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Over the course of the many weeks of on-again, off-again MicroHoo madness, I did a fair bit of pontificating and speculating of my own about the would-be deal. After all, it was THE Bay Area topic of conversation (for one brief moment we all put our Facebook speculation on hold -- I am so pleased that we can get back to speculating about Facebook now and, better yet, speculating about MicroBook, or is it FaceSoft?).
Many of the MicroHoo conversations I had centered around the combined assets of Microsoft and Yahoo. What could the two companies, in combination, bring to bear upon the Internet landscape? And while the press largely liked to discuss the impact a Microsoft/Yahoo merger would have on the search market, to my mind that was not the biggest advantage of the combination. From where I sit, the greatest combined asset of Microsoft and Yahoo would be their vast social graph data. Farmed properly, MicroHoo could have enabled a stunningly powerful social network using nothing more than the fumes of their existing services.
To see the power of Microsoft's and Yahoo's social data, one need look no further than the first visit to virtually every social service. The first thing you are asked to do in the registration process is to give your login data for Yahoo Mail, Hotmail, etc. Why? Because each new social experience on the Web needs to recreate your social graph and the best way to jump start that process is to use the social graph data you already have stored in your existing communications services.
What if MicroHoo were to simply farm the social data contained in all of its current social services? Step one, implement a unified login across all MicroHoo services. I must say that this is one thing that Yahoo has gotten right from the very beginning (and Google has been a fast follower). Since its inception, Yahoo has viewed the customer experience as a unified one across all of its properties. And with each of its acquisitions, job number one has been to unify the login experience. Thus, Yahoo knows that "davidhornik" on Yahoo Mail is the same as "davidhornik" on Flickr is the same as "davidhornik" on MyYahoo. What if MicroHoo also knew that it was the same as "davidhornik" on Microsoft Messenger and as "davidhornik" on Hotmail? In fact, MicroHoo could know that I am the same "davidhornik" on:
Yahoo Mail Yahoo Messenger Flickr Delicious Upcoming Hotmail Windows Live Messenger Xbox Live etc.
Every one of these services contains data from which MicroHoo could have created a social graph an order of magnitude larger than MySpace or Facebook. Add on top of that social data compelling personalized experiences drawn from the likes of MyYahoo, Yahoo Finance, Zune.net, etc. and you've got the makings of a pretty powerful social experience.
So why haven't Yahoo and Microsoft done this on their own, let alone in combination? That's a great question. If I were in charge, it is where I would start. As all experiences on the Web increasingly are informed by social relationships, the long term winners will be the players who can bring the most social data to bear on their services. What's more, as can be seen in the recent announcements by MySpace, Facebook and Google, the ability to own that social graph and make it available for use by third-party services will prove invaluable. While Google has relatively little to offer in terms of existing social data, both Yahoo and Microsoft sit on treasure troves of data (as does AOL for that matter) that would allow them to legitimately compete with MySpace and Facebook as the Social Graph of Record for the rest of the Web.
Not that it would be easy for Microsoft or Yahoo to create a social network from whole cloth. I know it wouldn't. (Just look at Yahoo 360.) But the prize is well worth the effort. Consider the millions of people who have yet to join any social network. While Yahoo and Microsoft may not be the likely starting point for Millennials, it strikes me as a very natural place for the rest of the Web to discover and embrace social networking. Similarly, Microsoft and/or Yahoo seem the natural repositories of the social graph of record for the rest of the Web. If MicroHoo is ever reborn, the big opportunity for the combined companies is to create the social network for everyone else (and the social graph for everything else). In the mean time, Jerry and Steve, if you are listening, you probably should get working on it independently. My guess is that your future in the Web depends upon it.
