Monthly Archives: January 2011

Twitter Business Model – 8th Wonder of the World

Twitter – the microblogging platform that revolutionized social media. Tons of businesses today are revolved around the tweetoconomy (tweet economy) – right from developing applications, social media agencies, and so on.

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While it might be an billion dollar economy that revolves around twitter and social media today, unfortunately Twitter still is trying to evolve its own business model. My argument here is that although the Twitter ecosystem is valuable, its going to be very challenging to monetize it. Twitter may have some business model (as it now has – promoted tweets, trends and users) but it will not justify the investments made in Twitter and the valuation it has today.
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And discovering that business model which justifies the valuation & investment may be as good as finding the eighth wonder of the world. Here is why:
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Twitter ecosystem consists of three factors:

  • Users – who tweet
  • Tweets – the 140 character messages which users write
  • Applications – all applications that allow users to write these tweets

All other functions of twitter – search, trends, lists, etc are functions of these 3 factors.
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Twitter has 175 million users; 75% of all tweets are outside of Twitter website and about 40% of them from mobile devices. Growth of twitter was propelled by three factors:
– Acceptance by celebrities and big brand names, which lead their followers to come on-board twitter
– Twitter became a pet of mainstream television and offline news
– Widespread development of applications by developers across the world. The twitter API was easy to implement and build quick apps, many innovative applications where built by developers which would have taken twitter ages to come out with.
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As per twitter website, as of Sept 14 2010 – there are a whopping 95 million tweets a day. (Imagine the monetization Google will achieve with 95 million search queries!). However most tweets are irrelevant; according to a research report by Pear Analytics – 40% tweets are Pointless Blabber, 38% are conversational, 9% have pass-along value, 6% are self promotion, 4% are news while rest 4% are spam.
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Tweets get a very little attention span. A study did by Sysomos revealed that – 71% of all tweets generated get no reaction – 23% get replied  – 6% get re-tweeted.
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The life-span of a tweet is another big issue – and every tweet gets a fractional life-span before it gets lost on tweet streams. To put it simply, fractional tweets are seen, more fractional tweets are read and even more small fraction of them are responded.

The life-span depends on factors like
– number of followers you have
– % of followers online at that time
– rate of tweeting of people followed by your followers at that time for them to notice your tweet
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Twitter’s Business Model

Few months back – according to internal documents leaked and published on Techcrunch, Twiiter was expected to reach an revenue of $140 million for 2010. The documents were leaked in 3rd quarter of 2009 – post which Twitter launched its 3 business offerings – Promoted Tweets, Promoted Trends and Promoted Accounts.
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Was Twitter referring to these 3 offerings to generate an revenue of $140 Million. In that case assuming 33% contribution towards revenue generated for each of them, they have to generate $46 Mn per year – at rate of $125,000 per day.
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Thats very expensive! Should twitter be charging $125,000 per day for these offerings? The answer to this question may surprising be Yes!
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Reports mentioned on sites like Clickz, Mashable, Wall Street Journal, The Next Web, Read Write Web – and many others have indicated that costing of promoted tweets is upwards of $100,000 per day!
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Such high costs are not justified as the business model is still not proven. Advertisers paying for these should be aware that these features are mostly available on twitter.com, while 75% activity on twitter happens outside of Twitter through applications and mobile devices. While there is no or very little context and relevance in which these promoted tweets, trends or accounts are served.
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Twitter’s ecosystem cannot be monetized!
Twitter’s ecosystem may be valuable, but cannot be monetized! Here is why was we summarize each of its component.
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Tweets:

  • Most tweets are blabbers, pointless
  • Most tweets do not have any intent like search keywords, and even if they have any intent – it will be momentary.
  • Most tweets are meant for others (for followers). Finding intents specific to self may be difficult task.
  • An user’s tweet can be completely different than his previous one – hence establishing relevance or context and validating seriousness of that context is not possible.
  • If Twitter is able to build an killer-product that deciphers user’s intent and in real time shows and advertise to the user, the only relevant format in which advertisement can be displayed to user is by tweeting a reply. This will lead to tweet-spam and users will protest!
  • Is the advertisement will include a link (of say ecommerce website) – chances of users to complete a transaction may be very less. Visitors from Twitter are known to have highest bounce-rates with a huge majority of users not exploring beyond 1-2 pages.
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Trends:

