My small, frisky consumer products company ended up getting acquired by a larger holding company that owned two other consumer brands. Since I had more ecommerce experience than they did, I was offered the chance to really beef up their online operations across their brands.

So, within a year, I would have gone from:

1) Being an online marketing lead of an Internet Retailer Top 125 etailer where everybody in the company was aware of what was going on with the site

2) Working as a one man army in a scrappy but chaotic company where nobody had a decent feel for what I was doing (but thought it was important anyway)

3) Building out a digital agency from almost scratch to support 3 brands across multiple regions for a much bigger company

But you know, I’d never built out an entire department before at this level of complexity. It’d almost be like building out my own company within a company. Given enough room to operate, the group could mirror my beliefs on strategy, execution, and teamwork. Web development, online marketing, and product management would be in sync the way I think they should be in sync. Hmmm…

I mean, what could go wrong, right?

 

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One of the fun things about posting any sort of predictions on the Internet is how smart or stupid you look at the end of the year since there is a digital trail of sorts (well, I guess I could go back and edit my old posts to make me look like a genius, but what’s the fun in that?) My personal portfolio didn’t do anywhere near as well as the blogged trades did. Maybe that should be my investing philosophy: only trade that which I would blog about publicly. No, that’s not simple enough. How about: if I blog about it, it’ll do well! That’s easy!

  • Sold off Arm Holdings (ARHM) and Nvidia (NVDA) in January 2011. That was a 90% and 68% gain respectively. Actually, I bought NVDA again at $12.73 in August 2011 for pretty much the same reason I bought the original stake. We’ll see how Mr. Market treats me the second time around. I also bought some Intel (INTC) later at $21.19 which is a 18% gain so far (14% stock price appreciation but then you factor in that fat dividend…)
  • Demand Media (DMD) being a lousy investment. Yup. A -70% return for 2011. What Google giveth, Google taketh away.
  • Global markets being in for some tough times in 2011 and 2012. Yeah, I still stand by this one. 2011 was pretty wobbly with a brutal Q3 and gave you a pretty good idea of what’s on the horizon. The global markets are in a tough place and will continue to be very shaky. Do things finally unravel in 2012 as people start to acknowledge the futility of just tossing good money after bad just to postpone the inevitable? What’s really weird about this whole thing is that none of these issues are particularly new. So, what’s with all the market gyrations going from euphoria to despair and vice-versa? I get a surprising amount of natural search traffic for “liquidity crisis vs solvency crisis” for something I wrote in May 2010, and the basic thrust of that post hasn’t changed much. If there’s a big picture train coming where I’m confident of the outcome but not on the timing, I just get off the track and wait. I’ll still make the occasional individual bet, but I have no problem keeping my powder dry and waiting patiently.
  • Buying Take Two Interactive (TTWO) at $10 in hopes of an acquisition in the next two years. Ok, 1.5 years have passed. No acquisition. TTWO has gone as high as  $17 in 2011 but now sits at $13.50. 2012 or perhaps the start of 2013 (whenever GTA5 starts selling in earnest) is probably Take-Two’s short-term peak. Their launch schedule in the next say 15 months is as strong a lineup as you can ask for. If it doesn’t get bought out in that time period, then I’ll probably cut my position at least in half because that’ll be a high bar to hurdle afterwards. I might keep some around to see if they can organically grow anyway. Once upon a time I was an Activision shareholder a number of years ago and sold for similar reasons. Argh.
  • Barnes and Noble (BKS) trade: Bought at $9.20 when everybody thought it was going bankrupt and sold at $14.11 for a 53% gain. It went as high as $18 on the back of its Nook tablet success and the hopes of a John Malone takeover which later on became a strategic investment instead. But the not-so-sexy story behind the Nook’s success (and their online operation) is how much it’s costing them.
  • The ridiculous valuations placed on the current generation of Internet companies. Facebook will likely come out in 2012 barring a sharp market downturn which means you’ll see others (eg, Yelp) trying to ride out on its coat-tails. One wonders what the appetite for these types of companies will be given their surprisingly bad short-term (maybe long-term…) economics and nosebleed valuations. If you bought on the open market, the returns of these stocks have been poor since 6/30/11 (when my post was written) or the IPOs that came afterwards.
    • LinkedIn (LNKD): -30%
    • GroupOn (GRPN): -21%
    • Pandora (P): -42%
    • Zynga (ZNGA): -1%
    • And when you combine sexy Internet sizzle with “OMG CHINA!”, you get some stratospheric valuations that set up you up for big falls if you don’t get perfection.
    • I was looking at Angie’s List (ANGI) ‘s S-1, and ugh, that is some ugly stuff. So, for the current $800M market cap today, you get a company that lost $25M on a $38M revenue base for 6 months into 2011 and $27M on a $59M base in FY2010. I’d love to see who’s buying this type of stuff and what the trade rationale is.
    • There might be some euphoria associated with Facebook’s IPO that might lift all boats, but given the poor economics, bad macro-environment, and still ugly valuations, I expect more pain in these types of companies by the end of 2012.
  • Shorting Netflix at $300. Well, that was dumb luck with respect to timing. Covered at $232 because I thought I was sooo lucky to get a 23% return in a month and it just wasn’t falling enough in a down market which made me nervous about a rebound. It’s currently at $70. Oops. This is where I break out the “I got rich by taking profits too early” defense.
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Once upon a time, I thought I was one of those folks who didn’t need a watch anymore. Wrist-watches were relics, dontcha know, in the age of the omnipresent cell phone. But over time, I started to feel rather primitive pulling out my technological marvel just to check the time. Instead of a subtle turn of the wrist, I had to lug out a phone which felt like bringing out a frying pan to squash a fly. Smartphones were even worse with their gargantuan footprint (I have an HTC Evo 3D) and the resulting spotlight that lights up your face.

