Five Years To A Unicorn Status
We have to provide end to end marketing like nobody else.
That means doing "old school" better than anyone else by mastering the global supply chains like nobody else. That global supply chain is a platform. It is major software work. Offering better quality or rather constantly improving quality. Offering lower prices because we can.
But it is not really old school. Before Google there was search. We called it the library. We are reimagining old school. This is new school.
Then there is digital marketing. ChatGPT and AI have upended the whole digital marketing landscape.
And then there is the in-between. That is AR, VR and XR. Augmented Reality, Virtual Reality, and Extended Reality. And 3D manufacturing.
We should aim to offer seamless packages. The marketing we offer ought to be like AWS. Before AWS, (and I have seen it with my own eyes) tech startups would have servers on location. They hired people to maintain the servers. It was complicated. With AWS it was plug and play. Compute power became electricity. We want marketing to become electricity. You plug and play.
We have to do great now. Then we have to project the ambitious trajectory. And we have to be willing to raise money. We have to become a startup. When you raise money, all you are doing is buying time. You not only have to do it, you have to do it faster and better than anyone else.
And we have to have a safety hatch. A safety valve. An emergency exit. Should we fail, we still part on amicable terms. The existence of that safety valve will make success more likely. Basic decency matters. It is a gauge of the corporate culture that makes big things possible. We don't succeed because we misbehave.
I don't think it is a choice between success and failure. More likely it is a choice between are we going to be a 10B company, or are we going to be merely a 100M company. 100M is grand. Let's give it our best shot. I think we can do 10B in 10 years.
I am going to make this presentation in six months.
That means doing "old school" better than anyone else by mastering the global supply chains like nobody else. That global supply chain is a platform. It is major software work. Offering better quality or rather constantly improving quality. Offering lower prices because we can.
But it is not really old school. Before Google there was search. We called it the library. We are reimagining old school. This is new school.
Then there is digital marketing. ChatGPT and AI have upended the whole digital marketing landscape.
And then there is the in-between. That is AR, VR and XR. Augmented Reality, Virtual Reality, and Extended Reality. And 3D manufacturing.
We should aim to offer seamless packages. The marketing we offer ought to be like AWS. Before AWS, (and I have seen it with my own eyes) tech startups would have servers on location. They hired people to maintain the servers. It was complicated. With AWS it was plug and play. Compute power became electricity. We want marketing to become electricity. You plug and play.
We have to do great now. Then we have to project the ambitious trajectory. And we have to be willing to raise money. We have to become a startup. When you raise money, all you are doing is buying time. You not only have to do it, you have to do it faster and better than anyone else.
And we have to have a safety hatch. A safety valve. An emergency exit. Should we fail, we still part on amicable terms. The existence of that safety valve will make success more likely. Basic decency matters. It is a gauge of the corporate culture that makes big things possible. We don't succeed because we misbehave.
I don't think it is a choice between success and failure. More likely it is a choice between are we going to be a 10B company, or are we going to be merely a 100M company. 100M is grand. Let's give it our best shot. I think we can do 10B in 10 years.
I am going to make this presentation in six months.
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