  • Trends are collective tweets of a large set of users. Most of the times trending topics are consequences of large offline news events and big announcements made by brands, companies and individuals (celebrities)
  • Its understood by commonsense that a promoted tweet may not cause same impact amongst users as a natural trend. The viral factor in a natural trending topic will be 1000X of promoted trends.
  • If twitter continues with promoted trends – at a costing of $100,000 per day – this model is not scalable and will not appeal to small segment of advertisers
  • Its not even possible for Twitter to monetize natural trending topics as they are usually related to subjects or topics that cannot be monetized. Twitter cannot predict a trending topic; and for an current trending topic which has potential to be monetized, it might be difficult for them to get find an advertiser before the topic stops trending.

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Users:

  • Most followed Twitter users are celebrities or big brands that have pulled more users to Twitter. Twitter will not have been at this scale without such users.
  • Twitter will continue to offer featured users and verified accounts for free, they may not be a business model here.
  • Promoted Accounts is being offered without much reference to user’s behavior or interest. Hence there may be little value to businesses for ‘promoted accounts’ to gather users to whom their tweets may not be relevant.

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Applications:

  • Twitter has indicated it will not allow applications to monetize tweets
  • Twitter cannot charge application developers. With 75% tweets coming from applications, Twitter is more dependent on them.
  • If Twitter starts monetizing individual tweets, they will also need to credit the applications that completed the monetization action.
  • While there are few benefits associated with applications like Quora to integrate with Twitter; stand-alone twitter applications will also need to have a way to monetize. If they are not able to monetize and generate revenue by themselves or through Twitter – they may start loosing interest in building or maintaining applications for Twitter..

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Twitter’s Speculated New Business Models:
Business model speculation and criticism is not new for Twitter. There were reports that Twitter may be be coming up with an eCommerce or News related business model. Here is my take of them:
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eCommerce:

  • There are few tweets shared between users about product recommendations, purchases and reviews. Tweets work in an open environment and Twitter may not be able to add more value to such conversations that are already happening.
    Example., if Dell continues to generate millions of dollars revenue through Twitter, there is not much Twitter can do to get a share if that.
  • In event if Twitter is forcing upon some business model related to eCommerce on to large brands on-board, there are multiple small accounts that will continue to converse as always. A business model that cannot be expanded to cover all its users equally will not last for long time.
  • Twitter itself is not an eCommerce seller like Amazon and can never be one. Neither can it act as an affiliate

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News:

  • Twitter is used by meaning leading publications and individual users to break stories. Once the story is pushed to twitter – its responded by followers, a huge story ends up becoming a trend and initiating conversations.
  • The process of publishing a twitter, spreading to follows, building conversations over it happens in a very short span of time. Twitter by itself is not a news service, any attempt to be in this domain will mean competition from well known and well followed media organizations. For a user – he is still very happy with the existing news publishers on Twitter.

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Concluding Remarks:
Twitter has always remained in the spotlight and seems like raising more capital is not a problem for them. For the fact that VCs have invested over $360 Million, Twitter is surely bound to give their investors a good exit and their quest of finding an business model will be going on for some time.
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Right now, its not clear if Twitter is or is not under great pressure to show an convincing business model, but some point they will have to. Twitter team is no doubt struggling to find a revenue model that fits its ecosystem – an ecosystem which has value for its users but is extremely difficult to monetize for the company that owns it.
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While Twitter is not ready to accept proven online business models like search and display, Twitter’s discovery for its revenue stream will be as good as finding the eighth wonder of this world!

