Ben Thomson and James Allworth host this weekly session discussing the latest news from the tech industry, from what I’d call the “MBA” perspective.
That means considering areas like bundling and unbundling to create value, digging into the real incentives behind decisions made and just generally taking the analysis one step deeper than most other sources I find.
John Gruber continues his deep look at Apple from Daring Fireball — I think he describes this podcast as a kind of Director’s Commentary to the posts there.
What’s great about Gruber is I can’t think of many other writers who so fully get under the skin and mentality of a business. That can extend a little too far, to the point where he really can’t quite conceive why a company like Google takes a different direction — but that’s fine, because he doesn’t claim to be a journalist, he’s just a guy sharing how he sees the world.
Also a good pick because the podcast has timestamps throughout, letting you jump to the sections you are most interested in.
Each series has explored slightly different aspects of starting a business. Series 1 was the story of the company that publishes the podcast, it’s attempts to get funding and its eventual success. Series 2 mapped another business in a similar way. Since then, they seem to have moved into shorter series focusing on a wider variety of entrepreneurs.
Recommended for its easy listening tone and its acceptance that the startup world is not at all glamorous.
Interviews with thinkers, generally toward media and politics. Ezra seems as interested in process and productivity as we are — and interviews with the writer of Deep Work have provided recent inspiration for improving our workflow.
If you truly care about how editorial is created and where great writing comes from, this is a masterpiece. It speaks with some of the most influential and prolific writers of modern times, about the challenges of what they do, how they consider and piece together narrative.
Account Executives cranking out press releases, it is not.
A Radio 4 classic, but if you’re not familiar, a kind of magazine show that focuses on a particular topic each week with experts from the area. This is the kind of source that gets us thinking about tribes of “I vs We” in PR.
Politics is only ever a small hop from the PR world, and Private Eye continues to balance fearless scrutiny with casual humour as it considers the area. I find it a good reminder that the truth is not as far beneath the surface in society as it can sometimes feel.
I’m desperately trying to get outside my bubble and hear views that conflict with my own. I tried some Breitbart podcasts, but couldn’t bear it after a certain point — by contrast, I feel the Telegraph is just pro-Brexit enough to give me a taste of the other perspective without driving me mad.
It’s a useful reminder of the importance of seeing both sides.
Notion Capital asked us what makes great PR for B2B Software-as-a-Service businesses.
We tried to break it to them gently that most shouldn’t even think about it until they reach the right stage.
Listen in to learn more.
http://augur.london/wp-content/uploads/2014/08/au_black.png00Max Tatton-Brownhttp://augur.london/wp-content/uploads/2014/08/au_black.pngMax Tatton-Brown2017-03-30 09:00:432017-03-30 09:03:39Augur talks to Notion Capital about SaaS PR
Are larger investors switched on to thriving fintech opportunities
Juan Lobato, Ebury
“The reality is that even some very successful fintech cos have been going for 8 years or so and even then, it’s not clear enough that it’s a safe bet.
The company needs to be stable before you get institutional in. For many B2B finetch cos, it’s not there yet.”
Jon Prideaux, Boku
“Big investors aren’t even necessarily desirable from the startup side either. A 5% change in meeting your target can have real consequences. And you may see that if a customer ships just slightly late, which can easily happen.”
Difference between B2C and B2B fintech
Todd Latham, Currency Cloud
“Customer acquisition is substantially higher but when you get it, is more predictable, sticky, margin rich. Businesses will pay for value.”
Ronni Zehavi, Hibob
“It’s B2B2C for us. Had to build the ultimate experience for B2B with the employer. Then also handle large old-fashioned systems of suppliers. And then consumers.”
Ahmed Badr, GoCardless
“You attract different types of individuals at a B2B fintech.”
“Also, scale has a completely different meaning. 20000 customers may be poor for a B2C play, but for us that would work very well.”
Todd L, Currency Cloud
“Competitors can become ambiguous. Look at ClearBank. They can compete but also be a partner.”
“I worked at Microsoft when Linux became a thing, and you could position against them. You don’t have that luxury here — it moves to fast and you have to be nimble.”
