We are witnessing either an epic financial meltdown or a long overdue resetting of existing business practices and the hollow markets they create. Or, perhaps we’re experiencing both of these phenomena. Either way, it has the nation gripped with fear, uncertainty, and an unsettling eruption of questionable advice confusing everyone, everywhere.
While the floor is crumbling for many industries much in the same way it did for Silicon Valley during the dotbomb years, the sky isn’t necessarily falling on the startup industry – at least not for those with marketable technology or products, dedicated and capable teams, an executable business plan, and access to the resources necessary to help it reach users and customers.
For those startups that are building and marketing something of value for consumers or businesses, there is much work to do. While there is always a need to attract mainstream users, this isn’t the time to stretch or over-commit resources to hit everyone all at once. Branding is an expensive proposition, one that requires time, capital, diligence, dedicated teams, enthusiastic customers, and patience. As counter intuitive as it may seem, this is exactly the right time to market into the echo chamber to earn the support of influentials who will create significant, concentrated brand visibility and momentum to carry you forward.
Your business can grow with the groundswell and doesn’t necessarily require the instant adoption by the masses in order to succeed in the short term.
Usually, when the economy slides, the first natural reaction is to cut expenses, conserve cash, and hunker-down to weather the storm. All good advice. But don’t forget also that this could be your time to shine, albeit, in a strategic and intelligent way.
Great entrepreneurs build value and market-share in down markets. They go to work seven days a week and the(y) breakout when other folks check out. — Jason Calacanis
Now’s the time to get your head in the game and focus on what it is you do, and go do it better than anyone else. You’re either on the field or you’re on the sidelines.
Any company that intentionally pulls itself from the radar screen of their customers will be absent from customer decisions and referrals. In the process, you create a frictionless opportunity for your competitors to swoop in and fill the void.
There are always customers making decisions, so make sure that you’re part of the equation and process, wherever they go for information and insight.
Influence and adoption historically have migrated from the edge to the center. Or using a more common example, customers and word-of-mouth referrals travel from left to right along a bell curve that starts with Innovators and Early Adopters, peaks with the Early Majority and the Late Majority, and finally permeates with reaction from Laggards.
If you dissect the art and science of technology marketing using a car as a simple metaphor, your product serves as the chassis, your cash as the fuel, Social Media, Interactive/Web, Sales, SEO, and PR as the accelerator, marketing strategy and execution as the gears, RPMs as a market indicator for listening and responding, the speedometer to convey inertia, and you, as founding executive, sitting in the driver’s seat, steering and controlling the entire operation.
Marketing to the echo chamber, believe it or not, is how you get that car rolling, starting everything in first gear. Appealing to those who can help spark word of mouth is how you can accelerate, gain enough speed to shift into second, and subsequent higher gears, and attract new users and evangelists along the way, growing in distance and reach at every turn. It is the echo chamber that can help you efficiently gain velocity in order to progressively reach greater audiences and command additional financing and also revenue in the process. With its support and assistance, it is almost like starting with a colossal push.
You have to start by engaging those who’ll get it, and in turn, share it with their peers. It’s an ongoing process that strengthens with each cycle.
Hopefully you are building your business in a way that is independent of the stock market.
— Kevin Ryan
The world doesn’t flock to new things en masse. It takes a focused and progressive strategy that evolves and matures over time. In a down economy, this is non-negotiable.
Digg and Twitter are among some of the best examples of how alpha users can help promote a company or service by embracing these new solutions and religiously demonstrating why they are pervasive and useful. And, emphatic users also contribute to the community building process, assisting in the translation of the value proposition for different markets as well as enticing and compelling their peers to join them, which offsets and relieves the company from carrying the bulk of the responsibility for promotion and guerilla marketing.
But, where are Digg and Twitter in respect to the adoption cycle? They’re not as far along as you think judging by the buzz and permeation of your social graph. These companies still have oceans to swim until they become household brands. But, that’s OK. They’re building a business, cultivating legions of dedicated user communities, evolving and improving their product, and still conserving cash. Remember, it took brands such as eBay, Youtube, Google, and Amazon hundreds of millions of dollars and armies of enthusiasts and partners to achieve saturation – and many would argue that there’s still much work to be done.
I would bet on any company that earned the support of innovators and early adopters and took the time to listen to feedback in order to iterate based on real world needs, preferences, pains, and new ideas.
