Author Archives: Elan

10 Mobility Predictions For 2020

Let’s kick-off the year with a handful of predictions and trends we expect to see in the mobility space in 2020.

Mobility apps move toward aggregation, pursuing super app strategy & profitability

In 2019, the public markets pressured mobility companies to seek profitability. Meanwhile, China’s Meituan — a super app that aggregates multiple micro services for its users — grew sales 44% and turned a profit. In 2020, we’ll see more apps in North America make moves to become the go-to super app. Uber’s CEO has declared intentions to become the Amazon of Transportation, but Uber won’t be the only one.

Continued implosion of carshare companies

Ford shut down Chariot. GM pulled back on Maven. Daimler & BMW announced a billion dollar joint venture. They then shut down ReachNow and Car2Go. Fair laid off 40% of its staff. Getaround has not yet raised their rumored $200M in fundraise. The challenges — and perhaps overhyped valuations — of carshare will continue to play itself out in 2020.

Softbank’s investments in US mobility companies continue to face headwinds

The story is yet to unfold on Softbank’s mobility investments in companies like Getaround, DoorDash, REEF, Mapbox, Nuro and Zume. If 2019 proved anything, it was that capital as a moat failed and the company with the most cash won’t necessarily win.

Startups without market leadership position will begin to consolidate or get acquired

For any mobility company who raised money 18-24 months ago and hasn’t yet raised again, hit profitability or achieved a market leadership position, 2020 may be a challenging year. We may begin to see see more 2nd or 3rd place startups explore acquisitions or announce major cutbacks.

BigTech acquires some winners to fortify moats or expand transportation portfolio

Who knows if WalMart buys FedEx to compete with Amazon, Amazon buys DoorDash after failing to build its own or Apple buys Tesla to expand its mobility footprint, but given the size of the transportation market I’d expect to see a handful of BigTech companies announcing acquisitions of leading growth stage mobility companies.

Resurgence of traditional transportation companies

In 2020, Amtrak could turn a profit for the first time ever. SP Plus, the biggest publicly traded parking management company, saw its stock rise nearly 50% in 2019. Hertz & Avis Budget both saw their stock prices rise as as well following a tough 2018 as well. Perhaps layering good tech on an existing transportation networks may be enough.

OEMs will build great cars, but tech companies will build the connected car platforms

For years OEMs have been seeking to build proprietary connected car solutions. With maybe a handful of exceptions, is anyone really using a connected car app to order pizza yet? At the end of the day, car buyers want access to their iPhone or Android apps in their car — and maybe their favorite voice assistant too.

Prices climb, convenience will trump cost savings

As Barron’s reported this weekend, startups will have to raise fees or prices as investors demand profitability. According to the report, “Lyft and Uber fares were up 6% on average since May.” At the same time, experimentation shows higher fees slows ridership so there’s a delicate balance.

Commerce apps expand to new verticals, information apps add commerce

In 2020 and beyond, we’ll see a) commerce-based apps continue to expand horizontally to add more verticals (apparently including skiing) and b) information-based apps seek more ways to monetize their audience with commerce.

Partnerships that solve end-to-end multi-modal solutions will win

Product partnerships that delight users by simplifying or enriching the transportation experience will win. Partnerships that are nothing more than a press release, a logo on a slide and some advertising space in two disjointed experience will continue to fail. Why would you go into a third party app for paired down mobility experience when you can just go directly to the app for the full experience? Look for partnerships that create a more delightful user experience, add commerce at relevant touch points and/or reduce the friction of jumping between multiple apps for one journey.

Of course, there’s so much more …

Will we actually have self-driving cars any time soon? Could climate concerns accelerate EVs, or other solutions that get cars off the road faster? Has Tesla finally turned a corner? Will cities continue to eliminate on-street parking? Will on-demand buses actually work? What will happen with gig economy regulation?

What Is Business Strategy?

If you Google For Business Strategy, you’ll find surprisingly little information about business strategy. To provide some more insight, here is how business strategy is taught in Northwestern’s Kellogg MBA program.

While further reading is required, after reading this you should have a good framework for understanding “What Is Business Strategy?” in a nutshell.

Business strategy addresses a simple question:

How do you create, capture and sustain a competitive advantage?

1. Value Creation & Capture

What is value creation?

