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by gburt 5523 days ago
Amazon wasn't the "startup" in his example. His point was the 5 year wait time for a "giant"* to get a product out the door...

* who, even worse for their case, already had the infrastructure, resources, engineers, etc. to get it done.
1 comments
jggube 5523 days ago
The point still stands; this isn't an example of why startups shouldn't fear giants/incumbents. Just because Google couldn't/chose not to get a product like Amazon S3 out the door to compete with Amazon, doesn't mean incumbents can't replicate and dominate a bootstrapped start-up's low-cost, innovative web app or mobile app.

The statement should say that startups with innovative, hard-to-reproduce products have nothing to fear; you'll either produce a product that they'll choose not to compete with/can't compete with (Twitter, Facebook) or get bought by them.

How many startups get killed because they can't compete with the big guys, though? Here's an example: http://family.go.com/assets/bubbleshare/

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true_religion 5523 days ago
I'm trying to innovate in the same field that Bubbleshare was in. I only learned about them recently via reading old techcrunch posts. What killed them? Did they go through a prolonged period of difficulty?
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peteforde 5522 days ago
Founder greed and bad timing.
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true_religion 5522 days ago
Ah can you elaborate please? To me it looks like Bubbleshare was the best thing ever---till it suddenly shut down.

I find glowing reports about it from TechCrunch, then.... nothing, it just dies.

So what happened?

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peteforde 5522 days ago
Disclaimer: I was not involved, but several people that were are friends. These friends did not inform my answer here, which is just my opinion based on many sources.

BubbleShare was a Toronto tech darling started by the always brilliant Albert Lai. They were WAY ahead of their time.

All I'm comfortable sharing here is that they received buyout Offer A, which Albert rejected in favour of doubling down for a better deal. Unfortunately fortune did not smile and BubbleShare ultimately accepted Offer B, which was significantly smaller than Offer A.

The site was sold to Kaboose, which is a Canadian family content company. As usually happens when startups are acquired, the key talent left (Albert started Kontagent) and innovation on the site halted.

I'm not an analyst, but these things usually distill down to "too early / too early / too late". I'm not sure that people were ever lining up to pay them money to use the service, and that might give you pause before going down the same road. Many products are cool but aren't solving a problem causing paying customers real pain.

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