When startups should think like designers

Design, funding and research are critical parts of getting a product successfully to market says Design + Industry’s Murray Hunter

Thinking about design and getting to market should be a priority for startup businesses says Murray Hunter, founder of Sydney’s Design + Industry.

Having won over 160 design awards during 30 years of running Design + Industry and employing 50 specialist designers and engineers in his Sydney and Melbourne offices, Murray has many insights in what makes a successful product.

“Some of those companies have gone on to become world leaders, it’s a hell of ride and it’s a fabulous relationship where 15 or 20 years later you have a client relationship that’s dominating the world.” he recalls.

Thinking like designers

The current startup scene in Australia provides an opportunity for the country, Murray believes.

“We’re losing manufacturing industry but there’s a whole new wave of businesses and startups based around new technologies, particularly around IoT”

Cyclone pruning shears

“The world wants to think like designers and lead by innovation, which is a really interesting line. You have the American government that wants to design think and you have all these large accounting firms that want to be design thinkers as well.”

“But everyone wants to be innovative and provide a better experience to the customer and we have all these new technologies that are giving us the ability to have a lot more information, be more informative.”

“It started with Apple with the iPod and then the iPhone and it’s led right through so we now have high expectations of what we want for products and services.”

Finding funding

His advice to startups is blunt, “the first thing you need is funding, If you don’t, start the process of development sufficient to develop collateral which enables you to gain investors.”

The development process itself starts with knowing the market.

“Products should be designed to suit the market, not on a hunch,” he says. “So you start with what the market wants and you go backwards. You don’t get dressed and say ‘where are we going’, you find out where you’re going and then get dressed.”

“The intelligent and qualified entrepreneur will have a lot of the problems solved, they’ll have done research, they’ll have knowledge of the market, they’ll know the segments it’s aimed at and quite often they’ll have route to market realised.”

BlueAnt Pump HD earbuds

“Crowdfunding makes a big difference as entrepreneurs can run a crowdfunding campaign, get initial sales and worldwide recognition for it. If it isn’t successful, that could be the end of it. Others know people who can fund it.”

“They may not have funding or they may, we have quite a few suppliers around us who will help with the funding process. We also know private individuals with deep pockets who are interested in investing.”

Changing the design industry

Over the past few years, the design industry has changed dramatically with the rise of Computer Aided Design, 3D printing along with new materials and manufacturing methods. Medical devices are one area that’s seen a rapid change.

“Thirty years ago medical products were low volume,” Murray recalls. “In Australia typically we’d make them out of sheet metal. Now the volumes have increased because the world is more easily accessed so we’re designing for higher volumes.”

CliniCloud non contact thermometer

“We’ve also got low cost manufacturing sources to provide solutions so we can develop a more sophisticated product that will be better received worldwide.

“The biggest change I think has been CAD (Computer Aided Design), the Internet and 3D printing.”

“CAD because we went from 2D drawing to 3D models, the internet because we no longer send DVDs or CAD files to our manufacturing partners and it means we can access manufacturers all over the world.”

“We’re working on a 3D printer that can make biomatter, in other words skin, there’s talk of doing teeth with the rigid externals and soft nerves. So where we go I can only think of organs, prosthetics, replacing cartilage which is a big thing for the elderly.”

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Managing the circular firing squad

How Netsuite manages conflicting roles among its senior executives and directors

Earlier this week I had the opportunity to interview Evan Goldberg, the founder of Netsuite at the company’s Suiteworld conference in San Jose.

While one of the topics we covered was Goldberg’s support of the BRAC Foundation, I was also keen to discuss the company’s complex senior management and board dynamics.

Along with being the CTO, Goldberg is also Chairman of the Board which means CEO Zac Nelson answers to him on board matters but the roles are reversed in their executive management roles.

To make matters even more complex, Chief Operating Officer Jim McGeever is also the board’s President so he also answers to Nelson in executive matters while presiding over both of the others as a director.

“We call it the circular firing squad,” laughed Goldberg when I asked him about it. “We are all incredibly committed to the company and we get along really well. We get our egos out of the way and we just want to do the right thing.”

“Humour is a very important part of it,” Goldberg observes. “Fundamentally it has to be the right people for that to work. Three is a good number as you get to vote on the matter.”

So Goldberg’s view is Netsuite’s arrangement works because the three are friends and leave their egos out of decision making.

Goldberg’s observation is true of any successful business relationship – like a succesful personal relationship a thriving business partnership relies on respect and the individuals being able to give a little, or a lot, without bruising their egos.

Ultimately though, it’s interesting to observe how tolerant investors are towards such arrangements. As an independent, outside investor having too many Executive Directors on the board dilutes the critical management supervisory role of the board and that can’t be encouraging for shareholders.

Tech companies though get some slack from investors given their relative youth and market dynamics so it’s not surprising Netsuite gets away with this. The bond between the senior executives must also count as well.

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Fred Wilson on the future of Venture Capital

Fred Wilson on the future of Venture Capital

Business Insider has a wide ranging  interview with prominent New York VC Fred Wilson on investment, tech and business succession planning.

I can’t help but think reading it though that Wilson’s career was a product of the times and his successors might find the economic environment very different.

The current Silicon Valley business model, which Wilson successful applied to the New York business scene, may be just another transition effect that made plenty of money for those involved at the the time but is just an historical oddity in the long run.

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Has the social media bubble popped?

Poor LinkedIn and Twitter earnings could be marking the end of the social media bubble

Last week Facebook’s stock soared after the company reported better than expected earnings on its advertising services.

It seemed that the social media sites had finally cracked the code on how to make money out of their billions of enthusiastic users.

This week sees a different story as both Twitter and LinkedIn disappointed investors with missed revenues targets in their quarterly earnings reports.

Twitter’s blues

For Twitter the market reaction was merciless – the stock price dropped 24% – as a $500 million loss in it’s first quarter of trading on the stock market is not a good look.

In Twitter’s defense, all of that loss was due to the cost of acquisitions being booked by the company. In 2013 the social media site spent over $500 million buying out various advertising, curation and and analytics services.

The question now for Twitter is whether they can weld together a profitable platform from the collections of businesses they’ve acquired and start delivering a return to investors.

A miss for LinkedIn

LinkedIn has a similar bent towards acquisitions having announced its purchase of data analytics company Bright on the same day as its disappointing results, however the company’s undershooting expectations was because of lower than expected revenues.

‘Disappointing’ is an interesting word in the context of LinkedIn as revenues were up 47% over the previous year.

What possibly should have been more concerning for analysts than the headline revenue number are Linkedin’s soaring costs of doing business – both sales & marketing and product development costs were up 50% year on year – which cut profits by over two thirds.

The most worrying part of LinkedIn’s earnings miss is the company’s price to earnings ratio. Currently the stock trades at an eye-watering P/E of 1,000 which implies investors are expecting a lot more revenue into the business.

Over-inflated expectations

It’s hard to argue that social media stocks aren’t in a bubble with those multiples. Even Facebook trades a hefty one hundred times earnings despite its improved revenues.

Perhaps the simple fact is we’re expecting too much from social media services; they are good businesses, but maybe they’ll never be the fantastic profit machines that Apple, Google or Microsoft have been.

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