Predictions – Biggest Exits in Indian Internet Space in coming years

There would be multiple Consolidations, Mergers, Change of Strategies by lot of VC-invested companies by 2015.
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Product based eCommerce companies:
Lot of interest seen in recent times by VCs. LetsBuy, Snapdeal, FashionAndYou, Flipkart, and so on, Infibeam as well (though still not part of any portfolio yet). Future of eCommerce companies will depend completely on two factors:

– Internet penetration in India > 200 Mn by that time
– Improvement in eCommerce transactions (Infrastructure + User Comfort)

The rate at which investments are made are much higher than rate of growth of both the factors mentioned above – which in a way may be good – as all invested companies will act as catalyst in growth and get new set consumers on-board.

If we see an IPO exit for atleast one of product based eCommerce companies that will be awesome;  One or Two VCs in India (without naming any here) have been actively investing in eCommerce space. There may be a very high possibility that they may merge two or more portfolio companies to form an large entity, which may be just a good acquisition target for Amazon or an IPO exit.
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Group Buying companies:
Was surprised (like many others?) with GroupOn‘s decision of acquiring SoSasta. There are established players in Group Buying space, I’m sure GroupOn has seen some merit and synergies. For existing leading players like SnapDeal, Deals and You and Taggle – they will continue to grow and have to.

Possible exit for them will be Google (since they are starting with Google Offers) or an acquisition by eBay; or maybe GroupOn India may now want to expand presence with one more acquisition. Not to forget that LivingSocial will also come knocking. Now that eBay has ventured into Group Buying space – it has much higher accountability as deals are now served by eBay and not marketplace. eBay India may acquire someone if they decide to have an experienced them to execute this business vertical.

Expect one very large player to enter Group Buying space in next 1-2 months, if well executed – in all probability it may give tough challenge to current market leaders.

Unfortunately many small players will hit the dead pool (few of them have already) due to execution challenges, expansion costs, and lack of operating revenues to keep going as the model is very easy to replicate, but not easy to scale with thin-margins and high acquisition cost.
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Online Travel Companies:
Clear IPOs for Yatra & Cleartrip. Will be great exit for all invested players. GoIbibo and ezeego1 are also leading players in travel domain – Goibibo’s exit may depend on ibibo’s overall plans, ezeego1 may raise capital through markets directly bypassing VC route.

Redbus is promising, they are very high on number of transactions – ticket size may be lower compared to Airline tickets, but % margins will be definitely higher. In all probabilities – Redbus may too hit an IPO or will be an acquisition target for Yatra or Cleartrip (listed travel companies by then as MakeMyTrip has acquired Ticketvala)

I hope someone in Indian Government thinks of the opportunity of listing IRCTC on stock markets.
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Ticketing eCommerce:
BookMyShow will expand to more geographies – they have presence in Malaysia & New Zealand. To get to more such markets, they will require more capital – further investment and definite IPO candidate. Reliance ADAG is trying to make it big in entertainment through BIG – they might knock doors.
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Technology Companies:
Pubmatic (industry’s first yield optimization player) may get acquired in few years. It faces good competition from AdMeld & Rubicon Project, however none of these yield companies are focusing on small publishers (the long tail) which may be the key to larger success.

iYogi by all speculation is IPO bound. Slideshare is leading in its segment and may be a great exit story. Fusion Charts is another one that may be acquired for technology and customers; and so is Martjack.
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Advertising Networks:
Existing players – Tyroo, Komli, Ozone Media, AdMagnet and others. Do not forecast a immediate exit for these players – the number of players in this segment has been same for long time (no new entrants) – and otherwise too existing players seem to looking outside of India, are they hinting saturation of market? The frequency of acquisitions of pure advt-networks has decreased outside India (no big news in so many months?).

There is no distinct advantage over each other and offerings (if Vizisense is treated as product outside of Advt-Network). Would have been great to see an situation like AdMax Network (owns up majority market share in countries they operate – very tough competition to Google as they have leveraged on local language audience which is majority).

Google has played a flattener by opening up its unlimited inventory on Doubleclick exchange through Google Certified AdNetworks program. Post which the publisher development story may have taken some hit, but wondering why have not the Indian Advt Networks integrated on Google’s Doubleclick exchange yet – expand you publisher network!