How gauche.

So, back to a watch, it is. But after years of wearing crappy $20 digital watches, I wanted to go with a nicer watch. And on top of that, I wanted an automatic watch (eg, requires winding or wrist movement, day of month sometimes has to be adjusted at the end of the month.) I’ve never had an automatic watch, but it just seemed like a cool contrast to the omniscient monolith that I always carried with me.

I ended up going with a Tissot Carson. It isn’t one of those huge sundial watches that seem to dominate the men’s watch scene. It isn’t stuffed with 10 other chronographs. It’s just a light, classic looking watch.

Pretty happy with the choice so far. There’s something soothingly entertaining about hearing it tick while watching the second hand revolve around the watch. I like how it doesn’t need batteries. I like hearing it click as I wind it up at night after I take it off. In a weird sort of way, the regular, tactile maintenance makes owning it feel more like a relationship than the electronic independence of my smartphone that caters to my every whim.

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My first e-commerce job was at an Internet Retailer Top 150 site. At well north of millions of visitors per year and tens of millions in revenue, it definitely wasn’t a small site, but it had surprisingly few resources. This mismatch was great from a career growth perspective because there was so much work to do and so much to learn. I started off as a PPC analyst and then branched off into SEO, web analytics, and conversion testing shortly afterwards. As a manager, I started playing more of a role in coordinating different online marketing efforts and helping prioritize and value our site initiatives. As a director, I managed the online marketing team,  helped set the site strategy, and was responsible for the financial performance of the site.

Throughout that time (6.5 years!), I worked closely with every department in the company. Developers, designers, product managers, financial analysts, executives, marketing managers, QA, IS&T, and so on. We’d build so much stuff in-house (thin profit margins and smart developers, you see) that you really got to understand what it takes to run a site. Overall, it was probably the next best thing to starting or running my own company that I was going to get. I developed a pretty good idea on what it takes to run an ecommerce site holistically from the higher end business strategy and planning all the way down to the operational details of making that strategy real.

But 6.5 years is a long time in e-commerce. The organization had changed, and I had changed too. In particular, I wanted the challenge of running the whole show; I wanted something smaller and more entrepreneurial. I had more ideas than we could implement at the Old Company, and the differences in design philosophy, e-commerce direction, development process, resource allocation, etc were starting to grow larger. Even though I had a great team, some terrific colleagues, etc, it was time to start looking around.

One time, I found an aggressive, young consumer products company that had a healthy business selling through other retailers but wanted to beef up their young ecommerce operations. The job description basically wanted someone to do everything: online marketing, site product management, technical infrastructure, production, programming, strategy, etc. It was a unicorn job description for sure. Even if you can do all of these things well, there’s still the problem of time. These types of job descriptions tend to be warning flags: The company doesn’t know what it wants; so, it wants everything. Let’s see: the position wants everything + aggressive company + not much understanding of the work required to get things done =  danger. That’s a lot of hands-on work, and getting crushed under way too much work and expectations and no help doesn’t seem very smart.

Well, that settles it then. Good-bye to the Old Company and say hello to the New Company. [cue music]

I probably should have waited for a job in a more established (or at least well-funded) online player. But I had all of those ideas and viewpoints, and going to a more established company probably doesn’t give me a chance to really see if they were valid or just hot air. There’s a certain type of person who likes to theorize but doesn’t want to stick his neck out on the line and try to make that theory real. I don’t want to be that person. There’s a certain type of person that hides behind a wall of “no” or the herd and is safe in doing so because most new stuff tends to fail anyway. I don’t want to be that person either. Not much resources means no legacy; so, here’s a chance to put my ideas and skills to the test.