I spent this week in Hawaii at a conference I hosted called The Lobby. The idea behind The Lobby was to gather together a fantastic group of people with a shared interest in the future of media and facilitate a conversation among the participants. There were no speakers on stages, no panels addressing broad themes, no big name mucky-mucks invited to draw crowds, just a fantastically engaged and engaging group of subject-matter experts eager to connect and talk. Everyone who attended would have been those speakers, those panelists, those mucky-mucks at other conferences, but this conference wasn't about being the center of attention -- it was about participating. And man did everyone participate. From dawn to well-past dusk, the folks at The Lobby devoured the conversations. The energy was frenetic, a veritable Type A Power Plant. By the time I got on a plane to head home this morning I was literally spent. I suspect it will be weeks before I'm fully recharged. And I will take the next 12 months to follow up on everything I've learned, connect with everyone I've met, and prepare for next year's Lobby conference.
The Lobby would never have happened had it not been for the encouragement, expertise and friendship of the incredible Lia Lorenzano-Kennett. Lia is the high priestess of conference production. She was one of the first Producers of the Apple Developers Conference, ran Demo and Agenda, was the President of IDG Executive Forums, and worked with Walt and Kara to create the phenomenal All This Digital conference, of which she still is the Producer. When I first met with Lia to talk about my idea for The Lobby, she told me that she had always wondered what made a great conference -- was it the speakers or the audience? And she had always wondered what was the answer to the age old conference chicken and egg problem. Was a conference made great by the people who attended? Or did great people only attend great conferences? As The Lobby wound to a close this week, Lia turned to me and said "so now we know -- it's the chicken." And man were there some great chickens in attendance at The Lobby.
I would love to tell you more about The Lobby, but that's about all that I can say without breaching my own terms of the conference. The Lobby was from the very outset touted as an off the record conversation about the future of media. When attendees registered for the conference, they confirmed that they would not report on anything said by the other attendees. My theory was that if everyone felt comfortable that their discussions and conversations would not be reported beyond the confines of the event, people would speak more freely and we would all get a lot more out of it. I still believe that is true, although I am not certain how realistic it is to assume that in this day and age there is such a thing as off the record. It is too easy for information to be disseminated, either with attribution or anonymously. And what constitutes "off the record"? Is it still off the record if you report what was said at the event but don't attribute it to anyone in particular? Is it still off the record when you Twitter "having great conversations at The Lobby" or "Will sell bead clue for $100"? Is it still off the record when you post a public photo of the event to Flickr or Photobucket? What if that photo paints another attendee in a less than flattering light? Is it off the record if you simply report that you are attending The Lobby, even if you never mention more than the meals you had at the event? For what it is worth, my goal was to keep the content of the conversations off the record (attributed or otherwise, during sessions or at the bar, to a few or to thousands). My slogan for The Lobby was "the content is the conversation" -- off the record was about promoting open discussion, not creating a secret society. But it is a tough line to draw and I will continue to ponder these questions in anticipation of The Lobby 2. Until that time, I look forward to continuing to participate in the rapid evolution of digital media and hope that The Lobby has played some small role in that evolution.
One of the good things about being home sick is that you have time to blog. So let me catch up on a couple of quick things.
Graphing Social Patterns Conference: The first one is that my friend Dave McClure has organized an interesting conference that is coming up called "Graphing Social Patterns: The Business and Technology of Facebook" The event is all about Facebook as a platform for other businesses and will have some great speakers like Tim O'Reilly and Reid Hoffman. The Facebook phenomenon is sweeping Silicon Valley and this is the first event to try to put it in some perspective. The conference is in San Jose from October 7th through 9th and you can REGISTER HERE to get a 25% discount on the conference (because VentureBlog isn't just about information, it is also all about value). Also, don't miss the VideoEgg conference called App Camp on how to build a real business on Facebook. VideoEgg have become The experts on rich media advertising and monetization of social media. Given that, App Camp will be a very interesting discussion of how to actually make money on Facebook. I have been saying for a long time that I believed social networking (or, the "social graph" in today's parlance) would become a core piece of infrastructure in all sorts of applications and the Facebook platform is the perfect extension of that observation -- now application providers can outsource the entire social networking infrastructure to Facebook and focus on the overlying application. It will be interesting to see how these applications and monetization continue to evolve.
