Posts from September 2012

Fast, Fair, and Frictionless Content Licensing On The Internet (continued)

Last month I posted two back to back suggestions for industry self regulation on the issue of copyrights and the Internet. The first was a competitive market for third party whitelist and blacklists. The second was "fast, fair, and frictionless content licensing on the Internet."

I am seeing signs that both models are emerging, slowly, but surely.

In the case of frictionless content licensing, I wrote:

I think it will be even harder to get the content industry to build instantaneous real-time self service licensing systems for their content.

But happily, the photography industry is proving me wrong. Yesterday, Getty Images announced something they call PicScout Image IRC. Not the most memorable name. But it is "instantaneous real-time self service licensing on the Internet."

Here's how it works. When an image is posted to your service, you send the image to them via their API, they fingerprint it in real time, check the fingerprint against their database of rights managed photographs that are out there, and then tell you if the image is licensable, must be taken down because its not licensable for the Internet, or if they don't have it in their database, then you keep it up under DMCA. And they handle all the billing for the licensable content. If you don't want to pay licenses for images posted to your service, you can use their service just to take down all images that are under license.

It is a lot like what Audible Magic does for the music industry or what Content ID does for YouTube, in terms of rapidly identifying the content and determining if it is infringing on a license or not. But PicScout goes one step further and provides an instant license to the content if the application wants one. That's a big deal and is the very step I think the content industry needs to take to tackle copyright infringement on the Internet. It is not enough to say something is infringing. The right thing is to say, "that is infringing, but here is a license" and to do that in real-time.

Any developer can use this PicScout Image IRC API. No meetings required. No lawyers required. Fast frictionless licensing on the Internet. I really like it.

#Politics#Web/Tech

MBA Mondays From The Archives: The Balance Sheet

Continuing the visit back in time to the MBA Mondays Archives, today we are going to rerun the post on the Balance Sheet, which is a financial snapshot into the health of your business.

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Today on MBA Mondays we are going to talk about the Balance Sheet.

The Balance Sheet shows how much capital you have built up in your business.

If you go back to my post on Accounting, you will recall that there are two kinds of accounts in a company's chart of accounts; revenue and expense accounts and asset and liability accounts.

Last week we talked about the Profit and Loss statement which is a report of the revenue and expense accounts.

The Balance Sheet is a report of the asset and liability accounts. Assets are things you own in your business, like cash, capital equipment, and money that is owed to you for products and services you have delivered to customers. Liabilities are obligations of the business, like bills you have yet to pay, money you have borrowed from a bank or investors.

Here is Google's balance sheet as of 12/31/2009:

Google balance sheet 

Let's start from the top and work our way down.

The top line, cash, is the single most important item on the balance sheet. Cash is the fuel of a business. If you run out of cash, you are in big trouble unless there is a "filling station" nearby that is willing to fund your business. Alan Shugart, founder of Seagate and a few other disk drive companies, famously said "cash is more important than your mother." That's how important cash is and you never want to get into a situation where you run out of it.

The second line, short term investments, is basically additional cash. Most startups won't have this line item on their balance sheet. But when you are Google and are sitting on $24bn of cash and short term investments, it makes sense to invest some of your cash in "short term instruments". Hopefully for Google and its shareholders, these investments are safe, liquid, and are at very minimal risk of loss.

The next line is "accounts receivable". Google calls it "net receivables' because they are netting out money some of their partners owe them. I don't really know why they are doing it that way. But for most companies, this line item is called Accounts Receivable and it is the total amount of money owed to the business for products and services that have been delivered but have not been collected. It's the money your customers owe your business. If this number gets really big relative to revenues (for example if it  represents more than three months of revenues) then you know something is wrong with the business. We'll talk more about that in an upcoming post about financial statement analysis.

I'm only going to cover the big line items in this balance sheet. So the next line item to look at is called Total Current Assets. That's the amount of assets that you can turn into cash fairly quickly. It is often considered a measure of the "liquidity of the business."

The next set of assets are "long term assets" that cannot be turned into cash easily. I'll mention three of them.  Long Term Investments are probably Google's minority investments in venture stage companies and other such things. The most important long term asset is "Property Plant and Equipment" which is the cost of your capital equipment. For the companies we typically invest in, this number is not large unless they rack their own servers. Google of course does just that and has spent $4.8bn to date (net of depreciation) on its "factory". Depreciation is the annual cost of writing down the value of your property plant and equipment. It appears as a line in the profit and loss statement. The final long term asset I'll mention is Goodwill. This is a hard one to explain. But I'll try. When you purchase a business, like YouTube, for more than it's "book value" you must record the difference as Goodwill.  Google has paid up for a bunch of businesses, like YouTube and Doubleclick, and it's Goodwill is a large number, currently $4.9bn. If you think that the value of any of the businesses you have acquired has gone down, you can write off some or all of that Goodwill. That will create a large one time expense on your profit and loss statement.