It’s a bit of a “eat what you catch” type of situation. No VC tossing money my way. No established brand wanting to throw millions at an agency. No millions in sales or visitors to give my ideas the benefits of scale. No more in-house email manager, affiliate manager, SEM analyst, producers, on-staff engineers, product managers, content writers, QA, etc. I get one contractor engineer, and one overburdened graphic designer. I start with a homegrown site that is a good effort for a non-ecommerce company just starting to get serious, but it needs to be rebuilt. At least the margins are better.

 

I probably work about 60-70 hours a week with some ugly daily hours sometimes, but it’s been so worth it so far. I knew I had learned a lot working with all of those people in all of those departments, but I didn’t truly appreciate it until I started doing all this work. I don’t do things exactly like they did; I have my own ideas. But watching them do their work all these years definitely makes the learning curve much steeper for me at the New Company (always annoying that people use this incorrectly. A steep learning curve means you are learning quickly, not that the barrier to learning is high!)

In some ways, my career has taken a backwards step. Instead of becoming say a VP or GM, a large part of the day is wearing an analyst or manager hat across many functional roles. It’s not exactly at the depth that I’d like, but it’s definitely worth it. I get to move at the speed and style that I think a site should move at for a given level of resources. I feel like I’ve traded a tractor for a racing bike. Sure, I have to pedal and can’t move as much stuff, but I’m flyin’.

The danger is that I don’t have a lot of peer review to keep me honest, and I do miss the camaraderie of a multi-functional, focused group. I miss my reports. But I do have what I’ve always wanted out of an ecommerce setup but have never truly experienced: running the site in an integrated, aligned fashion. Ok, I know it’s cheating since I’m the architect and the builder. I don’t think I suffer from multiple personality disorder; so it’s obviously much easier to get 1 person on the same page as opposed to 8 who have their little fiefdoms and history.

But integration and alignment combined is a huge multiplier on your resources. I can punch way above my weight now, and it’s such a liberating feeling. I couldn’t have done this without the Old Company. But I couldn’t have done this AT the Old Company. In a given month, I can gave a high-level strategy talk on where I want the site to go with the execs, prioritize (and then of course, re-prioritize, re-re-prioritize…) the webdev backlog, negotiate with a backend vendor, figure out why our analytics package is broken (because of said backend vendor…), come up with some business requirements and wireframes for our developer and designer, submit a 2nd half P/L and budget forecast to finance, set up some PPC campaigns, prep the marketing email launch, and then log-in to the webserver and do some light bug fixes right away instead of waiting for a biweekly build. I’m limited by resources yes, but the issue of resources isn’t nowhere near as hard as organizational speed and focused point of view.

And when I get through a tough week?

 

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A few months ago, I started a new job leading the ecommerce efforts of a small consumer products company, and I was surprised to find that even their basic Google Analytics setup was very broken. The cart and checkout were considered referring sites, and sales were being mistakenly dumped into direct as a source and none as a medium despite tagging efforts. The problem stemmed from their particular setup. The store pages were on the company’s domain, but the cart and checkout were on the NetSuite domain:

example.com (store) -> shopping.netsuite.com (cart) -> checkout.netsuite.com (checkout)

The company had a hack to get Google Analytics working, but when NetSuite changed some backend processes in Q4 of last year, the hack broke as hacks are wont to do. For about 8 months, the company had been flying half-blind from an ecommerce perspective.

The original setup introduced cookie gaps of all sorts to Google Analytics as you hop from different domains to different subdomains. What happens with a base Google Analytics install is that each domain and subdomain hop drops its own set of Google cookies with no integration between them. Google Analytics has some workarounds for domain and subdomain jumping, but this particular combination of domain hopping makes things especially painful because you don’t have complete control over the Netsuite parts of the process. The 3 sets of cookies leads to your Google Analytics setup being all screwy with things like seeing example.com as its own referral, inflated visits because visits to the the 3 domains are being counted separately instead of one session spanning all 3, lack of sales attribution to your visitor channels, and so on and so on.

Stunningly, NetSuite has not had official Google Analytics support for a while. How you get away with an ecommerce solution that can’t accommodate web analytics in 2011 is beyond me. So, a cottage industry of consultants popped up with custom hacks to get Google Analytics to work which are always susceptible to breaking if NetSuite made a large enough change on their backend. I didn’t like the brittle and just plain ugly nature of the consultant modifications and kept on banging away at NetSuite for a better solution.

NetSuite is supposedly offering full Google Analytics support in their next major code release at the end of Q3 2011. I really didn’t want to wait that long as I’m running an ecommerce site flying half-blind TODAY, and if NetSuite delays their implementation or it’s buggy, then I’m really in trouble.

