Five Questions With…

Five Questions With….Bryan McCaw

When I started my consulting business in January, 2009, one of my first clients was WineAlign. Created by Bryan McCaw, WineAlign is an online service that makes it easier to make smart buying decisions at the LCBO (the place where consumers in Ontario have to buy their wine and beer).

Bryan is a dyed-in-the-wool entrepreneur who has bootstrapped WineAlign and been patient and persistent in convincing the rest of the world that WineAlign is a better way to buy wine. In recent months, WineAlign has seen strong growth, suggesting it has started to see hockey stick-like growth. I asked Bryan to provide an update.

Since WA launched, what are some of the biggest start-ups lessons that you have learned?

That’s an interesting question. People assume that start-ups are different than regular businesses, but at the end of the day they are like any other business. The lessons that I have learned over my career are still applicable to WineAlign. Primarily they remain providing a high level of value, service and responsiveness to customers. Staying focused on priorities and applying resource effectively. Creating effective metrics to measure your progress and staying on top of them. Closely managing cash and cash flow, I’ve had to say no more than few times to nice to haves.

With respect to a start-up in the Internet domain, I have learned the following:
- There is no silver bullet for growth. Things don’t go viral. You don’t have 10,000 users on day two. You have to keep plugging away.
- Understanding your customer conversion rates and customer acquisitions costs are critical. If you know it takes $X to acquire a customer you can use that number to make a lot of decisions.
- Google has an amazing suite of free products: Analytics, AdWords, AdManager and Webmaster tools. Use them to manage your business.
- You will always have lots of feedback, as you mature the feedback, while important, is less important than at the beginning of the process. Learn to say no more often as the product matures.
- There are two great government programs available: SR&ED and the relatively new Ontario Interactive Digital Media Tax Credit.

If you had to go back and change anything, what would top your list?

Two things: Software startups are generally run by developers (I am a reformed one myself), who want to incorporate more and more features. These tend to address Wants not Needs and deliver little additional value to 90% of users. Once the core functionality is there, start spending more on marketing. However, when spending on marketing we have found that print ads in traditional media are a waste of money. People have to remember you and then type you in later. When the time is right, a PR program makes more sense.

Can you talk about how WA has powered its marketing efforts? What role does social media play?

We’ve taken a multi-prong approach. Google AdWords has been a great source of customers. Bing is now gaining traction and providing sign ups. By knowing our conversion costs we’ve been able to pay for leads from partners. We use promo codes to entice and track new signups. We also reward members who invite new users.

We’ve done some pretty unique things with Twitter using their search tools and API. We’ve been able reach out to thousands of people in Ontario and let them know about WineAlign. Responses to this out reach have been 99% positive. We have integrated the Facebook LIKE into our site and we automatically forward wine reviews to user’s Twitter streams.

What has subscriber growth been? Has it met your expectations?

Growth has been steady and well below my expectations. Before launch, I was confident that we would have 10,000 users in the first month. With the viral nature of the Internet and the ability to invite friends to a cool new service with a single click, we’d have thousands of users in days. Despite glowing accolades from users it took us 21 months to reach 10,000 users (about 2% of our target market). Growth remains steady at around 7% per month so the number of new users we are adding per month is significant and growing. In fact, we’ve added over a 1,000 users in the last 30 days and have over 11,000.

What’s next for WA? Can you talk about any new features in the pipeline?

We have recently completed support for wines that are NOT carried by the LCBO. This will open up a new world to wine consumers. Only a small portion of the wines available in Ontario are distributed through the LCBO. Mobile is the future. While only 7% of our users have used our mobile website we will be committing more resources to it. Natives apps, barcodes & images are in our future. We want to expand nationally and hope to add another province (or two) in the near future. Expect to see more meet-ups and exclusive events for our community members.

Five Questions With….the Toronto Public Library

When you think about the library, perhaps you envision images of quiet book-filled sanctuaries. In some respects, many libraries are still like that but in other ways, they have changed their stripes completely. Many libraries have embraced the Internet and the growing availability of digital content to serve customers in new and different ways.

Among the libraries to climb on the digital bandwagon is the Toronto Public Library, which launched a major overhaul of its Web site earlier this year. I had a chance to do a quick interview with Katherine Palmer Director, Planning, Policy and E-Service Delivery, about how the process was done and some of the different things the TPL needed to consider.

When was the last time the TPL updated its Web site?
The last major redesign was 2002, although we have built a children’s section and a Web section for teens. The thing we did do right was we did a lot of work with customers. We did a long usability phase, finding out what they liked about the old site, and what didn’t work. When we introduced the new Web catalog in 2008, we got some good feedback.