Without influence, you’re going to spend precious resources, more than you can afford, convincing people that they should pay attention. Peer-to-peer marketing is priceless and still your best bet for having a shot, and more importantly, making a long-term impact.
But you first need a spark, something to start that avalanche that grows as it races downhill.
The echo chamber is bigger than we think or give it credit for. In fact, think of the echo chamber as its own bell curve. Most of the blogs and users that naturally come to mind, may reside on the left side, leaving a wide array of technology enthusiasts to uncover and pursue.
Innovators and early adopters are global citizens and do not solely reside in Silicon Valley. Figure out who your market is today, tomorrow, next month, and set goals for user acquisition so that you can tweak your product and tailor your messages to those very people, as they’ll uniquely connect to your story, and also share it differently among their peers, as it traverses across the bell curve.
Remember, reporters, bloggers and online tastemakers (aka trendsetters) who spotlight innovation can send tens of thousands of new and loyal users to you almost instantly. I’m not just referring to unique visits of those who sign up, test things out, and then leave to try the next shiny service. When done right, the echo chamber can generate real world interest and support. It is these very users who tell you everything about what works, what doesn’t, and how to improve. These same individuals and networks also augment and complement your marketing efforts by legitimizing you’re products, associating credibility and providing pseudo endorsements, and in turn, giving you unprecedented access to their invaluable and highly connected networks of early adopter friends.
This is the time to focus on user acquisition. This is edgework. Everything starts with an intimate understanding of the markets you’re trying to reach and an even deeper connection to the peers, voices, and other channels that influence them. Most of you are not marketing iPhones, gaming consoles, premium spirits, or new music artists. At the very least, you are redefining how people communicate, collaborate, connect, and ultimately work.
There’s a prevailing necessity to educate your markets and introduce not just new products and services, but also change the daily routines of everyday people.
Therefore the goal to race from zero to 60 and hit mass penetration immediately is not necessarily the primary goal. If we look at business development and communications as a series of strategic stages, we realize that there are focused activities that we must pursue and smaller, reachable voices we must reach and convince to help us carry and adapt our story from stage to stage – each time, addressing the needs and pain points of the individual, respective groups.
Of course, as you learn, internalize feedback, change, adapt, and engage with your markets, the foundation for your business solidifies and begins to afford and beget expansion. It is at this point in time, when you can continue to expand your focus and reach to attract and inspire users residing outside of the echo chamber.
Nothing beats a killer product idea and an impressive, objective, and focused team to carry it forward. Expectations count and will determine how you channel information and progress. Think too big and you’ll miss your target and burn through resources before you can ever earn any significant market traction. Aim too low and the market will pass you by.
In this volatile economic climate, the echo chamber can be your direct connection to success, or at the very least, help to kickstart market adoption of your products. It is a global incubator designed to help you grow, gain momentum, and ultimately propel your business across the bell curve to appeal to and attract a wider, active base of customers.
We live in interesting times and it’s up to us, and only us, to define our future.
(Photo by Wetwebworks).
Well reasoned and good advice. Everyone’s scrambling right now to try and figure out how to deal with the storm that hit us. And knowing the eye of the hurricane might still be a ways offshore is unsettling to say the least.
I’m retooling my message and pitch to prospective clients, that now’s not the time to stick your head in the sand. It’s the time to connect with your best customers and gain ground while competitors are cutting marketing to zero.
its refreshing to read an article whose author isn’t freaking out about the economy and installing fear in its reader base. this is a well written and inspiring article – cheers.
Timing. Is. Everything.
funny.. i literally just about an hour or two ago posted this about “echo chamber” and was negative about echo chambers as they can fool people into making unstrategic decisions. http://getclose...gh-already.html i stand by this but agree v. much with some of your post. e.g. “Great entrepreneurs build value and market-share in down markets. They go to work seven days a week and the(y) breakout when other folks check out. “
I am not really scared, part of me is a little, but another part of me is saying finally! We can get this over with on move forward
i will repeat what i had said eariler for the digitally inept. simple solutions, simple answers.
http://seesmic....deos/Q7B9X13aTE
There is no such thing as a “start-ups” anymore. We dont need another website. Location engines will dominate the future.
“Start-ins” is the new term for people that realize that we dont need another startup and instead use existing established search engines and location engines to promote there products and or services.