So, here’s how we fixed ours. Your mileage may vary, and maybe the next NetSuite release makes this a moot point anyway. But I’ll post this since I know there are a lot of folks who have NetSuite and Google Analytics problems, and it seems far more natural than the consulting solutions.

  1. Read up on how Google Analytics treats traffic between domains and subdomains. The key takeaway is to get all subdomains to read off a master domain cookie, but the rest of it is useful reading in general.
  2. Sign up for NetSuite’s secure domain module and get an SSL certification for your site. This lets you basically turn checkout.netsuite.com into checkout.example.com when NetSuite assigns you a particular CNAME server entry that you’ll point checkout.example.com to in your DNS setup. You’ll then change your checkout URL in the NetSuite Web Site Setup area to checkout.example.com in the Web Site Basics form. This is supposedly a beta testing module which was an acceptable risk to me given the alternative of half-worthless analytics.
    1. An additional benefit to getting the whole process on example.com is that it gets rid of the potential problem of your customers questioning why they were on example.com before and are now on netsuite.com later. To me, this should be basic NetSuite functionality, but they’ll look to charge you for it. You also have to incur the charge of the SSL cert (NetSuite currently only accepts GoDaddy and Verisign SSL certs.)
    2. NetSuite’s documentation for setting up your secure domain module is pretty good. Kudos to the technical writer.
  3. Change your DNS entries to point shopping.example.com to shopping.netsuite.com. It usually takes a few hours to 24 hours for the changes to spread.
  4. Configure your web site domains on NetSuite to add shopping.example.com. Setup -> Website -> Domains. You’ll add shopping.example.com as a line entry, hosted as a web store with the HTML Hosting Root set to Live Hosting Files.
  5. Go to web site setup and change the primary web site URL to shopping.example.com. Setup -> Website -> Set Up Web Site and then edit your web site to make the changes. If you haven’t done it already, you should also change the Checkout URL to your new checkout subdomain (eg, checkout.example.com)
  6. Tell Google Analytics to create a domain-specific set of cookies readable by the sudomains. We place our Google Analytics code in the <head> field that you can access on the theme you’re using in NetSuite. You’d insert the following into your Google Analytics area under the var _gaq = _gaq || []; code block along with the rest of the _gaq.push settings.

_gaq.push(['_setDomainName', '.example.com']);>

_gaq.push(['_setAllowHash', false]);

Now, the setup looks like:

example.com (store) -> shopping.example.com (cart) -> checkout.example.com (checkout)

And there’s only one set of cookies set that’s readable by all the subdomains, and the user doesn’t notice that he’s left our domain and gone to this strange land of “netsuite.” This setup eliminated the biggest problems of of our basic Google Analytics problems. Working with hosted third party checkout systems like NetSuite are a pain in the ass for tracking purposes in general because of the lack of control you get (a trade-off of hosted solutions in general), but at least this gets you to a decent foundation.

Note that if you want to go this way, you should talk to your NetSuite account rep about doing this first to ensure that you get good support. You obviously should do this in a testing environment first, toss up a site maintenance sign, etc. to minimize the risk of checkout implementation issues affecting your customers.

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About a month ago, I bought a Samsung Galaxy Tab 10.1 just to test it out. We have two first-generation iPads in the house (won one in a raffle), but I was curious to see what the other side  was like and how Google’s latest and greatest Honeycomb OS compared. I was also thinking about an Asus EEE Pad Transformer, but the Tab’s thinner, lighter hardware won me over. And Samsung seems like a pretty good hardware manufacturer. Since I rarely use the wireless broadband on tablets, I bought the Wi-Fi only version for $499 at Amazon.

The device itself is pretty fetching. Quite thin and light, feels good in your hands, a gorgeous screen, lovely aspect ratio for watching movies, super smooth profile overall as it generally eschews physical buttons. The hardware specs stack up pretty favorably to an iPad 2. I was pretty stoked when I booted it up.

And then you turn it on, and slowly but surely, the software starts chipping away at an awesome looking piece of hardware. Honeycomb still feels early generation, and then Samsung had to add in its own ghost-town pieces. It has a lot of whizzy effects, but the core user experience actually seemed a touch choppy. The iPad kills Android tablets in terms of apps, but I knew that going in and I really only use a certain number of apps anyway.

What I really wanted to do was watch movies on this bad boy…It’s just built for video, right? That’s what all the reviews say, and it looks the part. Except I couldn’t find anything. Is there an icon that says movies? No. There’s Movie Studio. No, that’s not it. What about Samsung Apps? Yeesh. That’s like some depressing version of the Marketplace or App store. There’s so few apps in there period, one wonders what’s the point. Ok, what about YouTube? There’s a YouTube app. WTF. I can’t even watch generic YouTube videos. After a buffering spinner, “There was a problem while playing. Touch to retry” which leads to more buffering spin failures.