“It’s also too easy to get wrapped up in any single piece of news. You should drive and execute your plan. That’s where success lies.”
Juan L, Ebury (re. Brexit)
“On a beautiful day like today, people want to be in London. But we have people interested in living in Paris, in Madrid. And these cities are giving you amazing tax breaks.”
“These cities will attract talent and I don’t think it’s a bad thing out have talent spread out. And the reality is, London can only cope with so many people.”
We get it. Everyone in our business wants to be Don Draper.
Big pitch day. Stand up, leaf through the cards, standing ovation.
But then reality strikes. You do the kick off meetings and start trying to implement things, only to find that the “big idea” in your strategy isn’t possible for another year (if at all.) Or that the founders’ real passion isn’t “OPPORTUNALISING ENTERPRISE SOLUTION BEST EXCELLENCE”, but something rooted in the reality of their industry and experience.
For a couple of years now, we’ve been trying a different approach to the traditional pitch. And it’s based around a simple question:
How can a company who hasn’t spent any time with you write a realistic plan that reflects your true strength accurately?
So here’s what we do.
Phase 1: Discovery
After gathering a few top line details, we’ll talk on Zoom or Skype. Having written up interviews for places like tech.eu and Wired, we like to think we know how to ask the right questions.
The idea is to really listen carefully, pin down the specifics of the next challenge and determine what we think might conquer it. It often gives you an opportunity to learn more about us and our experience too.
If we don’t think it’s a match, we can help you find someone who is. Remember, Augur is designed for one thing: companies at Series A upwards, in “Unsexy” tech categories, looking for integrated comms against business challenges.
Alternatively, we might suggest we help out with Augur Unbound, our free service to share great stories from younger companies with key media.
Once we have what we need, we’ll start on the Strategic Spec document.
Phase 2: The Strategic Spec
This is a very simple one pager, designed to take the minimum time possible to create a first outline of what we might recommend, based on our previous experience.
It’s a starting point for you to provide feedback, to start the conversation going, instead of disappearing for weeks in Powerpoint with only the occasional question.
Diagnosis — what is the problem, as we see it?
Guiding Strategy — what is our topline mechanism to tackle it?
Example Objectives and Key Results — what’s the goal and deliverables?
Estimated Timelines & Resourcing — how long will it take, and cost?
Beat it up, tell us what you love or hate, tell us what you think of our measurement and evaluation suggestions, or how it may need to fit into other plans.
The result is designed to give you an estimate of how the plan might look, at the top level, if we start working together.
It establishes an agreed rough outline, so you know what to expect if you go ahead with the next step: The Planning Project.
Phase 3: The Planning Project
Now this is the big difference.
Augur will come to your office, spend time with you, interview key members of the team and really dig into what makes your company great. It’s about finding what you believe, holding a mirror up to your most talented people, helping identify the insights you may not even quite be aware of.
We try to find the signal in the noise.
Instead of going away and making up ideas by ourselves, we look to your strenths to build our plan. And we work with your team to identify what’s practical and possible for the first phase and further down the line.
We worth together, with just a little of your time, to flesh out the skeleton of assumptions from the Strategic Spec.
We deliver on questions like:
What is your pitch and key campaign ideas you will keep coming back to?
Who should you be introducing the company to?
Do we have a customer pipeline for case studies and other stories?
Once we’re done, the planning document usually looks about a dozen pages long, full of everything you need to hit the ground running.
It literally gets everyone on the same page with what to expect in the first episode of activity.
And it’s yours. In the past, we have actually recommended to one company that they take the Planning document and run with it themselves. Because it is a paid project, we are not incentivised to try and close you on a long programme, just to justify our costs on the pitch.
The resourcing costs for this project tend to be about half the anticipated monthly total we expect to end up at.
We think it makes sense, and our clients agree.
Don has earned a rest.
https://i2.wp.com/augur.london/wp-content/uploads/2017/03/Image-03-03-2017-10-05-1.png?fit=640%2C360360640Max Tatton-Brownhttp://augur.london/wp-content/uploads/2014/08/au_black.pngMax Tatton-Brown2017-03-06 12:00:002017-03-30 09:04:22How Augur Works: Pitching vs Planning