You know, the only reason we set up a board was that we were going to raise capital. So I hired a president, and we started to talk to investment bankers. And they’d show up, and each one kind of looked better than the next one. And it's kind of fun. Interviewer: They're sucking up to ...
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Well, you know, it goes back to the beginning of the formation of the personal computer industry, which ... that sounds like a long time ago. And I was an interested user. I became fascinated with the idea that the PC could really change a lot of things. And it was exciting and interesting, and ...
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But I think the reasons we did it then were, yes, liquidity, really, more capital for the company, but also the ability to attract people. Because as a young, four or five-year-old company, if we’re trying to attract somebody from a company that's been around since before I was born, t...
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If we were recreating an ability to provide some part of what we do, or what we’d like to do, how would we do it? And how are we going to get from where we are to where we need to go? This happens quite a lot in our business. And it's a real danger of incumbency. It's also the opportun...
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What we had was just a group of very hardworking, versatile people who could do all sorts of different jobs. And they were infused with this culture of listening and action, and whatever-it-takes sort of attitude that was sort of the roots of the company. Some of the folks that we hired very ear...
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Well, if you go all the way back to 1986, it was some fairly big decisions the company had to make at that stage. And we set out three priorities for the company. The first one was, we said: we have to expand outside the United States. This was a pretty unusual objective for a company ...
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Well, innovation is a process, not a thing, with a company like ours. And you don’t want all the ideas to have to go through one person or one place, because that really slows things down. So we work to have all of our different product teams innovating around the things that we think are most i...
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A lot of it was dealing with very rapid growth. We made some mistakes. And many people would look back on Dell and say, "You just went straight up." Well, not exactly. In 1989, about a year after we went public, we had a horrible problem related to inventory management. And specifically — ...
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Ken Wirt, senior vice president of Worldwide Marketing at palmOne, graduated from the University of Michigan with a degree in the psychology of kinetic media - the evolution of how one media, such as television, turns into another, like computers. He worked for a couple small companies ...
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Here’s another example that's both open and social. So our homepage, Yahoo!'s homepage, is the most valuable real estate on the web. This ad, this is a several hundred millions of revenue a year. People come to our homepage multiple times per day. If you compare it to any newspaper or any other ...
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So just thinking about what is important about customers. That in our world we have three groups that we consider our constituents. Now, only one is a paying customer. That’s the one in the middle. These are the advertisers who bring to you free internet services. But on the left are the users a...
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Earthborn Studios, Inc.