Maybe it’s a Flash issue. I go to flash.com, and sure enough, Flash isn’t loaded by default. Er…sn’t that a big selling point for Android tablets? How Flash is so common on the web that you need it, and the iPad doesn’t give you an option? Fine. And then the orientation abruptly changes from portrait to landscape as I get sent to marketplace. These abrupt shifts are a common occurrence with marketplace which is annoying because there’s no reason why you couldn’t have a marketplace that worked in portrait . Fine. Waiting to install…still waitng 2 minutes later. I think it’s frozen. Interrupt it. Try it again. Now the download works. YouTube app still doesn’t work, but watching YouTube videos through the browser works… asdfaldfjsdflaflkj. A few days later, YouTube app now mysteriously works. UGH.

The music experience is somewhat similar. When you click on music, it basically says “You want to play music great! Go copy some here!” No radio. No iTunes like store. No nothin. Bleh. Off I go to download Pandora, Rhapsody, etc…

And then a few weeks later, the tablet wouldn’t turn on. I could’ve sworn there was like 33% energy left on that thing. Ok, fine. Charge it up. 2 hours later. It still won’t reboot. Hold it for 5 seconds. Still not rebooting. *sigh* Don’t tell me it’s broken. Off to the Google Oracle, and I find suggestions to hold the power button down for 15 seconds (a more detailed explanation at Mojocode)and then cries of relief from similarly freaked out Tab owners. Yeah, that worked, but yeah, that’s pretty awful. I later find out that this is known as the “sleep of death” to Samsung tablet users. Let’s see there were the few times that my Tablet 10.1 turned itself on (Tab screen was black but you could see the backlight on which was draining the battery) and then it couldn’t be revived without a hard reset.

I know some of this is Honeycomb. I know that some of this is new hardware. I know some of this is Samsung’s software. But man, as a whole, this is so half-baked and poorly thought out from an out-of-the-box perspective. And it’s really disappointing because well, again, it’s a really sweet piece of hardware. It’s just nice to hold, and it has this nice camera, and…*sob* oh baby, why you done me so wrong?

Samsung will apparently be rolling out some big huge update to make this device more useful. I understand time to market, but why would you launch such a great physical product with such half-baked software? So you can piss off anybody who got this as a gift? Get people to think Android is a piece of shit (well, maybe this isn’t Samsung’s fault…)? Don’t the biz guys at Samsung understand how brand damaging this is? I’m sure like in 2 months, this thing will be much nicer, but how much damage will have been done in the meanwhile? Right out of the box, my first-generation iPad was far more useful (and stable) from a basic software perspective than this, and that was like 1.5 years ago.

The only real knock that I have on the hardware is that for some reason they decided to put the power button right next to the volume buttons which means there’s a half-decent chance that you will hit the off button when you meant to hit the volume button while fumbling around at night. This is much more likely to happen after you’ve rotated the thing a few times because your feel for which button is which isn’t as good. On the iPad 1, Apple had the common sense to put the power button on the adjacent side of the volume buttons rather than right next to them. One thing that I wonder why both Apple and Samsung didn’t do is have the volume buttons reverse direction based on the vertical orientation so you don’t get in the situation where hitting the top volume button lowers the volume. Why even have volume buttons at all?

If I were a Samsung tablet hardware engineer, I’d be pretty peeved that I held up my end of the bargain, but everybody else apparently didn’t come through.

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I’ve been a Netflix subscriber for quite a while. I think since 1999 (on an odd note, I thought a friend recommended it at the time, and it turned out that he doesn’t remember doing it and actually didn’t join until later). As a thank you for my tenure, they even still have me on 4 DVDs unlimited for $19.99 years after they’ve changed the policy.

Now, I suppose it helps that we’re incredibly bad with watching movies from Netflix. We’ll have like 2-4 DVDs unwatched for months (or watched but then not returned for weeks to months) Even at our peak, we were never super heavy users. So, I must be their best customer ever in terms of customer life time value: I pay them every month for 11 years, and they don’t have to do much. We probably watch Netflix streaming more now than we watch DVDs, but again, it’s pretty light.

So, Netflix’s recent decision to substantially raise prices in a sketchy sort of way without really offering anything meaningful in return was a bit of a bummer. The reality is that I don’t care much either way. It’s not like I’m getting my money’s worth out of Netflix now. An extra $10 a month isn’t going to change the utility (or lack of) of my subscription. Hey, you have to admit I’m honest with myself.