What kind of input did you get when putting together the new site?
We got a lot of feedback through beta phase about the new site. We launched in beta last December. We got a lot of good technical folks giving us good feedback about what was working and not working. We were able to make changes such as putting the help screen in the right places, changes to the “Your Account” feature, and search got better too because it’s so complex.

What about social media and the role that it is playing?
I think we were pretty early adopters in using what was available and what we could use with our technology. Now there is so much available to use, we can more easily integrate into the new platform and new technology because it works so seamlessly. It was a great fit to use Facebook, Twitter, YouTube and Flickr.

How has social media been embraced by library users?
It’s still an emerging group but it expands our reach. With Twitter, we have had some good exchanges. Facebook is pretty popular, especially when we have some significant offerings in terms of programming, and on YouTube, we have been posting our whole videos of our programming.

Those are picking up speed, and it’s a great opportunity for us. It puts us in the main library Web site context, and we engage with customers directly to share information about programming, answers questions, and provide feedback.

We also have a blog that focused on the Web project. It was useful to track how we worked through the process. We had a high level of transparency. We would hear from people, and post what we heard about it.

Your customers feel they are “owners” of the library. How was that reflected in the creation of the new Web site?
In terms of engagement from a technical level, they were involved. They do have a strong ownership so the very tech savvy wanted us to be innovative, while traditional users wanted to get to the things they needed. The other thing we wanted to make sure to happen is [the new Web site] is a great opportunity to put all of our offerings front and centre. We can put more information available on different screens – programming, recommended Web sites and book recommendations. That is one of the things we are challenged by is growing awareness of our services and getting folks to use the widest range possible.

Five Questions With…Well.ca’s Ali Asaria

In the wake of Well.ca raising $1.1-million from a group of angel investors, I fired over a few questions – actually, five – to the company’s founder and CEO, Ali Asaria:

1. What’s your take on the financing landscape for Canadian start-ups?
There is a lack of good investment options in Canada. Any entrepreneur that’s tried to raise financing here knows that. But the solution to this problem isn’t so clear — it’s a complex problem that will require the slow organic development of a startup business ecosystem.

It doesn’t really matter for us entrepreneurs: all we should be focusing on is building long-term sustainable business models that scale. That’s our job.

2. How do you account for Well.ca’s strong growth?
Well.ca’s growth is entirely based on word-of-mouth marketing — we don’t spend a penny on traditional marketing. The strategy is simple: over deliver on value to the customer, treat them like family, and they will tell their friends.

Our approach to business is important part of what’s brought us here. We’ve always focused on building a culture of doing more with less, we’ve always made sure that we measure everything that we do, and we’ve always poured our hearts into showing our customers we care.

3. Have you made any strategic adjustments or changes that have really paid off recently?

One of the smartest things we’ve done recently is to publish statistics on every line of operational profit and expense to the entire company on a weekly basis. Every single person in our company knows where every dollar goes in our operations, marketing, and staff costs in order to fulfill orders.

At first, this move was a scary one. We worried what would happen if we were so transparent about our numbers. In the end, it was one of the smartest moves we made: financial transparency builds trust and accountability within our company. Everyone knows what they can do to help the bottom line. It makes absolute sense now.

4. In terms of growth, where do you see Well going? Do you have a focus on particular verticals?
One of the unique parts of our business is that there is nothing in our DNA that binds us to selling only health products — our style of being super-nice to customers, our unique software and our distribution model can work in many verticals. In that sense we have a lot of options.

Still, for the time being, we have a lot of health and beauty related verticals that we’re pursuing this very second. Stay tuned for more brands in more categories.

5. Any advice to entrepreneurs looking to grow an online business?
The thing we’ve learned the most is that integrity is the most important thing in building a business. When building an online store, it’s really easy to forget that each site-visitor is a real person. Large online businesses need to look towards small, friendly local businesses on how to establish relationships based on smiles, honesty, and kind words.


Five (More) Questions with….Christopher Golda

BackType
Since its launch last year, BackType has continued to attract attention as one of the ways to track comments within the blogosphere, follow people making comments.

At PodCamp in Toronto last month, I had a chance to talk to co-founder Chris Golda, who mentioned that the company had introduced some new tools and raised another round of seed capital. So, I fired off a few questions to get an update.