After cash, I believe the liability section of the balance sheet is the most important section. It shows the businesses' debts. And the other thing that can put you out of business aside from running out of cash is inability to pay your debts. That is called bankruptcy. Of course, running out of cash is one reason you may not be able to pay your debts. But many companies go bankrupt with huge amounts of cash on their books. So it is critical to understand a company's debts.

The main current liabilities are accounts payable and accrued expenses. Since we don't see any accrued expenses on Google's balance sheet I assume they are lumping the two together under accounts payable. They are closely related. Both represent expenses of the business that have yet to be paid. The difference is that accounts payable are for bills the company receives from other businesses. And accrued expenses are accounting entries a company makes in anticipation of being billed. A good example of an accounts payable is a legal bill you have not paid. A good example of an accrued expense is employee benefits that you have not yet been billed for that you accrue for each month.

If you compare Current Liabilities to Current Assets, you'll get a sense of how tight a company is operating. Google's current assets are $29bn and its current liabilities are $2.7bn. It's good to be Google, they are not sweating it. Many of our portfolio companies operate with these numbers close to equal. They are sweating it.

Non current liabilities are mostly long term debt of the business. The amount of debt is interesting for sure. If it is very large compared to the total assets of the business its a reason to be concerned. But its even more important to dig into the term of the long term debt and find out when it is coming due and other important factors. You won't find that on the balance sheet. You'll need to get the footnotes of the financial statements to do that. Again, we'll talk more about that in a future post on financial statement analysis.

The next section of the balance sheet is called Stockholders Equity. This includes two categories of "equity". The first is the amount that equity investors, from VCs to public shareholders, have invested in the business. The second is the amount of earnings that have been retained in the business over the years. I'm not entirely sure how Google breaks out the two on it's balance sheet so we'll just talk about the total for now. Google's total stockholders equity is $36bn. That is also called the "book value" of the business. 

The cool thing about a balance sheet is it has to balance out. Total Assets must equal Total Liabilities plus Stockholders Equity. In Google's case, total assets are $40.5bn. Total Liabilities are $4.5bn. If you subtract the liabilities from the assets, you get $36bn, which is the amount of stockholders equity.

We'll talk about cash flow statements next week and the fact that a balance sheet has to balance can be very helpful in analyzing and projecting out the cash flow of a business.

In summary, the Balance Sheet shows the value of all the capital that a business has built up over the years. The most important numbers in it are cash and liabilities. Always pay attention to those numbers. I almost never look at a profit and loss statement without also looking at a balance sheet. They really should be considered together as they are two sides of the same coin.

#MBA Mondays

Mobile & Conversations

One of the great things about the web is the ability for people located all around the world to be having a public conversation in real time in a single place. We see that in action here at AVC with the Disqus comment system. But it also exists on Twitter, Quora, Stack Overflow, Reddit, Hacker News, and a host of other places on the web. This kind of open public discourse is quite important and leads to greater understanding and ideally a progressive society that moves forward as new ideas and new ways of thinking propagate.

As the web is increasingly moving to mobile, there are opportunities and challenges. The opportunity is simple. Folks don’t need to be in front of a computer to be able to participate in a real-time discussion. The challenges are harder. Who here has tried to comment on AVC from a mobile phone or tablet? It’s not as easy. And what would a mobile app look like for commenting?

Those who solve these challenges will be the leaders in real-time discussions in the coming years. Because taking our conversations with us in our pockets will be critical.

I say all of this because of an experience I had yesterday. I had to take my son to take a test yesterday afternoon. As I left our home, I saw a tweet from Dave McClure responding to my post yesterday:

I responded to his tweet and then took my son to his test. A half hour later, after I dropped off my son, I checked Twitter and there was a lively discussion brewing. I responded to a few tweets and started driving home.

Every twenty blocks or so I would pull over, check twitter, reply to a few more tweets, and then start driving again. By the time I got home a half hour later, there was a full blown Twitter discussion.

Mark Ury did us all a favor and Storified the discussion for posterity. Mark Suster also contributed a curated version of the discussion on his blog.

What’s the takeaway from this story, other than investors get pretty emotional about things like convertible notes, priced equity, discounts, and signaling?