But like I said, I’m in the Netflix Customer Lifetime Value Hall of Fame. I’m pretty sure a lot of people aren’t that stupid and lazy, and the furor over the Internet on this has been impressive. It shows how much goodwill Netflix has truly built over the decade to get so many people so angry so quickly. The opposite of love ain’t hate; it’s indifference, right? The branding was so strong that Netflix management believes that adoration can be transformed into obsequiousness. Heck, maybe they’re right.

I had always stayed away from Netflix (NFLX) as an investment despite almost being in at the ground floor as a customer. I thought about it in 2003 but thought the margins just sucked too hard and competition would be too tough given the high valuation (oooops!). I knew the stock had done well and was a momentum favorite, but I never bothered to look at it much.

But when I heard about the price increase, I was surprised that a company would be so heavy-handed towards a mostly adoring customer base. It’s not like there’s a lack of video options these days, and there will be even more in the future. And so I took a look at the stock again, and my eyes popped out of my head.

I'm sure it's worth every penny

 

That’s a stunning graph since the Great Recession. I know that Netflix drove a lot of subscriber growth, and a lot of people turned to cheaper forms of entertainment when money got tighter, but a $16B valuation and 85 x trailing earnings. I’m comfortable that Netflix will be a big player in digital media, but this almost looks like it’s assumed they’ll be the biggest winner in the era of Amazon, Google, Apple, cable/dish, etc. all getting into the game more. Netflix drove Blockbuster under because of Blockbuster’s fixed costs, but what about Netflix’s fixed costs weighing it down against the purer digital players despite its customer base? No worries at all apparently. I like Netflix and all, but crap, that’s a “no troubles at all for the next 10 years” type of valuation.

Then again, this same thinking got me to skip it in 2003, and look at where that got me. But somehow, I don’t think it’s going up another 10 x in 8 years. A good example why is two good Seeking Alpha interviews (actually the debating comments are much more interesting than the actual interview) from Rocco Pendola with Len Brecken (part1 and part 2). Apparently, it’s been a Holy Grail of sorts for shorts who went after it, and the shorts….ate their own shorts. I wonder what Whitney Tilson is thinking now as customer goodwill seems to be the primary support for his reasoning on why he painfully covered (the stock is up another 30% since that letter!) But yeah, even if the details are off, I agree on the general thesis: their economics seem fishy, the valuation is now in the goofy range (it can always get goofier), and now there’s this interesting brushfire of customer outrage amongst the ones supposedly the most behind the subscriber surge. Does it spread into a wildfire or not? With that kind of momentum investor driving the stock up, what happens to that nosebleed valuation?

I don’t short much, and when I do, I usually wait until the the die is cast and the bubble starts rushing out of the air with no hope of patching things up. I wait for blood in the water basically, and I always cover too soon. So, I’m a chicken shit type of short. This isn’t that kind of situation. So, I’ll probably regret this, but sure, I’ll give it a go. There was part of me that wanted to go long on Redbox’s parent, Coinstar (CSTR), as a type of weak hedge, but nah…

(Probably still keep my account though. Probably another reason why I’ll regret this short.)

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“The social gaming sector is very hot right now, but certainly we’re worried that at some stage a lot of these things get to become a bubble, where companies start chasing things without necessarily thinking it through too closely – it seems to happen every few years, whether it’s mobile or iPhone or MMOs.”

– Jason Kapalk, PopCap games creative director & co-founder, from Develop Online interview,  9/30/2010

The headline for that article in the fall of 2010 was “PopCap sees ‘dot-com bust’ in the rise of social.”I like it when companies can call a spade a spade and aren’t always trying to spin things in their favor regardless of how absurd the situation becomes (ie, the National Association of Realtors). It gives me an impression that they’re probably more focused on reality instead of fantasy or hype.

PopCap got bought out for anywhere from $700M to $1.3B from Electronic Arts (ERTS) as EA tries to move more aggressively into the casual and social gaming path, a shift away from their more traditional PC and console markets (Wah! Buy my TTWO first!). To get to $1.3B, there’s a $550M kicker in the payout if PopCap gets to $343M in earnings before interest and taxes for 2 years ending in 2013 which probably implies about $1.5B in combined sales at say a 20% operating margin by then. That”s a pretty tall order for a company that did $100M in 2010 on casual gaming sales.

From the Wall Street Journal:

PopCap had revenue of about $100 million last year and was profitable, with “double-digit operating margins,” according to EA and PopCap.

EA said it expects the acquisition to add at least ten cents to the company’s fiscal 2013 earnings, excluding certain items. About 80% of PopCap’s business comes from faster-growing digital forms of gaming.