InMobi which is now the largest mobile advt network (outside of Google/AdMob) – maybe one of the biggest exits through Nasdaq IPO. There is no immediate need for Google to buy another mobile advt network – that leaves IPO as only logical exit unless AOL, Yahoo or Microsoft realize that they haven’t looked at the mobile monetization business seriously.
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Matrimony Portals:
BharatMatrimony (Consim Group) would be going for IPO in coming times. Not aware of any investors in Shaadi.com (although there are in Mauj & Fropper), if business is profitable and there are no investor pressures – unlikely to see an IPO from them (at least before BharatMatrimony).

Read somewhere that Jeevansathi has abandoned markets in South India (not sure of this), however its already a part of listed InfoEdge group, spin-off very unlikely as numbers are reported as part of InfoEdge.
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No Clear Exits:
SMS GupShup, Guruji, mCommerce companies (PayMate, mChek and others) are few companies I am not convinced of having an clear exit strategy. (Someone do throw light on this)
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Promising Startups:
The next wave of promising startups in India will be product-driven companies. Although the eco-system to fast acceptance of technology products is not so strong right now – it will be in coming years. Emergence of interesting start-ups like Practo, Zaakpay, Grexit, emo2, Workasaur are first steps in that direction.
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Hoping to see many success in next 5 years! Best Wishes

This opinion was posted originally as an answer on Quora at: http://www.quora.com/Which-Indian-internet-company-will-have-the-biggest-exit-by-2015

Why LinkedIn should acquire Quora

Quora has seen unprecedented traction in last few months on 2010 and bound to be an one of the most talked about startup for 2011. Here are few reasons what makes Quora an perfect candidate for acquisition by LinkedIn.

1. LinkedIn is a network of professionals – however much activity is centered around initiating business contacts and building your professional resume/network.

2. LinkedIn tried getting into having its users into groups and eventually discuss, debate on topics within the community – if you are an expert a mere “recommendation” by colleague is emphasis of your performance at a particular role or organization. Recommendations always centered around – great team player, leadership role, knowledgeable, etc – but users were not able to demonstrate their expertise, opinions on to a common forum with industry leaders/ participants.

3. LinkedIn community features (like status updates) are mostly feed-into by Twitter or applications like Foursquare. Professionals will not share expertise without being asked for – Quora has questions, and hence ability for professionals to demonstrate their knowledge.

4. LinkedIn Groups have repeat questions – the perfect answer may be in some different group which is not discovered by the person asking the question. Quora has solved the discovery puzzle for users. I manage an 8000+ group on LinkedIn, the quality of answers on Quora are unmatched to those on LinkedIn. The issue is not quality of people, they same are on LinkedIn, issue is how to get those quality Questions & Answers discovered or re-used.

5. Other players – Twitter, Facebook, etc are more social and so is the content shared – status messages, pictures, links, etc. The level and quality of questions that are asked and answered on Quora will not fit within the Social Norms established by Twitter or Facebook.

Nevertheless Quora also has challenges like going beyond the web-startup community, dealing with self-glorifying users that at times add irrelevant answers to grab attention, highly prolific users with right expertise flooding user stream that overshadows other users, questions with multiple answers but few getting maximum votes causing difficult in discovering other relevant answers, and so on. These are good challenges to have and will only test ability of this product.

If LinkedIn has to acquire Quora, rather than integrating the same within LinkedIn as an component it should –

– Allow Quora to grow independently on its own

– Allow LinkedIn profiles to be linked with respective Quora profiles

– Build an rating/ranking system that allows determination of user’s expertise on subjects/topics based on crowdsourced feedback on user’s questions / answers / comments

– For LinkedIn users, show an Quora expertise quotient in subject/topic user has participated.

The great thing about Quora is its well maintained quality of questions and answers. The next great knowledge resource is Wikipedia (but in encyclopedia format). If Quora has to be independent it will grow in a Q&A’pedia; if not LinkedIn is best fit for professionals to demonstrate their expertise

This opinion was posted originally as an answer on Quora at: http://www.quora.com/Who-is-most-likely-to-acquire-Quora