DonorsChoose Blogger Challenge: The second random snippet of this fine sick day is Kara Swisher's quest for lunch with Jerry Yang. According to Kara, the Yahoo PR machine won't give her direct access to Jerry, so she is working on an end run to the problem. In support of the DonorsChoose blogger challenge, Yahoo has offered a lunch with Jerry for the blogger who gets the most donors to give money to schools through DonorChoose.org. Kara is hoping to earn that honor so that she can dine with Jerry and, no doubt, put it on video tape. The DonorsChoose blogger challenge is a fantastic way to help out worthy school projects. But since I'm late to the challenge, I may as well lend my support to Kara, who has chosen some great projects to fund. So if you are interested in contributing to some worthy causes, click HERE to get to Kara's DonorChoose page.
Hope you all are healthy. I strongly recommend getting flu shots. Trust me. Get the shots.
Hello VentureBlog readers. Are there still any of you out there? My hat is off to folks like Fred Wilson who blog religiously on a daily basis. While I post a thing or two daily to my personal Vox blog, that's usually a picture, a quote, a video. Fully formed sentences are a bonus on my Vox blog. But what it lacks in structure and depth, it makes up in cute pictures and video of my kids. Sure, my mom is willing to read VentureBlog and pretend she gives a crap about liquidation preference because I'm her son, but when it comes to cute pictures of her grandchildren, she'll check that blog with OCD consistency. My mom's desire for more info on her grandchildren, however, is no excuse for neglecting VentureBlog. And so I return to the hallowed pages of VentureBlog (I hope it is more hallowed than hollow).
Do you ever read a newspaper column and get annoyed when it is just a bunch of little snippets without any overriding theme or structure. Lazy, lazy, lazy. Well, for the sake of easing back into VentureBlog, this post is going to smack of those lazy columns. Sorry about that. I'll try to do better next time.
First things first, welcome to the New and Improved VentureBlog. Do not be confused by its near identical appearance to the old and not yet improved VentureBlog (particularly if you are reading this via my RSS feed :)). VentureBlog is now running on MT4. There's been a ton said out there about MT4 -- lots and lots of praise for its depth, simplicity and beautiful new UI. I second all of that (and not just because I'm an investor). It is a pleasure to use and the MT team deserves a pile of credit for continuing to raise the bar for blogging software.
Not surprising to most of you, I'm sure, I spent the beginning part of this week at the TechCrunch40 conference. While folks like Walt Mossberg, Kara Swisher, Chris Anderson, John Battelle, make it look easy, the conference business is anything but. It takes a pile of planning, a huge amount of leg work, some real personality and a fair bit of luck to make a new conference work. But Mike, Jason and Heather pulled it off in a big way. The TechCrunch40 had the necessary mix of startup energy, investors trolling the halls, journalists chasing down stories, and ice cream bars. So congratulations to them for a great conference. If you couldn't make it to the TechCrunch40 and want to get a feel for the energy in the halls, Craig and I recorded a VentureCast show there that I am sure Craig will be posting shortly.
While I was at the TC40 event, I bumped into Michael Copeland. Michael is a great guy and an equally great journalist. It saddened me to see "Fortune" on his name tag. I don't have any problem with Fortune. I like the magazine and I'm thrilled that Michael is writing for them now. But it was just a reminder of the terrible decision by Time Inc. to shut down Business 2.0. The crew at Business 2.0 worked hard to understand and articulate the underlying trends that continue to power this round of Internet innovation. They weren't content to simply write about the fads after they had been outed by the blogosphere. They dug in. I was lucky enough to attend a couple of the Business 2.0 gatherings of their "Next Net" companies. They were lively debates orchestrated by Erick Schonfeld and the rest of the Business 2.0 editorial team. It is a shame that there won't be any more of those gatherings. Maybe Michael can carry the tradition over to Fortune. [I wrote this post on a plane this morning and then read this evening that Erick Schonfeld has joined TechCrunch as Co-Editor with Arrington. That is fantastic news for TechCrunch -- Congratulations to Erick, Mike and Heather.]
