HN Books @HNBooksMonth

You were probably including the following in your meaning for "feature fit, timing, and growth", but just to echo / amplify your comment: two extremely difficult things in building a community of Twitter's size (neither of which are technical / implementation in nature) are a) achieving network effects [1], and b) solving the Eternal September problem [2]. Both these hurdles are much more strategic than technical in nature. Andrew Chen's "The Cold Start Problem" goes into some fascinating detail about this [3].

1. https://en.wikipedia.org/wiki/Network_effect 2. https://en.wikipedia.org/wiki/Eternal_September 3. https://www.amazon.com/Cold-Start-Problem-Andrew-Chen/dp/006...

Here are some trends that could drive a fundamental shift in social media:

1) Trust is the scarcest element in social media today. Any social media company that is built on advertising will never have the trust of a subscription-based social media company. Companies that address scarcity tend to be successful.

2) What's no longer scarce: the underpinning technologies of social media: capturing and displaying photos and videos on multiple types of devices, recommending new social connections and posts. What was cutting-edge in 2004 is now well-known.

3) Meanwhile, users are getting increasing used to paying for subscriptions: app stores, streaming services, SaaS applications, cloud services, etc.

4) Connecting socially with others is a basic human need. This only increases as some kinds of jobs can be done from anywhere, and friends relocate far away.

5) As Facebook/Meta and others pursue the novelty-driven user experience of TikTok -- "show me what's interesting from people I don't know" -- it creates room for companies that want to get back to meeting the need for keeping in touch with friends and family, even when remote.

6) Large tech fortunes have created a donor class focused on legacy, not profit. Example: MacKenzie Scott, the ex-wife of Jeff Bezos. Or Craig Newmark, of Craigslist.

--

Put all these together, and it seems like new social media companies could be created along the following lines:

1) Mission-focused. Focus on social connection first, not whatever drives the most revenue. In other words, don't get pulled into the latest fads, as Facebook is doing with TikTok.

2) Subscription business model. This eliminates the conflicts of interest that drives Facebook's trust-eroding privacy practices. Again -- trust is the scarcest element.

3) Subscriber-owned business. Each subscriber owns a portion of the company, and thus the company has a fiduciary, legal obligation to protect their interests. This is similar to what Vanguard does -- investors each own a portion of the company -- which forces Vanguard to act in their interests. It's the opposite of Facebook/Meta's ownership structure, where Mark Zuckerberg controls 90% of class B shares, giving him control over the company. [1]

4) To fix the cold-start problem [2] inherent in building a business with network effects, make the service free until it gets to a critical mass of subscribers. We can debate if critical mass is 10 million users, 100M, 1B, or some other measure. But be transparent about the threshold, and the subscription price once its hit. Speaking of price...

5) Keep entry level prices low to be point of being negligible for the vast majority of users. Maybe one dollar a month. Whatever it is, keep it lower than most other subscription services in order to encourage adoption, but not to shift back to the problematic ad-driven model.

6) A very low subscription price, at scale, can fund innovation. 100M users at $1/month is $1.2 billion per year. That's enough to pay cloud infrastructure and the engineers to build and run apps. Back-of-the-envelope path: suppose for argument's sake that half of that, $600M, goes towards cloud service providers. That's approaching the $1B/year that Netflix spends. The other $600M could fund 2000 engineers at $300k/year/engineer. That's enough to build a great deal of capabilities and bring them to emerging platforms (like AR glasses, cars, IoT/smart home...).

7) A business like this probably might not attract traditional venture capital funding. Even if every one of Facebook's 3 billion users all switched to this business and paid 1 USD/month, that would be $36B per year. That's well short of Facebook's $120B/year [5]. Who might fund it? A set of mission-driven investors, who wants their legacy to include a trusted, self-sustaining organization that socially connects the world. Craig Newmark could be one such investor (at least advisor), having built one such Internet institution (Craigslist) that facilitates community and commerce in an economically-sustaining manner. But there could be many other investors as well. Again, the technologic acumen and capital required aren't what's scarce; trust is.

[1] https://www.morningstar.com/articles/1061237/how-facebook-si...

[2] https://www.amazon.com/Cold-Start-Problem-Andrew-Chen/dp/006...

[3] https://www.linkedin.com/pulse/netflix-pays-1-billionyear-am...

[4] https://datareportal.com/essential-facebook-stats

[5] https://www.statista.com/statistics/268604/annual-revenue-of...

Fwiw, Andrew Chen led Uber's Rider Growth when the company was in hypergrowth. His book, The Cold Start Problem, is great, and anyone building a two-sided marketplace should read it. This guy knows referral programs. Highly credible advice. Probably one of the best business books I ever read:

https://www.amazon.com/Cold-Start-Problem-Andrew-Chen/dp/006...

⬐ throwfh80h82

What other business books have you read?

⬐ None

None

⬐ siquick

Funny to read some of the scathing replies in this thread. Andrew is pretty much one of the leading minds in growth over the last 10 years. It’s unlikely that you’d find anyone in the role that hasn’t studied his articles in depth.