The established players of this “natural language location” game are in place. Let the Real Games Begin.
NaturalLocator.com
Surely there is always room for improvement from the Status Quo? This is a very logical Article, and provides the seeds we need to sow in our current economic climate for a sustainable or strategic focus. Anyone who appreciates this and wants to build a product focussed on Customers rather than assumptions should read Steven Blank’s 4 Steps to The Epiphany:
http://books.go...ma56Ifw#PPR3,M1
And watch Guy Kawasaki’s videos, of which here is one:
http://uk.youtu...h?v=lQs6IpJQWXc
Here is a video with Ron Conway & Mike Maples who later mentions Blank’s book:
http://ecorner....o.html?mid=1902
Great post Brian,
I think the coming weeks / months will see a lot of 2.0 acquisitions and a few casualties too.
This is a time to make your business stronger and to focus on value like never before. It’s a time to find new and imaginative ways to pump massive value into every aspect of your service.
There is a very fine line between excitement and fear – yet if you allow fear to motivate you right now your business will suffer. If you allow the excitement of the current economic climate to motivate you – you dramatically improve your potential outcome.
I would also like to wish the Loic and the guys at ‘Seesmic’ all the best; after their recent job cuts.
Jim Connolly
“it’s up to us, and only us, to define our future.”
Hallelujah, couldn’t agree more. Best to get on with the business of making the future more fun and ditch the pundits. They’ve been useless for prediction and guidance.
Great article.
Awesome post Brian!
We all get caught up in the fear from time to time but we must push on. As the old saying goes, what goes up must come down. But the crazy thing is it must go up again too. Maybe not as high as before but it still goes up. And there lies the opportunity right now. Thanks for energizing my mind to get out of this negative funk!
Derek – sometimes, it does go up higher than the previous high. For example, the Dow suffered with the dotcom crash, but hit an all time high of over 14,000 in the middle of last year. Alas, that was the highest it ever got and turned tail. Now we’re just going to have to rebuild. I think that entrepreneurs are the ones most likely to catalyze the rebuilding process.
I think we need solid business practices implemented online, instead of some of the crazy ideas that have been touted in the last iteration.
Did you notice that stocks never got close to getting as high as the web 1.0 bust?
This time they were a fraction of what they were in 2000. Not as far to fall, but it’s a sign that people are getting REAL sick of these BULLCRAP ideas and concepts touted by VCs with no clue and big hedgefund pocketbooks.
Summary: Follow timeless good business practices and don’t forget how super-duper important marketing–especially at TechCrunch–is to your success.
Seriously, what in that post actually applies to the recesion? All I see is “work hard”, which any startup hoping to make it is already doing.
@ Andrew: Dig deeper?
Enjoyed the car metaphor. The financial collapse is ice on the road with boulders falling all around you. During this part of the journey, some companies will slide off-course while others will find the traction needed to navigate safely. Make sure you have the best tires (people) to keep you headed in the right direction.
It’s time to disengage from cruise control.
Solve pain + Really easy + Create Revenue = MarkTend.com
We were ahead of the curve this time….even a blind squirrel my friends, even a blind squirrel.
Michael
MarkTend.com
The car analogy is great. Now is the time for those who have been in 1st gear to shift into 2nd. BUT, beware the urge to skip and shift straight into 3rd or you WILL lose your momentum and inevitably lose the race!
When this race all started, i’m sure many people weren’t sure Obama was going to have this momentum. Not even Hilary. i guess there is now a change of song.
Great post. Some really helpful and well thought stuff.
Ummmm…. shouldn’t “adoption” be defined as having paying customers? Twitter’s inability to monetize their free service using VC funding is an obvious deadpool strategy.
Great post??? This is excessive masturbation with words!!! What is wrong with you idiots???
Before everything, find a NEED for a product or service, on any market.
Get “A Good Hard Kick in the Ass: Basic Training for Entrepreneurs” by Rob Adams [2002]
Read it very carefully. Then go back and read it AGAIN. It is basic common sense –a very rare commodity nowadays…
Again: “COMMON SENSE” –but you probably have no clue as to its meaning.
Hey Brian,
Well written post as always!