As is par for the course, I didn't actually spend much time in the conference hall during the TechCrunch40. But during one interesting session in which Marc Andreessen and Dave Filo were explaining to Chad Hurley how they invented the Internet, I peaked in and saw Eric Savitz in the front row blogging away madly. Have I ever mentioned on VentureBlog how incredibly great Eric Savitz is? He really is. Unfortunately, because he writes for Barrons he blogs mostly about the public markets. Somehow he managed to even make posts about earnings calls entertaining. And when he is blogging at things like TechCrunch40, his stuff is just awesome. If you haven't read Eric's blog, go check it out now. It has been really impressive how quickly his blog has become one of the standard bearing tech blogs.
As a bookend to Shameless Self Promotion Month, I should mention that over the summer I funded a great company called Jaxtr. Jaxtr is what I like to think of as "social telephony." You can put a Jaxtr widget on your blog, social network, eBay listing, etc. and enable click to call. Jaxtr then establishes a virtual phone number for you that is local for the person calling -- if someone is calling you from India, they get a local India number, same in Europe or China or Iowa. And because the number is virtual and lives on top of a voip platform, you can then control the destination of those incoming calls. It can come to your cell phone, your home phone, Jaxtr voicemail, whatever you prefer. Better yet, you can determine the path of the call by individual. These features are just the beginning for Jaxtr, which will increasingly take advantage of voip and the social graph (oh crap, I swore I wouldn't use that term) to create more control, leverage, cost efficiency and fun for users. I'm thrilled to be involved with the company (along side many of the earliest Skype investors). Incidentally, I did get a fair number of comments and emails telling me that Shameless Self Promotion Month sucked and that I should cut it out. Fair enough. We now return to our ordinarily scheduled program of pontification and sarcasm.
I guess that's enough for now. Sorry for the rambling. It is good to be back.
When I first met with the team at Splunk, they were working away on building a system that could accurately track a transaction as it traversed the entire enterprise stack. If the transaction broke somewhere along the way, their software could help IT discover the cause of that failure. While it was clearly a pain point for some businesses, there was no clear customer and the value proposition was a relatively hard one to articulate. But the technology they were building created a whole lot of intelligence built on the fumes of the data center (namely the log files). I was interested in what they were doing, but not interested enough to fund them. One day I got a call from Michael Baum, CEO of Splunk. He told me that they had "figured it out" and that we should meet up. I was certainly game to hear what they had figured out and we got together again a short time later.
So what had Splunk figured out? They had figured out that if they could track, manage and correlate log files across the entire data center in near real time, that they could create the killer IT Search Engine that would allow an end user to see into their enterprise stack in a way never before possible. The Splunk guys showed me a very simple example using Voip data and how one could track all systems that touched a particular extension by simply searching for that extension in the Splunk engine. I was an instant believer -- it was clearly a better way to manage the massive amounts of IT data that exist in enterprises today. I invested in the Series A and the Splunk team got to building the software that they had envisioned.
A short time after investing in Splunk, I was meeting with a group of managers from one of August Capital's biggest Limited Partners (the folks who invest in our fund). I was describing for them what Splunk was planning to build and they asked me "so what's the market size for that?" I quickly answered as best I could -- "I have no idea." Needless to say, this was not the most satisfying answer they had ever received and they stared back at me with a look that suggested perhaps I should come up with a better answer. But the reality was that I didn't have a better answer. Not because it was unclear if there was any market for what Splunk was building. But, more importantly, because once Splunk had built their search engine, it was unclear what market they would go after. I explained to my investors that Splunk had a number of multi-billion dollar markets in which they might play (management, compliance, BI, security, capacity planning, development, etc.) and the only question was which ones they would choose to go after first.
That conversation with my Limited Partners was over two and a half years ago. And since that time, the Splunk team has built precisely what they promised -- a large-scale, high-speed search technology for your data center. But despite the fact that Splunk's software has been downloaded by over 100,000 users and despite the fact that there are now more than 350 paying enterprise customers (including 21st Century Insurance, BEA, British Telecom, Catholic Healthcare West, Chicago Mercantile Exchange, Comcast, Dow Jones, FedEx, Fiserv, GE Consumer Finance, LinkedIn, Mantech, Mozilla.org, NASA, Shopzilla, Telstra, U.S. Department of Energy, U.S. Department of Justice, U.S. Department of State, Vodafone and Yahoo!), I would still have a tough time answering the question posed by my Limited Partner.
