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planned. When they appeared it seemed as if search was a mature market, dominated by big players who'd spent millions to build their brands: Yahoo, Lycos, Excite, Infoseek, Altavista, Inktomi. Most startups that fail do it because they fail at one of these. Unless you're in a market where products are as undifferentiated as cigarettes or vodka or laundry detergent, spending a lot on brand advertising is a sign of breakage. They seem to have approached the problem by thinking about how to do database matches instead of how dating works in the real world. That is the single most important issue for technology startups, and the rock that sinks more of them than anything else. Business people are bad at deciding what to do with technology, because they don't know what the options are, or which kinds of problems are hard and which are easy.
They wanted to get "staffed up" as soon as possible, as if you couldn't get anything done unless there was someone with the corresponding job title. It would be hard to start with just one. And so we changed direction to focus on these users.
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March 2005 (This essay is derived from a talk at the Harvard Computer Society.). This money isn't revenue. Notes 1 Google's revenues are about two billion a year, but half comes from ads on other sites. It's worth trying very, very hard to make technology easy to use. We started Viaweb with 10,000 of seed money from our friend Julian. In a startup, your initial plans are almost certain to be wrong in some way, and your first priority should be to figure out where. But only about 10 of the time. A startup that does all three will probably succeed. There's nothing about knowing how to program that prevents hackers from understanding users, or about not knowing how to program that magically enables business people to understand them.