Sunil Daluvoy’s Post

What I learned from Jerry Yang & Larry Page TL;DR: Technology companies launching disruptive products should religiously focus on end-users above everything else, including partners. Solve end-user problems and everything else follows– adoption, revenue, and partners. Yahoo! & Jerry Yang (2006) In 2006, phone calls were expensive and based on time & distance pricing. Skype changed all that with VoIP, which bypassed telco networks and made super cheap calls using the Internet. They already amassed 34 million users and were growing at insane rates. At the same time, Yahoo Messenger had over +110 million users worldwide. We could leverage this userbase and create a VOIP product to challenge Skype. Yahoo had all the advantages on paper: the brand, the users, and the technology. So, with the leadership of Brad Garlinghouse, we built a competing product with a very disruptive pricing plan – 1 cent/min; Skype's pricing ranged from 2-3 cents/min. However, a week before the launch, Jerry Yang paused the project at a partner’s request. ATT-SBC was concerned our pricing would cannibalize its own voice business. Yang did not want to upset that relationship. Ultimately, Yahoo missed its opportunity, and Skype was off to dominate the VoIP market. Google & Larry Page (2008) Before the iPhone, companies had to negotiate with mobile carriers to get their apps on phones. Google was struggling to secure deals with Verizon for Google Maps and a new phone concept, Android. Around the same time, the FCC planned to auction 3G spectrum. Google pushed for open application and open device requirements on the carriers who won the auction. This infuriated the carriers. They argued that such conditions would decrease the spectrum's value below the $4.8 billion auction floor set by the US government. The FCC was leaning towards the carriers. The agency did not want to risk the auction not meeting the government's financial goals. Google's only option was to participate in the auction to ensure the minimum bid. Inside Google, the decision to bid was intensely debated. Android founder Andy Rubin argued the carriers would hate us and never partner with Android; Chris Sacca argued that bidding was the only way to guarantee Google's future in mobile. Page sided with Sacca. Page’s rationale: “. . . the carriers already hate us. If we don’t bid, they would hate us and not respect us.”  We bid, the openness provisions were triggered, and we secured a path for Google apps on 3G. Sixteen months later, Andy got his deal Verizon –  Verizon Droid! Page was willing to sacrifice mobile carrier deals to ensure Google’s products were universally accessible to its users. He played spectrum poker with $4.8 billion to achieve that result. (cont. below)

Lessons Learned? 1. Focus religiously on solving real end-user problems.  2. Ensure a clear path to your end-users.  3. When addressing a partner’s needs and concerns, never compromise on lessons #1 or #2.  4. Understand the macro trends affecting your business.  Ostensibly, these lessons apply to companies seeking to introduce disruptive consumer technologies that upend the status quo and challenge the incumbents.  To be fair, Jerry Yang was a hugely successful Founder & CEO, and Yahoo! was the leading internet company for nearly a decade. This story highlights one mistake he made. Larry Page made plenty of mistakes, but his gangster focus and commitment to the end user never waived. That, in large part, explains Google’s lasting success. 

William Wilhelm

Vice President | Frontier Communications | Regulatory Affairs, Policy and Compliance

2mo

Sunil - incredible first-person account. Thank you for sharing. I remember that auction. Google's engagement was incredible. I have a lot of thoughts but I'll save that for when I see you next. Best! -B

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