Splunk has not built an application. Nor is Splunk merely selling software. Splunk has created a software enabled platform that continues to be extremely broadly applicable. Is Splunk mission critical when it comes to maintaining availability of large scale enterprise systems? Yes. Is Splunk invaluable in the fight to maintain the security of your data center? Yes. Does Splunk uniquely simplify the process of data compliance? Yes. Can Splunk help you dig into your data and analyze it like no other solution? Yes. But, frankly, that's just the tip of the iceberg -- once you are able to query individual pieces of data across your entire data center in real time, the applicability of the platform is limited only by the creativity of its end users. And those end users are driving value back into the platform, creating applications we hadn't thought of before.
So what is the market for Splunk? i still couldn't say for certain. But I can tell you one thing -- it is awfully big. And in the venture business, that's big enough.
It appears that Shameless Self-Promotion Week has become Shameless Self-Promotion Month. Not that I am promoting any more companies than I had originally planned. I am still only talking about those businesses in which I have invested on behalf of August Capital. But, it turns out, it takes more time than I had anticipated to sing the praises of such a fantastic group of companies.
Just this past Friday, Craig Syverson and I recorded the latest installment of VentureCast at University Cafe in downtown Palo Alto. I had recently been discussing with a friend the fact that University Cafe has very much become a part of the startup economy again. Folks like Rajeev Motwani and Ron Conway spend a fair bit of time meeting with companies at University Cafe. Practically any time you're there you can look around a see deals getting done. In fact, shortly before Craig and I started recording VentureCast, the guys at the table next to ours were banging out the details of some sort of financing. Unfortunately, they had finished their negotiations before we started recording, or we might have captured the blow by blow on tape.
A couple years ago I was meeting with an executive from one of my portfolio companies at University Cafe. While we were talking, Rajeev wandered by and told me to come say "hi" before I headed out. Rajeev was talking with a smart group of guys about their new company in the local advertising space. Those folks were the founding team from DoneRight (at the time called Perform Local). I was intrigued by their business, impressed with the team, and a short time later I ended up funding their company.
The CEO of DoneRight was -- and is -- Paul Ryan. Paul is a phenomenal technologist. He had most recently been the CTO at Overture and, thus, had been part of the team that had pioneered the very concept of pay for performance. The idea at DoneRight was to create a pay for performance local advertising network that would allow local service providers to purchase valuable leads through DoneRight. By aggregating demand through on and off-line lead generation techniques, service providers could use DoneRight as their marketing arm, paying only for the leads they received. On behalf of the consumer, DoneRight would screen service providers for professional licenses, BBB complaints and the like, and only accept professionals onto the service that DoneRight was comfortable guarantying. Given this data-intensive, data-driven service, there was no one better to build DoneRight than Paul.
Because local services are . . . well . . . local, DoneRight has been rolling out their network on a city by city basis. With each new city, DoneRight gains more insight into how best to provide consumers with the information they need to make informed buying decisions, while providing service professionals with the channel they need to scale their businesses. The service launched in San Diego, and has rolled out to Denver, Chicago, Houston and Dallas over the course of this year. In 2008, DoneRight will expand considerably, using what they've learned in their first five metropolitan areas to optimize the DoneRight experience on a nationwide basis. To date, over 1,000 home improvement professionals have entered into prepaid performance agreements with DoneRight. While other online services have failed to gain meaningful sales traction with local businesses, DoneRight has been able to sign up its first thousand paying customers in record time, because it is providing real, measurable results for its business customers -- In the short time that it has been doing business in these few metropolitan areas, DoneRight has processed nearly 500,000 consumer requests for referral to a DoneRight certified service professional. And that number will scale dramatically as DoneRight expands nationwide.