Mine is that I could have never participated in that discussion in real time had it not been for the Twitter client on my Android phone. But it was simple, in some ways simpler than doing it on the web, in Twitter’s mobile client.

So it’s high time for all those companies out there that are in the business of hosting and facilitating live real-time public conversations to do what Twitter has done and make your products work well in mobile. If you don’t, others will.

#mobile#Weblogs

Convertible Debt

Back in the summer of 2010, I wrote a post outlining why I don't like convertible debt investments. USV does a fair bit of seed investing and we have never done a convertible debt deal (although we have done bridge loans for our existing portfolio companies). My wife, aka Gotham Gal, does a fair bit of seed investing and she has done her share of convertible debt investments, always with a reasonable cap, but she also prefers a priced equity round.

Convertible debt is being discussed again, I suspect because valuations are coming down and that is causing some problems, but also because there are folks suggesting improvements on the structure of these deals.

My view on this is fairly simple:

1) A priced equity round can be done quickly and inexpensively. Most experienced venture lawyers have a standard form of "lightweight Seed" or "lightweight Series A" documents that can be signed without negotation on both sides. We do this all the time.

2) When you set the price, both sides know what deal they got. It's locked in and they are in business together and aligned. The entrepreneur can't get screwed later when the price drops on them. And the investors can't get screwed later when the price jumps on them. This is a big deal. I don't understand why folks don't understand it.

3) Equity is simple. You own what you own. Debt is complicated. All sorts of things can happen with it, including bad things.

Mark Suster has a long and winding but very good post on all of this on his blog. If you want a detailed discussion of this issue, go read it.

My hope is the market moves back to priced rounds for all things including seed and angel deals. It's a better, simpler, and massively less complicated way to do venture investing.

#VC & Technology

Fun Friday: Photos

Photosharing is one of the killer apps of the Internet.

Flickr, Facebook, and Instagram have all been built on this one simple, but killer, feature.

So I figured we'd have some fun today and take advantage of a cool Disqus feature at the same time.

I will start out by sharing a photo that I took that I am proud of.

And then all of you can share a photo with me and everyone else in the comments. For those who aren't Disqus regulars, you do that by clicking on this button in the comment box.

Enjoy.

Afse computer lab
This is the computer lab at The Academy For Software Engingeering, which opened yesterday. I was there to welcome the students and I was just so inspired when I walked into this room that I took out my Android and snapped this photo and posted it to Instagram, Tumblr, and Foursquare. Now I am posting it here.

#Photo of the Day

Pollenware

Last week I wrote a post about Networks and the Enterprise and I mentioned that we had made two recent investments in networks that engage the enterprise and that I couldn't mention one of them.

Well happily I can talk about the other one today. Pollenware announced yesterday that our firm had led a financing round for their company. Here's the USV blog post on Pollenware.

Pollenware is a really cool kind of funding marketplace. I've mentioned that we like peer to peer lending both for consumers and the enterprise. Pollenware operates a similar but different kind of funding marketplace. It is a marketplace that connects suppliers and their buyers and conducts real-time auctions for accounts payable and accounts receivable payments.

If you are a buyer and want to make a little more money paying your invoices a bit more quickly, visit this link. If you are a supplier and want to get paid more quickly, visit this link.

The thing I like most about this idea is the virality of it. If you are a supplier and you are participating in Pollenware to get paid a bit more quickly, you can invite your suppliers into the marketplace so you can pay them more quickly too. The whole thing trickles down from the biggest buyers to the smallest suppliers. Pollenware has some work to do to make their marketplace scale from the largest to smallest companies but our investment is a signal that we are highly confident they can get there and we plan to help them out along the way with things we've learned working with other marketplaces and funding markets.

Pollenware is located in Kansas City, our second investment in the midwest in less than a year. We are finding lots of interesting networks and marketplaces all around the country and all around the world. The opportunities are certainly not limited to the bay area, boston, and NYC these days.

#VC & Technology

Does Open Conflict With Making Money?

We had a good chat hanging around Zander's desk yesterday about this line from Matthew Ingram's post on his love/hate relationship with Twitter:

Lastly, I hate that Twitter’s metamorphosis seems to reinforce the idea that being an open network — one that allows the easy distribution of content across different platforms, the way that blogging and email networks do –isn’t possible, or at least can’t become a worthwhile business.

I asked Zander what he thought about that line and he told me he hadn't thought long and hard enough about it to have a fully formed opinion but it was certainly important to our investment thesis and we ought to have an opinion on it.

I do have an opinion on it.