It’s fairly common for companies to use the most optimistic phrases to describe numbers when talking about how smart their acquisition was. So, “double-digit operating margins” tends to mean like 12% rather than say 30%. It wouldn’t surprise me to see PopCap’s operating margin at around 15% to give it a 55x trailing earnings valuation. You know, that doesn’t really sound horrendous for a quickly growing small company. Of course, the trick is can they maintain the growth and margins to get to that size. It’s definitely not a bargain, right? After all…

According to people familiar with the matter, EA beat out Zynga in purchasing PopCap. A Zynga spokeswoman declined to comment. Technology news site TechCrunch earlier reported on PopCap’s deal talks with EA and Zynga.

If they beat out Zynga who can pay for the offer with bubble stock (supposedly $20B valuation off $850M in revenue but bigtime operating margins of 30%+), then the chances of Buyer’s Remorse are decent. But maybe PopCap didn’t go with the highest on-paper bid (including going public). Maybe it even left some sizable money on the table, at least on paper.

According to the article, EA’s stock took a bit of a bump in the opening of about 3% in after hours trading. Maybe investors are focused too much on the $1.3B figure instead of the $700M figure. If EA pays out $1.3B, the valuation will actually look even better because of the performance targets.

Or maybe investors were irked that PopCap walked away from Zynga because $600M of the baseline deal is in cold, hard cash. I can definitely see why PopCap wants to go with Electronic Arts (despite EA’s notoriety in the industry for being a crappy boss overall) rather than get acquired by Zynga or go public and get illiquid stock. You never know when the New New Valuations disappear, and when the window closes it often slams shut. The quote and PopCap’s actions do suggest a thoughtful, honest way of looking at the scene and laughing a bit. Taking the money (real money that is) and running is a smart thing. Good for them.

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There can’t possibly be a bubble in Internet ventures. There are so many graphs and business theory that says it’s like impossible or incredibly contained.  Or something like that. Andreeson-Horowitz is the flag-bearer for the “no bubble crowd” (I’m sure it has nothing to do with all the Internet-related companies that they want the public to buy). Here’s the debate in The Economist. Here’s a video from Andreeson in the Business Insider who also believes that this is no bubble (yes, yes, I know Andreeson is an investor at BI too.)

Predicting the future is inherently hard. It is however a ton of fun (look how much my eye-rolling at ebooks is has stopped ebook growth!). So, here’s my random, throughly un-researched comments on what I’m calling Bubble 2.5 since it seems like Bubble 2.0 got cut off prematurely by that messy Great Recession thing.