DoneRight is another business in which I invested because of my love of data. Ultimately, the lead generation business is a numbers game. How much does it cost to acquire a lead? What will a service provider pay for it? Does it scale? Those were the questions that needed answering. And given Paul Ryan's background, I invested, confident that Paul would be able to produce the necessary infrastructure to answer those questions and create a scalable business. And he has. Better yet, as Paul and the company learn more about lead generation on a local level, they are able to apply that knowledge to each of their metropolitan areas, making each city more efficient and the overall business decidedly more profitable. If you live in San Diego, Denver, Chicago, Houston or Dallas and are looking for a guaranteed service professional, DoneRight.com is the place to go. And if you are living elsewhere, stay tuned. DoneRight will be coming to your neighborhood soon.
While I'm talking about user statistics, I might as well talk about VideoEgg. When I first started meeting with the team from VideoEgg, they had all but no traffic. They had a fantastic video upload tool. Their solution was really elegant. But they were serving thousands of videos at best. The discussion within my partnership was about the degree to which they could compete in a market that was dominated by YouTube and a group of fast followers. Nonetheless, I was really impressed with the team and was excited to see how we might be able to put the VideoEgg software and service to good use.
Having determined that creating another video destination site was tantamount to suicide, the VidoeEgg team decided to partner with various services across the web to provide them with the necessary infrastructure to ingest, manage and serve video onto their respective sites. Because the VideoEgg technology and business proposition were so compelling, they quickly signed up a large number of partners, including: Bebo, hi5, Piczo, Consumating, Current TV, Flixster, AOL, Glam.com, Military.com, BlackPlanet, MyYearbook, ringo, Tagged, AsianAve, theU.com, Dogster, MiGente and many more. The results have been staggering.
In the month of June, VideoEgg will serve in the vicinity of 25 million videos per day or nearly three quarters of a billion videos per month. Those videos will be watched by approximately 23 million unique visitors, a number which is growing by 15% month over month. If that trend continues, VideoEgg will serve about 53 million unique visitors by years end. What's more, VideoEgg is able to leverage the distribution across its network to promote original content. For example, in partnership with Motorola, VideoEgg will stream more than 14 million views of The Burg throughout the VideoEgg network. As the network continues to grow, the opportunity to act as a meaningful channel for original content will grow as well. Which is precisely why I view VideoEgg as a next generation television network.
I was just asked today on a panel if I thought that the market for online video was approaching saturation and my answer was an emphatic "no." I am not predicting the demise of television in the near term by any means. But I am predicting exponential growth in online video as the next generation of media consumers spends an increasingly large percentage of their time online. And I anticipate that VideoEgg will play an important role in that media evolution.
A lot has been said about Six Apart in the past, including by me. I have never been shy about making clear my love of MovableType (VentureBlog), TypePad (SaysMe) and Vox (Hornik, Hornik and More Hornik). I use each of Six Apart's platforms, which makes me an investor, a customer and an evangelist.
But what hasn't been said about Six Apart to date? Perhaps what hasn't been said is that when it comes to web traffic Six Apart is HUGE. According to Comscore, Six Apart's hosted properties (TypePad, Blogs, LiveJournal, Vox, etc.) put Six Apart in the 50 most trafficked sites on the Web. Six Apart has approximately 39 Million unique visitors a month and growing. Six Apart served just over 600 Million world-wide page views in April, of which over a quarter of a billion page views came from the United States alone. And those page views do not even include the massive traffic of the innumerable branded sites that live on Six Apart's hosted platforms, including TheSuperficial, SocialiteLife, Gothamist, BoingBoing, HuffingtonPost, AskDaveTaylor, TreeHugger, ZDNet Blogs, Celebrity-Babies, CuteOverload, Kottke, CoolHunting, and thousands more.
Where are all those page views coming from? There are nearly 20 Million Six Apart bloggers across the various platforms. In the US, they are posting on LiveJournal, TypePad, Vox.... Internationally, they are posting on Friendster, Nifty, NTT.... On nearly any topic on the planet that one might search, there will be results hosted by Six Apart. The number of bloggers is constantly growing, the number of pages is constantly growing, the number of page views is constantly growing. The power of blogging!