I do not think open conflicts with making money and further I think there are ways to make more money by being open rather than closed, but it takes imagination and a well designed relationship between your product/service and the rest of the Internet.

I also think it is better to open up slowly, cautiously, and carefully rather than start out wide open and then close up every time an existential threat appears on the horizon.

I recall when Etsy first put out an API. It was a read only API. Then they made it read/write. Over time they have added a lot of features that have made it possible for third parties to add value to Etsy and Etsy's sellers and buyers. But they have always protected the essential things that make Etsy's business and marketplace work and hang together as a sustainable entity.

Contrast that with Twitter which started out completely open which allowed anyone to build a third party client, grab a huge percentage of Twitter users, and then threaten to take them away from Twitter. That's not a sustainable relationship between your product/service and the rest of the Internet.

So I do believe that there are many ways to be open, to become more open, and to do so in ways that enrich the overall Internet and your company too. I am quite fond of O'Reilly Doctrine:

Create more value than you capture

And I think doing so means being open, becoming more open over time, but always in ways that allow you and your company to remain a sustainable business that can cover its costs and then some and remain viable and value enhancing for the long haul.

#VC & Technology

Inclusivity

One of my favorite bloggers and thinkers about social media, Anil Dash, has a blog post up on Medium titled You Can’t Start the Revolution from the Country Club. Go read it because he's talking about some important stuff.

In his post Anil observes that in many of the most interesting new social media services, there is a sense of exclusivity built into the experience. A velvet rope as it were. And in many cases, this is being done to produce signal instead of noise, to make the consumption experience easier, and to produce "quality content." Anil calls bullshit on that. And so do I.

I have learned the power of inclusivity from writing this blog and watching this community evolve. Everyone is welcome here. Everyone can comment. Nobody's comments get nuked unless they are spam or hate. And I have a very high standard for hate. The community can and does police this place. And that allows anyone to come in here and be a regular. And that is what has created the magic.

If you look at some of the best communities on the web, like reddit for example, they all follow this approach. It makes for a noisy and messy experience. But it works and it scales.

This is my basic argument for free as a business model. Once you insert money into the equation, you are excluding important voices. Once you insert exclusivity into the quality model, you are excluding important voices.

Some of these "country clubs" as Anil calls them may succeed. But they don't inspire me. They don't invite me (in the behavior sense of that word). I'll hang out in public if you don't mind. It suits me.

#Weblogs

MBA Mondays From The Archives: The Profit and Loss Statement

Continuing the visit back in time to the MBA Mondays Archives, today we are going to rerun the post on the Profit and Loss Statement, which I called "one of the most important things in business" in the original post.

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Picking up from the accounting post last week, there are two kinds of accounting entries; those that describe money coming into and out of your business, and money that is contained in your business. The P&L deals with the first category.

A profit and loss statement is a report of the changes in the income and expense accounts over a set period of time. The most common periods of time are months, quarters, and years, although you can produce a P&L report for any period.

Here is a profit and loss statement for the past four years for Google. I got it from their annual report (10k). I know it is too small on this page to read, but if you click on the image, it will load much larger in a new tab.

Google p&l

The top line of profit and loss statements is revenue (that's why you'll often hear revenue referred to as "the top line"). Revenue is the total amount of money you've earned coming into your business over a set period of time. It is NOT the total amount of cash coming into your business. Cash can come into your business for a variety of reasons, like financings, advance payments for services to be rendered in the future, payments of invoices sent months ago.

There is a very important, but highly technical, concept called revenue recognition. Revenue recognition determines how much revenue you will put on your accounting statements in a specific time period. For a startup company, revenue recognition is not normally difficult. If you sell something, your revenue is the price at which you sold the item and it is recognized in the period in which the item was sold. If you sell advertising, revenue is the price at which you sold the advertising and it is recognized in the period in which the advertising actually ran on your media property. If you provide a subscription service, your revenue in any period will be the amount of the subscription that was provided in that period.

This leads to another important concept called "accrual accounting." When many people start keeping books, they simply record cash received for services rendered as revenue. And they record the bills they pay as expenses. This is called "cash accounting" and is the way most of us keep our personal books and records. But a business is not supposed to keep books this way. It is supposed to use the concept of accrual accounting.

Let's say you hire a contract developer to build your iPhone app. And your deal with him is you'll pay him $30,000 to deliver it to you. And let's say it takes him three months to build it. At the end of the three months you pay him the $30,000. In cash accounting, in month three you would record an expense of $30,000. But in accrual accounting, each month you'd record an expense of $10,000 and because you aren't actually paying the developer the cash yet, you charge the $10,000 each month to a balance sheet account called Accrued Expenses. Then when you pay the bill, you don't touch the P&L, its simply a balance sheet entry that reduces Cash and reduces Accrued Expenses by $30,000.