  • I’m sure there’s a ton of money to be made in Internet apps. But they’ll have to earn it the old fashioned way just like how the next generation of ecommerce companies after the first Internet bubble had to make real profits. I think the B2B market could look a lot more attractive than the consumer-facing stuff. But still, Color getting $40M for a pre-product valuation will be the poster child of how “professional” money came in hoping to make a quick buck in apps. Who would I invest in in the mobile apps market? Mobile developers. I’m sure they’re making a ton of money as everybody rushes to have a mobile play.
  • LinkedIn in has about $8B valuation off a $300M revenue base and $3M in net income. That’s a 2600x trailing pe. Now, you have $8B to spend. If you subtract out the Greater Fool argument, let’s say you had a 10 years time horizon to see what could provide you with the highest ROI on $8B? A primitive analogy is to say that LinkedIn currently gives you a 0.04% yield. Let’s say LinkedIn net income grows 100x. Now you have a 4% annual yield, ignoring any time value of money. What is the probability of that happening given that even on a $300M revenue base in a supposedly scalable, digital market where winner takes all, etc they just have $3M in net income to show for it. Is this model truly as scalable as people think? BTW, Monster.com / TMP Worldwide used to be a similar darling in its heyday and had the same business theory people saying about how it would dominate, but a funny thing happens once the dream of growth is replaced with the reality of earnings and competition in rapidly changing markets.
  • GroupOn is supposedly looking at $20B+ valuation. In the mid-90s, one of the primary ways that AOL was able to give some pretense of profitability was basically to claim that the $300M of CD landfill that they created should be a $300M asset on their books rather than be written off as marketing because those CDs had this HUUUUUGE lifetime value payoff. Every generation has some new goofball sleight-of-hand to cover the intrinsic lack of profitability. This generation’s versions of AOL’s goofiness is GroupOn’s earnings metric ACSOI because traditional ones make it look like a dog.
    • As soon as any Internet idea gets any traction in the US, there are immediately a bazillion knock-offs in other countries. So, the possibility of these companies in winner-take-all dynamics but have a low barrier to entry are going to have a hard time using the “we can go global” card to justify valuations because there will already be globally entrenched players that look just like the “original” copy but are much more localized. Oh, let me guess. You buy them with your IPO money which begets more knock-offs…
  • Pandora recently went public at a valuation of $4B. This is for a company with sales of $60M that lost about $7M. That’s all I get for $4B? An Internet radio station that lost $7M on just a $60M revenue base?
  • Zynga has filed for its IPO and will supposedly be looking at a $20B valuation. It supposedly made $400M off of $850M in revenues last year. We’ll see with the S-1 if that’s really true, but anything even remotely close to that profit margin at least shows that Zynga has a real knack for making money, something that many other Internet-related companies seem to really struggle with. Still, $20B is a ton of money. You could buy for instance, Activision, Electronic Arts, THQ, and Take-Two Software for $20B. Of course, if you add up the trailing 12-month net income you only get like $100M-$200M which shows how tough the industry is,  but that’s still $10B in collective sales.
    • But that brings me to another point. What makes people think that Zynga will have a stranglehold on social gaming for many years? Basically all of its income is from Facebook. Are all of the gaming companies just going to cede this apparently lucrative market so they can beat each other senseless in console and PC games?
  • Facebook wants to IPO at $100B.Apple is worth $300B. It’s trailing earnings is $20B. Google is worth $150B. It’s net is $8B. There is talk that Facebook does $1B in net income which means versus the other companies listed here, it’s a screaming bargain. Facebook has mind-boggling scale so who knows, maybe it could really justify its valuation. But just like MySpace and even AOL before it, things can change surprisingly fast.
    • To me, AOL dominated its space because it was the first to provide an easy way of navigating online content . But as the Internet started to mature and became easier to use, AOL’s value proposition disappeared. It doesn’t matter if Time Warner bought it or not, AOL was going to have a hard time because the entire space was going against its basic value proposition. Facebook could end up in a similar situation. They made social networking easy to use, but it’s still a closed network where the rest of the Internet is becoming rapidly more connected and is still changing quickly.  Given the choice of buying Facebook or Google, I’d take Google because although I can see how Facebook is fun, Google is many orders of magnitude more useful for me. And yeah, Google’s going after Facebook’s market…again Given Google’s other forays into social media, Facebook probably doesn’t have much to worry about, but you never know. That’s the fun thing about competition in this space. And that reminds me…
    • MySpace, one of the first social networks to really hit bigtime, is going to get sold for $35M. When it was bought by Rupert Murdoch for $580M during Bubble 2.0, at first people thought he was crazy and then it was crazy like a fox. Now, he looks like a moron. He even famously lamented how could his genius investment be out of date within just 2 years as Facebook started kicking MySpace’s ass. Now, think about it, MySpace achieved success that few social networking sites could ever hope to achieve. And it still went poof within just a few years. MySpace’s big mistake? Probably just being around long enough to see what happens when a rapidly changing environment has time to react.

Keep in mind I’m not saying that these are bad companies. Or that they won’t grow a lot. Or that the overall markets they’re in don’t have a great future. What I’m saying is that they’re investments that seem…well…bubbly. When I see a bunch of New New Thing stocks in different industries go up in unison solely because there are more New New Thing IPOs with even bigger badder valuations, I think “ah, a bubble”. ROI considerations just don’t seem to be important. People are pre-paying for many years of awesome growth in very fast-changing environments which are bound to have an immense amount of competition.

Do I know when it’s going to pop? Nope. VCs are very quick to create a supply of companies for buyers. So, I expect more of these guys to start gearing up for the IPO markets as quickly as possible to feed the demand for these types of companies. You’ll see the quality of IPOs really start to suck after the leaders goes public as the public clamors for anything that even smells like the leaders (“It’s like GroupOn but for people who like cats in Alabama! Micro-targeting, man!”). And that’ll be the peak. In 5 years from now, the majority will be trading at less than 50% of their IPO valuations. And that’s assuming the financial markets just don’t blow up on their own with all of the systemic fun that’s been brewing.

Man, do I sound like an old fart or what? Gonna go git me some dividends on that there Coker-Coler, ma!

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There are a bazillion articles out there dissecting Facebook’s disastrous PR efforts against Google. But my favorite part about this comes from the email written by John Mercurio (representing the PR firm, Burson-Marsteller) to Christopher Soghoian, the security and privacy advocate that Mercurio tried to use as a mouthpiece (Christopher has a great Tweet response too)

There is just something funny about Facebook, a firm with not-so-great credentials in online privacy, hiring a PR firm to attack Google about online privacy by going through a privacy advocate…who posts that email online for everybody to see. And then at the end of Mercurio’s email, you have that self-deluded sig that makes us all want to do something similar.

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The information, and any attachments contained in this email may contain confidential and/or privileged information and is intended solely for the use of the intended named recipient(s).  Any disclosure or dissemination in whatever form, by another other than the intended recipient is strictly prohibited.  If you have received this transmission in error, please contact the sender and destroy this message and any attachments.  Thank you.

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So fitting.

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