Tag Archives: Trinity Ventures

Foursquare meets Right Media (or, Local meets Online Display Ad Exchanges)

I’ve spent the last few years looking closely at various segments of the online advertising space broadly defined and of the 10 new investments Trinity made in the past 12 months, 4 fall into this category.  Those four include TubeMogul (online video analytics and ad targeting), RedAril (announced but stealth), gWallet (online virtual goods and social gaming) and one soon to be announced (will blog about it when public).  While 2009 was a rough year for the economy overall and the online advertising space in particular, things are looking up in 2010 as TechCrunch and JPMorgan note in a recent post.  Hopefully the “invest aggressively during the downturn” strategy that my colleagues and I at Trinity decided to execute on a year ago will ultimately bear fruit and this expected online ad rebound may be a helpful step toward that. 

As for 2010 and beyond, clearly we’ll see growth of the online ad exchange for non premium display inventory, but I’d take this one step further and posit that 2010 will see the advent of ”Local” meets the “Online Display Ad Exchange”. 

Let’s look at Local first.  As this theDeal.com article mentions, companies like Yelp, Foursquare and others have captured mind share quite nicely as leading local consumer web services which are attracting the attention of potential acquirers and venture investors alike.  What do these startups have that is so attractive?  Is their user base?  Revenues?  Technology?  I’d argue that it is none of those, rather, it is the data they have accrued or will continue to accrue via highly scalable and viral social gaming (in the case of FourSquare) or seo/ugc (in the case of Yelp) methods.  While geo targeting has been around for a while via products like Digital Element which provide data streams that enable somewhat crude IP address-based geo targeting, these new entrants have or will have two highly sought after data attributes when it comes to local: purchase intent and freshness.  This is why Google, a cash machine which thrives on purchase intent and freshness in its core search business, is interested in acquiring startups that bring viral, scalable and low-cost generators of such data so that it can further expand its targeting efforts into the lucrative local ad market.

Now what about online ad exchanges like Yahoo’s Right Media or Google’s DoubleClick?   As many of the recent interviews and posts on AdExchanger note, there is an increasing trend around the use of data to augment the identification and prioritization of which exchange based impression to buy and how much to bid to win it.   Demand Side Platforms (DSPs) like Turn, Invite Media, DataXu, Triggit and others are providing agencies and brands the tools and mechanisms to leverage data to make smarter and more granular ad buys. 

So how does Foursquare meet Right Media?  It happens via innovative startups, ad agencies and advertisers who look to innovate the ~$60b direct marketing category by taking advantage of this tsunami of local data coming from either consumer web services like the ones mentioned above, mashed up forms of more traditional sources of offline data and/or the plethora of gps/location data streaming from services like Twitter, Facebook or smartphones.   I believe 2010 will see some exciting new developments at this intersection and I’m happy to compare notes with others, just drop in a comment below to start the conversation.

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“Social Leverage” as a Business Model

This video is great isn’t it?  Certainly pumps one up that social media is here to stay and continue to thrive.  But putting aside hype, there is real business value to be captured with social leverage.

I mention this because I’m speaking today at Defrag, a conference out in Denver that delves into a wide variety of social media aspects ranging from consumer to business issues.  The topic of the panel I am on is titled, “Is ‘Social Leverage’ the next big thing for VCs?”  Fred Wilson, Brad Feld, Roger Ehrenberg  and Howard Lindzon are on the panel as well, all great investors and innovators in the social category. 

As I thought about the panel topic, the basic conclusion I came to after mapping out Trinity Ventures’ portfolio as it relates to social leverage (see below), is that social leverage is powerful as a business model.   It struck me how universal this model can be as it can apply to both business oriented services as well as the more obvious applications we see clearly on the consumer side.  It can create broad mass market businesses as well as thriving vertical, more private and focused communities (as Roger also pointed in the latter half of his blog post about today’s panel here). 

The business model of Social Leverage enables lower cost of customer acquisition (viral in consumer ala PhotoBucket for photo sharing and botttoms up trial and adoption in enterprise ala CubeTree for a next gen intranet) as well as lower cost of content acquisition and content management (users contribute content, rate content, moderate content ala Care.com in consumer to help find a babysitter and LoopNet in enterprise for commercial real estate listings). 

I’ll have more to say on this during the panel and I look forward to hearing how Fred, Roger, Brad and Howard define Social Leverage and to get your input.

social leverage

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What is the Difference Between Leadership and Management?

trinity venture ceo and founder dinner pic 2trinity venture ceo and founder dinner pic 1  

What is the difference between “leadership” and “management”? 

This past Wednesday night, over 50 CEOs and Founders from across the Trinity Ventures portfolio gathered together for our annual CEO and Founder dinner to debate this question.  Imbued by energized networking and copious cocktails, we explored and debated the fundamentals of leadership and management in difficult times, since, especially in this economic environment, world class leadership and management skills are crucial to the success and growth of a business.  While our portfolio company leaders represent an extremely seasoned and high caliber group of executives, all enjoyed revisiting and reflecting on these fundamental values.   I thought it worth summarizing the key examples and takeaways as I found it a good fit with the spirit of IronGiving.

The discussion topic, Leadership in Difficult Times, was facilitated and led by our guest speaker, Professor Charles O’Reilly from the Stanford Business School.  Professor O’Reilly’s discussion included aggressive Socratic style cold calling of the audience (after all, he is a business school professor) and spirited debate.  We examined three real world scenarios brought to life via video clip interviews with three high tech CEOs: Bill Campbell, former CEO of Intuit, current Chairman who covered a situation where his authority as a CEO was openly challenged, Kent Thiry, CEO of DaVita who covered an instance where a high performer on his team clashed with the existing company culture  (be sure to click on his name to watch the YouTube video and get a flavor for his colorful leadership style) and Brian NeSmith, CEO of Blue Coat Systems who covered a scenario where an engineering rock star was disrupting productivity.

Crew team

The most succinct answer to the above question came from Brett Wilson, CEO and cofounder of TubeMogul, an online video analytics and advertising startup Trinity invested in earlier this year.  Brett stated emphatically, “Leadership is about inspiring the team to win the game, and management is about the x’s and o’s of how to win”.  I couldn’t agree more and as a former crew team guy, I thought the image above captured this mixture well - inspired team members can pull hard on the oar but they also need to do so in unison and with rhythm. 

I won’t go into the details of each scenario but the high level takeaways include:

-          CEOs need to embody BOTH leadership and management to be effective.  This was the simplest yet biggest lesson.  The best CEOs do both.  It isn’t easy, but the rewards and returns are even greater for those who can. 

-          CEOs are signal generators.  What they do and say ripples across an organization in unspoken and obvious ways faster than you think.  Be aware and cognizant of your actions at all times.

 -         Firing someone is hard, but not acting quickly and decisively to address performance and/or culture fit problems is usually even more damaging to the company and other people involved.

I’ll try and get the full set of slides that Professor O’Reilly went through and post them here as I think they are useful for any reader to take a quick look at, stay tuned for those.  In the meantime, I welcome any comments or examples of great leaders who balance both leadership and management.

Update – here are the slides from Professor O’Reilly. They don’t contain the embedded video interviews we went through during the dinner but it should give you a good sense of the material covered and ideas discussed, enjoy —

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