The point of accrual accounting is to perfectly match the revenues and expenses to the time period in which they actually happen, not when the payments are made or received.

With that in mind, let's look at the second part of the P&L, the expense section. In the Google P&L above, expenses are broken out into several categories; cost of revenues, R&D, sales and marketing, and general and administration. You'll note that in 2005, there was also a contribution to the Google Foundation, but that only happened once, in 2005.

The presentation Google uses is quite common. One difference you will often see is the cost of revenues applied directly against the revenues and a calculation of a net amount of revenues minus cost of revenues, which is called gross margin. I prefer that gross margin be broken out as it is a really important number. Some businesses have very high costs of revenue and very low gross margins. And example would be a retailer, particularly a low price retailer. The gross margins of a discount retailer could be as low as 25%.

Google's gross margin in 2009 was roughly $14.9bn (revenue of $23.7bn minus cost of revenues of $8.8bn). The way gross margin is most often shown is as a percent of revenues so in 2009 Google's gross margin was 63% (14.9bn divided by 23.7). I prefer to invest in high gross margin businesses because they have a lot of money left after making a sale to pay for the other costs of the business, thereby providing resources to grow the business without needing more financing. It is also much easier to get a high gross margin business profitable.

The other reason to break out "cost of revenues" is that it will most likely increase with revenues whereas the other expenses may not. The non cost of revenues expenses are sometimes referred to as "overhead". They are the costs of operating the business even if you have no revenue. They are also sometimes referred to as the "fixed costs" of the business. But in a startup, they are hardly fixed. These expenses, in Google's categorization scheme, are R&D, sales and marketing, and general/admin. In layman's terms, they are the costs of making the product, the costs of selling the product, and the cost of running the business.

The most interesting line in the P&L to me is the next one, "Income From Operations" also known as "Operating Income." Income From Operations is equal to revenue minus expenses. If "Income From Operations" is a positive number, then your base business is profitable. If it is a negative number, you are losing money. This is a critical number because if you are making money, you can grow your business without needing help from anyone else. Your business is sustainable. If you are not making money, you will need to finance your business in some way to keep it going. Your business is unsustainable on its own.

The line items after "Income From Operations" are the additional expenses that aren't directly related to your core business. They include interest income (from your cash balances), interest expense (from any debt the business has), and taxes owed (federal, state, local, and possibly international). These expenses are important because they are real costs of the business. But I don't pay as much attention to them because interest income and expense can be changed by making changes to the balance sheet and taxes are generally only paid when a business is profitable. When you deduct the interest and taxes from Income From Operations, you get to the final number on the P&L, called Net Income.

I started this post off by saying that the P&L is "one of the most important things in business." I am serious about that. Every business needs to look at its P&L regularly and I am a big fan of sharing the P&L with the entire company. It is a simple snapshot of the health of a business.

I like to look at a "trended P&L" most of all. The Google P&L that I showed above is a "trended P&L" in that it shows the trends in revenues, expenses, and profits over five years. For startup companies, I prefer to look at a trended P&L of monthly statements, usually over a twelve month period. That presentation shows how revenues are increasing (hopefully) and how expenses are increasing (hopefully less than revenues). The trended monthly P&L is a great way to look at a business and see what is going on financially.

I'll end this post with a nod to everyone who commented last week that numbers don't tell you everything about a business. That is very true. A P&L can only tell you so much about a business. It won't tell you if the product is good and getting better. It won't tell you how the morale of the company is. It won't tell you if the management team is executing well. And it won't tell you if the company has the right long term strategy. Actually it will tell you all of that but after it is too late to do anything about it. So as important as the P&L is, it is only one data point you can use in analyzing a business. It's a good place to start. But you have to get beyond the numbers if you really want to know what is going on.

#MBA Mondays

I'm Looking For An "Ask Me A Question" Blog Link/Widget

A friend has asked me to help them with a new blog series. Each week this blogger will select a question submitted by their audience and answer it.

I'd like to put a Q&A link/widget on their blog to collect the questions from the audience.

I like what they do on Ask the VC and am looking into how they do that.

But I'd love to see what else is out there for this kind of thing.

If you've come across something like this on blogs that you like or if you use something like this on your blog, please let me know about it in the comments.

Thanks!

#Weblogs