I think focusing on the Echo Chamber can be a potentially dangerous approach. The more we design for early adopters of technology, and include them in our feedback loops, the wider the chasm gets. I gave a presentation on this in NY recently, slides and notes are here: http://blog.hea...eb-ny-on-91508/
Yes, early adopters are vocal, and yes, they can help get your product into the hands of mass markets, but that won’t happen if your product isn’t designed for mass markets. I always use Amazon as an example. When they launched in 1994 the only people online WERE early adopters. And yet from the beginning they designed with mass markets in mind. They didn’t go integrating IRC into their product, or adding bells and whistles that would just confuse mass markets.
We’ve also got to remember that with the proliferation of shiny new toys, and the limited attention of early adopters, it’s incredibly difficult to get the attention of the early adopter crowd, much less keep it for long enough to get your product across the chasm.
I think it’s also important to remember two things:
1. Many “tech” startups aren’t really technology companies at all, they are built on technology, and therefore they view themselves as a tech company, but really they are just another consumer facing product, hopefully one that appeals to their market. Considering yourself a tech company, when in all actuality you’re not means you’re focusing on the wrong market. It would be like Toyota calling themselves a steel company. Their cars are built with steel, but ultimately, they are a car company.
2. Given the fact that many of these companies aren’t “really” tech companies, it stands to follow that their early adopters are probably not those in the echo chamber. I think we need to broaden the definition of early adopters. For instance, if you are a social shopping site, your early adopters are those who start fashion trends and are active online. If you’re a music-based product, look for the people who like being credited with breaking new bands, or turning their friends on to new music, those are probably your early adopters.
Jackie, thanks for the feedback. I don’t disagree with you, but I think if you re-read the post after this comment, you just might find that we’re on the same page here.
The whole point of this article is about redefining how startups (not solely tech companies) view early adopters, the echo chamber, and how to gain momentum in order to “cross the chasm” into the next tier of evolution, adoption, and monetization. This is about uncovering the very people who can benefit from what they’re introducing and in turn, evolve the product/service based on real world feedback.
We can not assume that early adopters and innovators are relegated simply to tech, silicon valley, .0 startups, or fanboys and girls of shiny new objects and features.
There are early adopters (aka savvy consumers) in every market segment, and that’s an irrefutable point. They create highly influential echo chambers with their own associated bell curve’s around the globe that stimulate and inspire their dedicate ecosystems. As you said Amazon appealed to early adopters originally as it related to consumers who were already online, not because they pulled a pets.com and spent millions upon millions trying to attract the mainstream majority simultaneously.
Your points are valid, but they’re also saying the same thing I am emphasizing here without leapfrogging critical points that entrepreneurs and marketers can not miss. We ALL need to rethink how to dissect and define “the echo chamber” because in the process, we’ll uncover that consumers, not just geeks, are also early adopters in their own right and they need to be treated as the a-list in their own communities. Thus, the moral of this post is to expand the traditional view of the echo chamber to include the “new” influencers across multiple markets where they reside as well as discover, share, and compel those around them. This broader, yet focused approach removes our “tech” blinders and frees us from solely focusing on “one” audience or demographic in order to build a global and pivotal groundswell.
Partially semantics, partially different points of view. The reason I refer to it as the “echo chamber” is because of the innovations and feedback loops that take place within it, constantly bouncing development and marketing off of each other instead of the actual early adopter, who, in my view, would exist outside of the echo chamber. If you think about an echo chamber, little escapes it, sound just keeps bouncing back and forth infinitely inside of it.
Inside of the tech echo chamber we end up with gratuitous AJAX, hooks into APIs for products and services no one outside of the chamber is actually using, and features that for most people are irrelevant at best, daunting at worst. Inside of other echo chambers there are similar problems.
I think in any market, a group that exists within an echo chamber is one that a) will not be that useful in helping to cross the chasm (by definition they exist within an isolated chamber that alienates mass markets) and b) can lead to product development decisions that may have negative impact. But again, this may largely be a matter of semantics.
Semantics…the EOC, by default, is perceived as it is defined, by the people, not by a dictionary. This doesn’t advocate living in the EOC, only leveraging it, across multiple markets, to excel in the mainstream, thus bridging the chasms between them.
Brian:
Your comments are exactly what older, more established companies should hear and take to heart. I am talking about companies that are not looking at early adopters, but those that need to stay in the loop, as you say, just in case the competition swoops into their space as they retreat, in light of the uncertainties, into super conservative thinking about their marketing tactics. However, it takes a forward thinking executive team to take a ‘dinged’ PR and marketing budget to rethink customer engagement and have the courage to explore untested ways of connecting to its customer base.