1. Talk about how BackType is evolving and how BackTweets and BackType connect fit into the strategic vision?

Everything we do aligns in some way with the long-term vision Michael Montano and I have for BackType. The tools we build for comment authors and publishers promote more conversation online. We believe that the thoughts and insights people share through comments are incredibly valuable. An individual comment may seem to hold little worth, but when you look at millions in aggregate there’s the potential to unlock a lot of value. That’s what BackType is all about.

Lately we’ve been focused on extending our support beyond blogs to other platforms and services. For example, we recently added FriendFeed, Digg, Reddit and others. BackType Connect has always been an interest of ours, but it became really compelling after adding FriendFeed and Twitter. Connecting conversations is something a lot of publishers are interested in, and we were in a great position to do it. We built BackTweets to solve a specific problem we were having while using Twitter — we wanted an easy way to track who was tweeting comments from BackType. It’s also very complementary to BackType Connect. After seeing the tweets about a particular article or post, it’s natural to want to see conversations happening elsewhere, on blogs and other social media.

2. How much are you gleaning from how people are using BackType? How is that impacting product development?

We read everything people say about BackType — feedback and support e-mails, as well as tweets and, of course, comments. It’s very time consuming, but it’s definitely one of the most important things we do. BackType Subscriptions was something we built purely based on feedback. Understanding how people use BackType has played a big role in what we’ve been releasing and our plans for the future.

3. Can you talk about the funding you’ve received?

We raised a $300,000 seed round of financing from True Ventures, a venture capital firm based in Silicon Valley with $155 under management. They’re known for their investments in Meebo, Sphere, Automattic (creators of WordPress), and many others, but what really drew us to them is that they really understand the needs of early-stage start-ups and fully support our vision and direction for the company.

4. What kind of business model are you working on? Are investors looking for revenue sources before they commit?

BackType is primarily used as a toolset for comment authors, but it’s also used by companies for customer support, public relations, etc. It follows that our business model will revolve around the latter. Online conversations are an extremely valuable subset of information online that we’re organizing better than anyone else. We think there are plenty of ways to make money helping publishers and marketing professionals be more effective at what they do. We also want to help consumers understand what people are saying about the companies, products, services, and other things they’re interested in. That’s helpful in many ways, especially for those making purchase decisions.

While start-ups with early revenues are becoming increasingly attractive these days, I don’t think revenue is crucial this early. I’m sure there are other things professional investors look at more seriously — more important questions that they want answered. At seed stage, the main reason someone invests in you won’t be the fact that you’re making a relatively insignificant amount of revenue early on.

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Five Questions with….Alek Krstajic

Alek Krstajic wants to rock Canada’s wireless landscape.

As the new CEO of BMV Holdings, he’s planning on introducing a $40/month flat-rate, no-frills, unlimited talk, unlimited text service next year. And he sees no reason why BMV won’t be wildly successful despite the fact the three major incumbents, Rogers, Bell and Telus, will make his and BMV’s life as miserable as possible.

With Krstajic’s appointment as BMV’s CEO unveiled earlier today, I managed to get him to answer a few questions about BMV and the wireless market.

Who are the people behind BMV?

The original five are Columbia Capital (Washington) M-C Venture in Boston, Charles Road Ventures, Roh Partners from New York, and Ignition. A the new [wireless] entrants called me but when I spent time with these guys, I learned that Columbia and M-C have made startup investment in Nextel, Metro PCS, Leap and Mobile PCS. They have more been there done that in the no-frills market than anyone. Ignition’s Steve Hooper is the ex-president with McCaw Cellular and AT&T Wireless.

So, what’s story of BMV. How did it only spend $53-million wireless spectrum?

The story is here is not Alek is so smart but Alek joined a bunch of really smart guys who did something that is brilliant. How is it possible to pay so little for something so good. G Band is part of the PCS band, not the AWS band. The mistake everyone made was Industry Canada threw it into the AWS auction. Some of the wireless players made calls to big handset manufacturers about whether the G band was useful. They said “no, this is stump spectrum for backhaul or microwaves”. Harry Hopper with Columbia did some research and realized all of the base stations see the AWS spectrum. The next thing they did was see who owned G band in the u.s. The entire G band in the U.S. is owned by Sprint, which traded 800 megahertz spectrum with the U.S. for G Band spectrum. Sprint wouldn’t give up 800 megahertz spectrum if it didn’t think the G Band was useful.

It looks like you’ll be operating a CDMA network before upgrading to LTE. Doesn’t that limit handset choice and make BMV less attractive?