Value = (Benefit – Cost) * Quantity

Value = (Benefit – Price) * Quantity + (Price – Cost) * Quantity

Consumer Surplus = Benefit – Price

Economic Profit = Price – Cost

For a given price and quantity, you must do one of the following to create value:

  • Increase Benefit
  • Decrease Cost

2. Creating Value

What do you bring to the table?

 Added Value = ValueWITH – ValueWITHOUT

Added value is the upper bound of value capture.

You can capture value by creating (compete) or destroying (anti-trust) value.

3. Porter’s Five Competitive Forces That Shape Strategy

Given that half of profitability is industry dependent, how profitable is the industry?

The five forces are threat of entry, buyers, suppliers, substitutes/complements and rivalry. Below are examples of each force:

A. Entry

  • Barriers To Entry
  • Capital Costs = Not a Barrier To Entry
  • Patents
  • Legal
  • Minimum Efficient Scale
  • Network Effects
  • Reputation
  • Brand
  • Excess Capacity
  • Contracts
  • Exclusives
  • Learning / scale
  • Low growth
  • Limited Slots (e.g. Airport Terminals)
  • Long Lead Time
  • Complexity
  • Government
  • Backlogs

B. Substitutes/Complements

  • VHS –> DVD –> Netflix
  • Landline –> Cell Phone
  • Restaurant + Taxi Cab
  • Cars + Financing
  • Used vs. New

C. Buyers

  • Walmart
  • Ticketmaster
  • Online Banking

D. Suppliers

  • Concentration compared to buyers
  • Buyer switching costs
  • Buyer price sensitivity

E. Rivalry

  • Buyer Switching Costs (Limit)
  • Upgradable
  • Lumpy Orders
  • Homogeneous Product
  • Politics
  • Low Growth
  • Excess Capacity
  • Transparency
  • Neck & Neck
  • Follow-on revenue
  • Existing vs New Design

Competitive dynamics differ across industries and within an industry at different times.

4. Competitive Advantage

Within a given industry, how profitable is an individual firm?

Assets + Activities –> Advantage

  • What do you have?
  • What do you do with it?
  • What is unique?

5. Sustainability

Now that I have it, how do I keep it?

  • Unique
  • Appropriable
  • Prevent Imitation
  • Foresight

6. Adopting To Change

What do I do when the world changes?

How do my assets and activities translate into competitive advantage in a new context?

7. Vertical Strategies

When is vertical integration justified?

To figure this out, ask: Why can’t I do this with a contract?

  • Agency Problems
  • Foreclose Rivals
  • Relationships
  • Transaction Costs Are High

8. Synergy

1+1 = 3

Synergy is NOT the amount you overpay for an acquisition

9. Growth

What if you run out of room to grow?

  • Stop Growing
  • Expand (e.g. Geographically)
  • Change Contexts

10. Overall

Strategy isn’t an algorithm & it isn’t luck. If you see an opportunity, seize it.

To learn more about business strategy, consider reading the following:

  • Playing To Win
  • The Art of War
  • HBR’s 10 Must Reads on Strategy
  • Good To Great

Get More App Downloads

Acquiring app downloads is much harder than acquiring web traffic. The main reason is because mobile acquisition channels aren’t as mature as web acquisition channels.

One day paid advertising within app marketplaces will exist and Mobile Install Ads will be available across more platforms, but we’re just not there yet. In the meantime, one of the best ways to drive app downloads in by appearing on TV. Here’s two case studies of how to get more app downloads by appearing on TV.

Last week, I was interviewed for a 3-minute segment on NBC Chicago.

You can watch the segment here:

As a result of the segment, we saw a big spike in app downloads. Below is a graph of daily iPhone App downloads by day, and you can see the spike the day we were on NBC Chicago.

App Downloads Via AppAnnie

Not surprisingly, a national segment can make an even bigger impact. Here’s a segment with ABC World News that featured us in December.

As a result of the national segment, two amazing things happened.

First, we got a ton of app downloads. Here’s the chart of iTunes downloads, and there were a ton more for Android.

App Annie - ABC World News App Downloads

Second, as a result of the surge in app downloads, CBInsights wrote a piece featuring us as one of the Hottest Apps in the iTunes App Store. This piece drove a second small bump in app downloads the day it was published.