Your best friend these days is to invest outside of the US. Our government has decided to spend our money on some low value bank stock, Plus, we have had a rough week for the market and there is more to come. Investors really need to make changes to their investing strategy if they have not already, especially since the market has not hit the bottom yet.. This means move money into T-bills and municipal bonds and invest some overseas to guard as a hedge against the coming inflation of the US dollar. I use offshore bank accounts for this and they have helped me. If you would like to learn more, feel free to visit my site.
Best,
Frank Miller
http://www.theo...bankaccount.com
C’mon!!! This is a shameless plug… Yeah, we all need to send money out of the US, like the illegal aliens. Are you American????
Build a product that is remarkable and you won’t need any branding. Keep your team small and focus on sharing as your marketing currency. Only do what you’d do with your own hard earned money in terms of spending and be prepared to live the low life at least till you break even. More recipes for success at http://tv.smibs.com. Enjoy.
..not to rain on the parade here but are you proclaiming that what you describe is an innovative approach? it seems common sense to me but maybe ive just been in the industry too long.
early adopters of tech have usually been those with a tech background because theyre comfortable with tech. sure there are folks not in the industry who are early adopters, but they are few and far between. you will typically find those type of early adopters ones that start new fashion trends or make popular tangible, consumer products.
your post seem way to lengthy and a bit ‘Steve Gilmore-esque’ for the common-snse principals you were trying to convey.
Wow, I’m new to TechCrunch and this is my first comment, but I have to say this was well said. I love this post. It made me reflect on my very own start up business “Text To Party” A Go Green company and A patent pending service. We provide detail party information on your mobile phone, for shorty we provide “Party at your Finger Tips”….. Text the word “Party305 to 88089″ (test it out)
So I must say, this is a must read article for every business.
I am about to share this with everyone I know.
WELL DONE
Definitely a refreshing post and a nice change from all the gloom and doom stories we’ve all been reading, watching and listening to lately.
The echo chamber has always been important in gaining exposure and getting valuable feedback to improve your product, and ultimately grow user/customer adoption. Brian makes an excellent point that it’s more important than ever to stay plugged in, keep tapping into the echo chamber, and stay visible among your target audience.
Yeah, tighten the belt and trim the fat, which is common sense, but c’mon let’s face it during fat and happy times people don’t like being on diets and tend to feast more than they need to or should. So downturns always gives us that nice slap in the face to remind us that we all can be leaner, meaner and dig a bit deeper to give a little more. I think Calacanis’ quote sums it up perfectly, and those few great entrepreneurs that he speaks of are the ones who will break from the pack and weather this storm just fine.
It is in times like these that you learn what you’re made of. That you push yourselves to be more creative in order to achieve business goals with less. Innovation doesn’t stop, it keeps going and it’s when you’re most constrained and your back is against the wall that you really are able to be most creative and figure out how to make it despite everything against you.
I think it’s in these tough times that we need to listen even closer than ever to the echo chamber, make those few extra calls everyday to close the sale, get the story, have that song added to five more stations’ playlists or whatever it is you are trying to achieve to make the numbers.
We’ve hit hard times before, and even though this time might be rougher and we get scraped up a bit more, those companies with real business models, solid products providing real value to its users and customers, smart teams and a decent amount of resources will survive.
And for those who don’t, chances are a good portion of them would have landed in the dead pool even in a good economy, they just would have lasted a bit longer and wasted more money, so now their trip to the dead pool will just be accelerated. But even those folks will be okay, because it is in our failures that we learn our most valuable lessons. And the smart ones take that knowledge and try again.
Brian nice ending sentence and so true, “We live in interesting times and it’s up to us, and only us, to define our future.”
The only problem with the early adopters and enthusiasts is that they all swim in the same puddle – they get excited with the same kinds of ideas they’re working on, or have seen elsewhere.
So one could say that the advice in this post translates roughly to “stay in your bubble, keep blowing hot air into it, close your eyes and cover your ears or you might accidentally get some inputs from the real world outside”.
Personally I think that the only true indication you can get for the value of your product or service is by getting feedback from naive users.