On top of that, there are hundreds of thousands of users of MovableType, which represent innumerable millions of page views which Six Apart does not host and does not track. MovableType is the predominant platform for enterprise blogging. Many corporations use MovableType for external blogs, many more are using MovableType internally. While in no way comprehensive, check out this list of companies using MT for their own blogs: ABC, CMP Media Conde Nast, Gannett, Hearst, NBC Universal, NPR, Playboy, USA Today, Time, Walt Disney, Washington Post, Warner Brothers, FedEx, Interpublic, Ogilvy, Organic, UPS, Adobe, Cisco, Intel, Microsoft, Nokia, Oracle, SAP, Symantec, Verizon, GE Heathcare, GE Medical Systems, Genetech, Johnson & Johnson, Pfizer, American Express, Deutsche Bank, the Federal Reserve Bank, Intuit, Standard & Poors, Wells Fargo, American Eagle Outfitters, American Girl, General Mills, L'Oreal, Mattel, Miller Brewing, Mike, P&G, Patagoinia, Wal-Mart, Whole Foods, General Motors, Boeing, Lockheed, Brown, Columbia, MIT, NYU, Princeton, Yale.... And, of course, VentureBlog!
When I invested in Six Apart, I was excited about the incredibly broad applicability of Six Apart's technology. If anything, I've been surprised by just how broadly Six Apart's platforms have been applied. From Standard & Poors to Playboy to CuteOverload to BoingBoing to NPR to my mom's Vox blog, Six Apart has enabled a distributed media "empire" that is truly vast, and growing. It will be exciting to see how Six Apart continues to flourish in the coming years. I am thrilled to be a part of it.
I was chatting with my good friend Bill Trenchard this morning. Bill was one of the founders of LiveOps and is currently the Chairman of the company. He and I were talking about my LiveOps post from last night and I realized that while I had talked about some great applications of the LiveOps platform, I didn't discuss the thing I found most interesting about LiveOps technology. So before I move on to another one of my portfolio companies, let me share one additional thought about LiveOps.
I am a huge believer in the value of using software and data to optimize transactions. And the more data and the better the software, the more value you can extract from each transaction. In many ways, that is precisely what each one of my portfolio companies is trying to do -- unleash the power of the underlying data to produce the most value. LiveOps is no different. By leveraging the IP underpinnings of its call center platform, LiveOps is able to optimize the experience for its customers in ways that give the company an unfair advantage over traditional call centers and traditional call center management software.
The key to the LiveOps platform is that it tracks and manages each individual answering phones as an autonomous agent. And each agent is characterized by a set of data that makes up that agent's profile. So imagine that my mom decides to make some extra money by becoming a LiveOps agent. When she first starts to answer calls, the system will have very little information about her. But over time it will gather data about the job she is doing. The LiveOps platform will learn things like how quickly she answers a ringing phone, how many minutes is her average phone call, how satisfied are the callers with the outcomes from her calls, how many of her calls result in sales, what is the average amount of money spent on a call she takes, how often does she manage to up-sell the caller, etc. Using all of this data, when a call comes in, the LiveOps platform is able to rout the call, not to the next available operator, but rather to the best available operator. And that is LiveOps' unfair advantage.
LiveOps is in essence AdWords for people. The platform is able to measure and manage each individual agent in real time and route calls based upon the performance of each agent. And that routing doesn't simply rely upon data about the agent. It also relies upon information about the call coming in. If a call to the LiveOps' service is to sell a Ginsu Knife, the agent with the best track record of selling and up-selling will get the call. If, on the other hand, it is a call concerning front line product support, a different agent may have the best record of quick and effective resolution of support matters. Yet another call may come in that is a simple pizza order and get routed to the agent who is the most efficient and most accurate order taker. LiveOps software is designed to manage a large pool of agents and optimize their performance in real time based upon the nature of the call and the characteristics of the available agents. As a result, not only is LiveOps able to provide the low cost solution (by allowing agents to work from home throughout the country), but it is also able to provide the most effective solution by routing calls based upon the specific performance metrics defined by the client.