I will buy three of 10 handsets [available] but my plan is not go up market. I don’t care about cameras or Web browsers. I’m more into the low end: $40 unlimited calling, unlimited text. We are trying to be the antithesis of what the inumbents are. The incumbents have unlimited but, which I call the Unlimited But plan. We have no system fees; the price is the price. From all my years with Rogers@home and Bell, I am an expert in customer irritants, and this my chance to build a brand from a concept that people buy from people they like and trust. We will have a brand that is friendly and easy to do business with.”

Is there room for more wireless players in Canada given how Bell, Telus and Rogers dominant the market?

We will not be the big dog but the dog you will not mess with because our cost structure is so low. The worse thing the incumbents can do is preempt our pricing by matching it. I’ll tell them no matter how low you go, you will lose more money and I will only be making less.

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Five Questions with…..Howard Lindzon

Howard Lindzon
As a native Canadian, Howard Lindzon comes across in some respects as, well, un-Canadian…but I mean that in a good way. Unlike the typical meek Canadian demeanor, Howard is brash, confident, opinionated and, as important, not afraid to invest in startups with good ideas.

If we could figure out a way to repatriate him, Canada’s startup and venture capital communities would be a lot better off and a lot more interesting.

Last week, Lindzon unveiled his latest investment, Toronto-based ECHOage, which runs an online children’s invitation service. The premise is pretty simple: rather than having a guest bring a birthday gift, they contribute money online, which is divided between “one meaningful” gift and a charity. It’s the digital offshoot of a birthday idea in which a child brings two loonies to a party – one for a gift and one for charity.

With a lot of the go, I managed to get Howard on the phone last week to ask a few questions.

How did your investment in ECHOage come about?

HL: I was shown by idea, and introduced to [ECHOage co-founder] Alison Smith. I wanted to see if they could prove it out a little bit, it was pre-party. They came back a couple months later with some money raised, and 300 to 400 parties they had thrown – all viral through the Web site. That is when I decided they were on to something – a micro-giving idea for birthday parties.

It resonated with me because I’ve been looking at female-owned and operated businesses on the Web. Women surf the Web so differently than men do. It is the same Web but females and males have completely different surfing behavior. I have been looking to back some female entrepreneurs so this idea seemed simple enough to expand, and it already had some success. I tend not to worry about ideas that can be duplicated as long as they are executing on their plan, and building their brand. It was a real simple business, and we have some ideas to be launched on micro-giving and social network.

The startup investment is volatile these days, isn’t it?

HL: The Sequoia letter, the stock smarket are real events. You can ignore it or try to understand what the new landscape will be like. One advantage is low valuations but at the same time you have to balance low valuations with making sure your CEO has enough skin in the game and motivated in tough times. I think people are acting panicked. I am now saying it is not called for; a lot of people have lost 30% to 40%. That said, there is a lot of deflation in business with laptops, wireless and you don’t need office space. But when you tap into peoples’ nest eggs, it makes for a different world. I am being more careful; not because I like being careful but I don’t want to be the only dumb guy saying things are great.

Have you talked to companies in your portfolio?

HL: I have done that round of calls asking what can I do. I have spread myself pretty thin because I like making a lot of investments. That’s why I gave up stock traing for the headache of sitting in front of a screen. I recently launched a new startup – StockTwits. We just did a small round, and I am 24 hours a day on that. I like to diversify my own things, between running a company, helping with PR and marketing at other companies, adding capital into rounds that want marketing experience, and running my hedge fund.


Talk about Stocktwits. What’s going on there?

StockTwits has had a great reception. We built it on top of Twitter. We can say that is good or bad but I feel like it is all about building a reputation platform because stock message boards that are just broke: all noise, no signal. I am all or saying what you want but let everyone see exactly what you said all the time. People can filter out your noise. I can pick and follow who I want to choose based on your reputation.

I think it is the best idea I’ve ever had. I am really excited. We had 3000 Twitter users the first couple of days, and they all are contributing. We are not supporting bulletin board stocks so you’ve got 7,000 real traded securities so it keeps away the penny stock people.

What’s the business model?

There’s a premium service that we are developing and a tipjoy service where you can give ot people with good ideas. The idea is just find new talent and help it rise to the top – it’s Digg using Twitter with some editors – a group of 10 of us looking for new talent. It is really open Street.com. StockTwits is that everyone sees the news so let’s create something that is what is everyone saying about the news. This is a Twitter-ized Digg version; If it really grows, it is really the Facebook for finance. In two clicks, you can get to someone’s profile, and see who he is. If I like Fred Wilson, I can click on some of the 50 people on his front page.

Here’s a video in which Howard talks about StockTwits:


What is StockTwits? from Jon Labes on Vimeo.

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