They’re the ones who instantly see beyond the bells and whistles, they don’t get the clever or hidden references to other products, they don’t do abstractions and they don’t take bullshit from no one.
They also don’t usually bother with things which don’t work the way they expect or want them to work – something which us savvies trained ourselves to not notice anymore.
The naive users are the ones who get annoyed with lack of interoperability, over-sophisticated UI, and lack of features. They’re the ones who will only adopt something if:
1. It actually gives them real value, and they can see that immediately.
2. It doesn’t cause them too much annoyance –
not too many “why doesn’t this work like this?” or the “how come I can’t do this?”
us savvies have gotten past years ago.
Now, getting to “Real” users is hard; sometimes impractical. And they’re not really the ones who are power-multipliers since they don’t usually get excited and recommend software-related stuff to their friends – but they’re the ones who can tell you if you’ve got something good in your hands – and that’s something people need to really ask themselves before launching yet another niche product or service.
You people seem to be missing the fundamental problem. If your startup depended on advertising, it’s in trouble, to say the least. You’re only going to survive if you end up selling your own ads, the magic ad programs that you thought would let you focus on programming or your users, will deliver dwindling results. If you’re focused on eyeballs over revenue, those days are coming to an end. That strategy always had the implicit assumption that someone else would buy the eyeballs and they’d be able to monetize them. No one will be buying eyeballs anymore. Every potential acquirer has more eyeballs than they know what to do with. If you disagree with these points, all I can say is you’re in denial, and time will bear this out. Freemium? That has never been proved to work, it’s just a way that you can justify getting eyeballs for their own sake, with the unsaid subtext that you’re still thinking about being acquired while claiming you have a business model. What percentage of Web 2.0 companies have executed on a successful freemium model? It’s a low single digit percentage, at best. So, if you’ve got a startup based on the majority of your users paying a monthly subscription fee and your revenues exceed your expenses, then you may have a chance to survive and maybe thrive. But, what’s life going to look like for you if you’re in one of the startups that makes it? It’s going to be about working the phones, making sales, starting at spreadsheets, and the fact you were x% more productive because you used a clever web framework or you could use cloud computing will have been a happy footnote for week 1, but won’t make a bit of difference after that. Other than that, it’s a great time to build a business, as long as it’s really a business and not a coder’s vanity project paid for by venture dollars.
I have to say I agree with alot of what Brian is saying. At the end of the day, really smart serial entrepreneurs position for things and guess where that happens? Web 2.0 has a bad habit of ignoring what is and what has always been in media: quantity doesn’t always equate quality. Focus is as valuable if not more than mass market.
If others are down sizing and if your company can keep the spending or spending more intelligently or effectively on marketing, then your company should benefit from in the end.
Digg and Twitter do generate a traffic spike, but not sustained traffic.
Digg and Twitter have no influence in B2B.
Well articulated.
And one more thing.
Marketers need to stop thinking in the vein of “campaigns.”
Think sustain and not campaign
Staying alive is the # 1 goal companies should focus on. The longer the life not the most cash is what is important to grow a successful company. We run our startup with a staff of 5 on $20k a month and are growing steadily. I just posted a our tips. http://jimmyhen...a-tough-market/
Not all of us are gripped by fear like the media like to suggest . . .
B-Solis:
It’s great to see that TechCrunch is publishing more and more of your posts. I think that you provide a well-versed, comprehensive perspective on the state of economy as it pertains to tech and other industries that influence it.
Can’t wait for your new book to come out!
Adi
Truly strategic debate, especially between Jackie and Brian. Thanks to Jackie for hitting so many nails on the head about crossing the chasm, and shouting into a closed chamber. Thanks to Brian for providing a valued response in their being echo chambers in each respective community or vertical. Although the only disagreement I could see here was one of perspective and semantics, this debate adds great value to our strategic planning for a concept that we hope will add huge value for the organisations or individuals that use it to search share or advertise. No cheap plugs or links here, but thanks to TC and Brian for another brilliant article, and even more thanks to the community & their comments. This is why Techcrunch and GigaOm are so addictive for those of us that are passionate about adding value, about building something great. It all comes back to Jason Calacanis:
” Great entrepreneurs build value and market-share in down markets. They go to work seven days a week and the(y) breakout when other folks check out. — Jason Calacanis ”
Value, Backs up against the wall, creativity, passion and plenty of “elbow grease”…