Of course, one might ask if PR is scalable. While media hits don’t happen daily and don’t compound, as an app gets more downloads and more positive ratings it tends to rank better in app stores. Here’s an example of how our app store ranking is consistently improving, in large part thanks to big press mentions.

spothero_daily_rankings

All over the web you can read about app store optimization, mobile install ads and more, but TV is honestly one of the most effective and cost efficient way to drive awareness and app downloads for non-gaming consumer focused apps.

25 Ways To Prioritize Growth Hacking Tactics

Where should I start? What should I work on next? How do I prioritize my never-ending list of projects to grow my company? Why is that company growing so much faster than mine?

When I address these questions as they relate to marketing, or growth hacking, or whatever you want to call getting more business in the door, these are the buzz words and concepts I think about to prioritize which projects to work on next:

Move Fast

  1. Low Hanging Fruit
  2. Quick Wins
  3. Run Lean – Figure out what works fast!

Focus On Big Wins

  1. Highest ROI Investment
  2. Biggest Lever
  3. Free > Paid
  4. What Will Move The Needle?
  5. Analytics: Low Page Value & Time on Site. High Bounce Rates. By Browser & Device
  6. Will this improve LTV/CAC (Lifetime Value / Customer Acquisition Cost)

Target The Right Customers

  1. Marketing Funnel – Focus on getting more of your audience to the next stage faster
  2. Demand Capture > Demand Generation
  3. Work Up The AAARR Funnel : Revenue, Referrals, Retention, Activation, Awareness

Leave A Legacy That Lasts

  1. Conversion Rate Optimization
  2. One-Time Investment That Pays Off Forever
  3. Conversion > Traffic
  4. Automated > Manual
  5. One-Time Fix > Ongoing Work Required
  6. OMTM – One Metric That Matters (H/T Sean Johnson)

Your Product Is Your Marketing

  1. Hooked Model – (H/T Nir Eyal & his new book)
  2. Product Improvement > Advertising Dollars
  3. Balance what works (80%) with testing new tactics (20%)
  4. Don’t copy the competition. Why do you assume they know what they are doing?

Balance Risk With Reward

  1. Potential Impact * 1/Investment Required
  2. Test > Go all in – Test YouTube Ad before TV Ad (e.g. H/T  Casey)
  3. You can do it with existing resources > You need someone else to do it for you

That’s my personal experience growing 3 VC funded startups over the past 5 years, and mentoring many more on customer acquisition. What else am I missing? How do others prioritize growth hacking and/or marketing tactics?

UPDATE – This Post Hit #1 Trending Story on GrowthHackers.com

#1 Trending Story on GrowthHackers.com

#1 Trending Story on GrowthHackers.com

Opportunity Cost As Driver Of The Startup Ecosystem

Countless academic papers, books, articles and posts have answered questions about the emergence of startup hubs. I don’t want to reinvent the wheel. Instead, I want to specifically explore why there was basically no startup scene in Chicago pre-2008 and why everyone and their mother wants to be an entrepreneur 5 years later.

1. Healthcare
Before Obamacare, upon graduation you needed a job so you could get health insurance. Post-Obamacare, you can now stay on your parent’s health insurance until you are 26, which means you have 3-5 years after college to work on a startup with worrying about getting a “real job.” Look around any co-working space or startup incubator. I bet most people are under 26, and if they aren’t they’re married. Basically, health care policy reduced the opportunity cost of starting a company.

2. Economy
If you were in college in the early to mid 2000s, you went to work on Wall Street. By the late 2000s, your friends on Wall Street were out of a job. Meanwhile, this guy your age named Mark Zuckerberg built a website out of his dorm room, made billions, became a celebrity entrepreneur, and you think you can too just because you use Facebook. Basically, because the $100,000 job out of school isn’t a sure thing anymore, the opportunity cost of starting a company is lower. Also, salaries for talented programmers with some experience are perhaps comparable, so why buy fancy suits if you can wear your hoodie to work?

3. Expenses
You can basically start a company for free, or close to it. Google Apps + WordPress + Crowdfunding + Template For Everything + Crowdsourcing + other tips and tricks basically means you can start a company for next to nothing. Why slave away in an entry level job when you can be “Founder & CEO” by building an app or starting a website?

Don’t believe me? Look at Israel: National health insurance, relatively low salaries, and a culture where people live at home until their late 20s and it is the #2 startup capital in the world.

Sure, universities, government support, previous success, events, co-working space, programmers, investors and more all help. I just wanted to point out two things I think people really overlook.