It is this real time, performance-based call routing that I think has led to LiveOps massive success to date. LiveOps customers include large enterprises that want to use the LiveOps platform to manage their own call centers and their own agents, as well as companies that want to leverage LiveOps' agents and software to provide an end to end solution. Either way, LiveOps customers are guaranteed the most efficient and effective "call center" experience possible. And, to my mind, that's pretty exciting stuff.
When I first met with LiveOps' CEO Maynard Webb, I asked him what it was about LiveOps that would get him back to work. After all, Maynard had just recently retired from Ebay where he had served as COO. While head of technology at Ebay he was credited with stabilizing a platform that, at the time, was on the verge or implosion. His reward for fixing the technology mess was a license to fix everything else as COO, which he did with great aplomb. Maynard had a well earned reputation as a tireless worker. Clearly he had earned himself a summer or two (or ten) off. But when Maynard heard the LiveOps story, he found himself back in the saddle.
So what was it about LiveOps that Maynard found so exciting? In his words it was the ability to do well while doing good. That may seem surprising when you consider that LiveOps is a call center software and services platform. At its core, LiveOps is an incredibly sophisticated VOIP software platform that allows a customer to route, track and manage calls in ways that none of the traditional systems allow. And one of the most important byproducts of LiveOps' all-IP system is that agents can be located anywhere that there's a web connection. They may all be located in a call center in Ohio, or they may be scattered throughout the country in their homes.
LiveOps is the biggest customer of its own call center software. Along with selling its platform to big corporate clients who are looking to better manage the performance of their agents (wherever they may sit), LiveOps uses its own software to manage the LiveOps distributed call center that now encompasses 13,000 active agents and growing rapidly. LiveOps agents on the whole tend to be stay-at-home moms and home-bound individuals who are looking for a way to make money while maintaining the flexibility to work where and when they choose, as may be dictated by their own personal circumstances. Which is precisely what appealed to Maynard. As he told me, one of the things he was most proud of with Ebay was that it empowers a whole host of entrepreneurs to create businesses that best suit their particular life circumstances. The same is true of LiveOps. Rather than outsourcing jobs to other countries, LiveOps insources opportunities to underemployed, but well-educated, individuals who need the flexibility to control their own work environment. And, as Maynard pointed out, the more successful LiveOps is at serving its customers with the most efficient and most effective call center available, the greater the number of individuals the company can empower to take control of their own circumstances.
There is another byproduct of this massive distributed phone force; LiveOps is the only call center in the world that can massively scale in short order to suit the needs of virtually any customers. One great example of this capacity to scale came immediately after the Hurricane Katrina disaster. The American Red Cross was inundated with requests to donate on behalf of the victims of the hurricane. In an effort to support the generosity of the country, the Red Cross went out looking for a call center that could field the enormous volume of calls for donations. Ultimately, only one company could deliver the necessary scale to support the overwhelming call volume, and that was LiveOps. In a matter of hours, LiveOps was able to route the Red Cross's 800 number to thousands of agents throughout the country, who immediately were able to service the generosity of hundreds of thousands of donors.
LiveOps recently put that capacity to good use again when American Idol had its Idol Gives Back campaign. During two separate American Idol shows, the stars of the show promoted a charitable giving program that included an 800 number on the screen and on their website. While the producers of American Idol suspected that the volume of giving would be quite large, they could not scope the scale of the participation with any specificity. That was no problem for LiveOps. They were able to scale the size of their phone force with demand, continuing to take pledges long into the night, and were unencumbered by the limitations of traditional call centers. What's more, they were able to give the American Idol producers instant feedback as to the scale and velocity of the program. In the end, LiveOps deployed over 3,400 agents who answered approximately 200,000 calls and collected more than $6 Million for charity. That's the sort of thing that makes Maynard Webb excited to come in in the morning. And it is the sort of thing that makes me thrilled to be an investor in LiveOps.
