As part of a new initiative to strengthen SendBird‘s brand, market presence, and reach our developer community better, we’ve decided to start a long-term brand campaign, including, yes, a billboard.
While we’ve debated whether this was really a SendBird-way to engage our developer community, given that a lot of our current and future customers are heavily concentrated in the San Francisco Bay Area, we decided to move forward with the campaign.
Due to the Covid-19 global pandemic, the billboard campaign may not have the initial scale of impact we had planned for, but we decided to use this time window to address a bigger message for our Bay Area community. Instead of focusing on what we do and our value proposition, we crafted and delivered a message to give hope and empathize with the community.
We’re in this together
We’ll continue to engage and stay connected with our local community of developers around the world, and this is just the beginning of great things to come!
PS. If you want to check it out in person, it’s on 7th St and Harrison St in San Francisco, CA.
I was having lunch with a friend today, and we were discussing how does someone know when a person is scaling or not. Who will scale as the company grow and what stops someone from scaling further?
Some companies have early members scaling beautifully as the organization grows, while some don’t. A lot of smooth scaling happens typically when the company is growing organically and the growth rate is relatively modest (< 50% YoY). When a company is growing > 50% YoY, and in some cases, doubling or more, it becomes incredibly difficult for people to keep up with the scale of the company, as humans grow linearly, yet companies grow exponentially.
Below are a few questions to ask yourself to check if you are scaling with the growth needed and some tips and strategies to continue on the fast growth trajectory.
1. Am I “going horizontal?”
I came across the concept of “Going Horizontal” during 10xCEO program and we discussed extensively on how to make sure the executive team is continuing to scale at the right capacity level for the growth needs of the company.
The team internally might already be “over capacity” if the company’s growth rate is modest and the team is experienced. But if the needs for the leadership capacity emerging from growth out weigh the current capacity, then it will hurt the growth rate and the potential upside of the company as long as the leadership team is not fully built to handle the needs.
I first learned the VPC Framework (VPC: Value-Price-Cost) back in 2006 and the simplicity of the framework made an impression on me. I still revisit a few times a year to think about where our company is in the position within the framework and how we are investing our resources.
The concept is quite simple. Let’s start with the definition:
Value: This is the value your offering is creating and delivering to customers.
Price: This is the price you charge and customers pay for to acquire or use your offering.
Cost: This is the cost of creating and delivering your offering to the customer.
The differences between these elements create the benefits:
Below is a post I wrote in August 2019 within Y Combinator community (which luckily received 300+ upvotes 🙇♂️). Now that I get a pretty steady stream of inquiries about fundraising and accelerator/demo days, I thought it might be helpful to repost here in public format. Hope it brings hope to a few.
Hi S19 founders,
Now that the demo day has officially begun, I just want to share our experience at SendBird (W16), so that perhaps some of you guys can relate.
I’ll admit upfront: We were not the hot company of the demo day. No where near. We didn’t get the overly enthusiastic emails from investors piling up in our inbox.
I thought we were doing okay during the batch, but on the demo day, the ones that got the most amount of ‘likes’ and ‘quickest raises’ were not necessarily the ones we thought did the best during the batch. Some companies raised a lot of money almost on the day of the demo day, while most of us felt like we were punched in our stomach, grasping for air.
One thing I’ve noticed going through Y Combinator was how consistent were the messages repeated by the partners, the staffs, and the alumni network. As a startup founder, you should do two things: “write code and talk to users.” The more recent version is: “build product, talk to customers, and exercise” – which I think is a natural evolution, since YC funds a lot of non-software-only companies these days and the partners are getting a bit older. 😉
The entire message is around “Growth” and the way to get there is by writing code and talking to users. And stop doing anything else. Sounds simple, right?
When I was eleven, my family moved to the United States, due to my father’s job working for the Korean government. I still remember my first ride from JFK to some urban parts of the New York city. Still a bit jet lagged, I was struck in awe looking at the graffitis on the streets of NYC. I’ve only seen graffitis from the movies and the sheer unfamiliarity of the view somehow got me scared and excited ambivalently.
Taking a bite of freshly baked extra cheese pizza was a pleasant surprise to my taste and grabbing the oval-shaped ‘football’ for the first time got me all confused.
Company values are what the people within the organization believe in. Decisions, actions, hires/fires, promotions/demotions are based on the company values and they are the fundamental building blocks for a strong, great company culture.
Of course, there are many good values in the world, but company values cannot list them all. Rather, the company’s core values should embody a set of unique beliefs, and should be simple enough to be remembered and used during daily conversations and work.
So, without further ado, here are our seven core values at SendBird:
1. Endless tenacity for customers
“Only the paranoid survive” – Andy Grove, Intel
Customers existed before a company did. Facing a problem, few people dared to find a solution, and customer value was created. The organized and deliberate effort of finding a solution later evolved to become a company that we know today. We exist to satisfy the customers, then to leap beyond the status quo and create innovative solutions to problems that the customers are not even aware of yet. The journey will be challenging and frustrating, but endless tenacity is the only path to the true customer happiness.