Panel 2
6.10.1. Panel Discussion 2 non-subscription based sales
6.10.1.1. Geoffrey Grosenbach Seattle, WA
6.10.1.1.1. No intention to capitalize on my passion
6.10.1.1.2. Brand new content attracts attention
6.10.1.1.3. Growing a bigger business doesn't have any value just because it's big
6.10.1.1.4. Half of my rev. is from subs.
6.10.1.1.5. Selling a tutorial
6.10.1.1.6. Selling a piece of software
6.10.1.2. Peldi Guilizzoni Bologna, IT
6.10.1.2.1. I had my first sale a week before I launched
6.10.1.2.2. I have the opposite problem
6.10.1.2.3. We are now 2 years ahead of my dream
6.10.1.2.4. You never know when people are going to stop buying your product
6.10.1.2.5. Have you done the numbers - revenue dedicated to support?
6.10.1.3. Adii Rockstar Capetown, SA
6.10.1.3.1. Within the first hour of putting up my first theme
6.10.1.3.2. Even though you can justify growth, do you really want to do it?
6.10.1.3.3. The challenge is always there
6.10.1.3.4. You can't forcast
6.10.1.3.5. It's not just fixing bugs
6.10.1.4. Questions
6.10.1.4.1. How long did it take you to get your first customer?
6.10.1.4.2. What are you doing to sustain growth/momentum?
6.10.1.4.3. Are you still lured by the "Ooo...if we do this one thing, we'll have a lot more money" thing?
6.10.1.4.4. What would you say are the upsides and downsides of selling a one time downloadable product?
6.10.1.4.5. Where do you want to grow?
6.11. Panel 3
6.11.1. Panel Discussion 3 Growth
6.11.1.1. Geoffrey Grosenbach Seattle, WA
6.11.1.2. Tobias Lütke Ottawa, ON
6.11.1.2.1. We tried every software on the market
6.11.1.2.2. Communicating vision
6.11.1.2.3. I did all the customer support for the first few years
6.11.1.2.4. Think big
6.11.1.3. Peldi Guilizzoni Bologna, IT
6.11.1.3.1. We're not that big that we have conflicting visions
6.11.1.3.2. It's stayed the same.
6.11.1.3.3. Team building
6.11.1.4. Adii Rockstar Capetown, SA
6.11.1.4.1. Allow people to make better websites - cheaper
6.11.1.4.2. If we have to add someone to the team to achieve goals, then yes - larger is better
6.11.1.4.3. I've become more obsessed with email
6.11.1.4.4. Don't try and be something that you're not
6.11.1.5. Tom Preston-Werner San Francisco, CA
6.11.1.5.1. The company becomes the compelling idea
6.11.1.5.2. Not yet decided
6.11.1.5.3. It's absolutely changed
6.11.1.5.4. Team
6.11.1.5.5. Take your weaknesses and turn them into selling points
6.11.1.5.6. Don't forget the global market
6.11.1.6. Questions
6.11.1.6.1. As size grows, how have you kept your vision alive?
6.11.1.6.2. How large do you want to grow?
6.11.1.6.3. What's changed in regards to your customer interaction since your product has become popular?
6.12. Panel 4
6.12.1. Panel Discussions 4 - Price justification
6.12.1.1. Michael Buffington San Francisco, CA
6.12.1.1.1. We help people...thus the subscription
6.12.1.1.2. We see a ton of edge case stuff
6.12.1.1.3. Drive
6.12.1.2. Tom Preston-Werner San Francisco, CA
6.12.1.2.1. Small dollar amount + big value
6.12.1.2.2. When you're down...you'll know about it.
6.12.1.2.3. Founders at Work
6.12.1.3. Tobias Lütke Ottawa, ON
6.12.1.3.1. They pay us monthly, because if they don't we take our product away
6.12.1.3.2. They start a lot slower than you think
6.12.1.3.3. Influence Psychology of Persuasion
6.12.1.4. Garrett Dimon Dallas, TX
6.12.1.4.1. Teams that want to collaborate
6.12.1.4.2. In general, the big benefit = no invoicing
6.12.1.4.3. Small Is The New Big
6.12.1.4.4. The Timeless Way of Building
6.12.1.5. Questions
6.12.1.5.1. What value do you provide that justifies your subscription?
6.12.1.5.2. What are the special challenges and benefits of running a subscription model?