Professional Documents
Culture Documents
EPFL
Hervé
H éL
Lebret
b
May 2010
(f
(from th
the book
b k )
www.startup-book.com
since 2000
The sky
y seems to be the limit
© Service des relations industrielles©(SRI)
EPFL
© Service des relations industrielles©(SRI)
EPFL
Year 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
Documents 24M 1.3B 3B 4B 6B 8B 25B?
indexed
Revenue 0.2 19.1 86.4 439 1’465 3’189 6’139 10’610 16’593 21’795 23’650
($M)
Sources: Brainstrom,
Brainstrom the news letter of Stanford Office of
Technology Licensing – vol. 9 – no. 2 – Spring 2000
and The Google Story by D. Vise - Random House, 2005
© Service des relations industrielles©(SRI)
EPFL
Later,, Page
g combined his method of analyzing y g
“back” links pointing to a given website with Brin’s
web crawler, and their combined research moved
under the Digital Library umbrella.
In 1997, Google has become the De Facto search engine for the
Stanford community.
y Page’s
g advisor funds $
$10k for new computers
p but
Google quickly reach limits in resources.
In March 98, Page and Brin try to sell the engine to Alta Vista for $1M
but DEC (Altavista’s mother company) was not “very open to outside
technology”
Later, with the help of Stanford professors and OTL,
Later OTL they contact
Excite and other search engines without success.
Page s advisor, Terry Winograd, contacts VCs but they are not interested
Page’s
by search engines anymore. Brin and Page, “who have a skeptical view
of authority” are frustrated but more determined.
Steve Kirsch, CEO of search engine Infoseek, met with them a couple of
times and made a verbal offer.
offer Mejia declined to name the amount,
amount but
said: "It wasn't sufficient for us to feel he was really committed to it."
(Kirsch told the Wall Street Journal that he had offered $250,000.)
… they moved to
165 University Ave
Ave.
in Palo Alto after 5
months. This is the
h
home off many other
th startups
t t …then
then in
including Logitech and Paypal… Mountain
View…
In 1995,
995, worked
o ed with Brin oon the
epprocess
ocess o
of finding
d gp pieces
eces o
of information
o a o
that commonly occur together. Brin wrote his “crawler” program. Lent did
not stick around, a decision he confesses he regrets. But in early 1996,
Lent explains,
explains “We
We all said,
said ‘There
There will never be another Yahoo!
Yahoo!’ Their
research seemed purely an academic exercise.”
He got a call from Microsoft in 2003, telling him the company wanted “to
kill Google,” he recalls. He declined.
IIn 2004,
2004 he
h has
h nott given
i up: he
h has
h an algorithm
l ith he h calls ll “Dynamic
“D i
PageRank,” and he is CEO of Medio. “I need to give it a try. Google and
Yahoo!, be warned.” Did anyone say, “There will probably never be
another Google?”
After raising $1M with angel investors, Google nearly went out of money
quickly. The founders also wanted to keep control of their company, so
they built the strategy to attract the best 2 VCs so that one would
neutralize the other one. Thanks to their angels, it worked!!!
This “divide and conquer” strategy enabled Google to raise $25M in May
1999 with
- John
J h DDoerr off Kl
Kleiner
i P
Perkins
ki (A(Amazon, AOL,
AOL
Compaq, Genentech, Sun, …
- Mike Moritz of Sequoia (Apple, Cisco, Oracle,
Yahoo, youtube
Another
A th $15M off round d C with
ith Yahoo,
Y h E i Schmidt
Eric S h idt and
d
many others (Arnold Schwarzenegger, Tiger Woods, …).
Schmidt, the new CEO, joined in 2001 before the company
went public in 2004 (raising $1.6B)
© Service des relations industrielles©(SRI)
EPFL
Today, Googleware
means tens of 1000’s of
simple
i l PCPCs
© Service des relations industrielles©(SRI)
EPFL
A technology first ….
apparently gives
the right answer
answer…
advertising
in the right column
is the secret sauce
© Service des relations industrielles©(SRI)
EPFL
advertising
g
on others’ sites
is another revenue
source
Larry may have been helped by his old brother, Carl, who
founded eGroups
p and sold it to Yahoo.
GOOGOL = 10100
Cheriton 1'600'000
1 600 000
Ch it
Cheriton 1'600'000
Bezos 1'600'000
Bezos 1'600'000
Shriram 1'600'000
Shriram 1'600'000
Stanford 1’842’000
1 842 000 1.3%
Stanford 1’842’000 2%
Others 7’118’782
Others * 7’118’782
Series A 15'360'000 11%
Series A 15'360'000 17%
Kleiner Perkins 23'893'800
23 893 800 17%
Total 92'340'608
Sequoia 23'893'800 17%
*: others include a number of angles not identified
Series B 47'787'600 34%
Series A: $960k Total 140'128'208
140 128 208
Capitalization: $5.7M
Series B: $25M
Capitalization: $70M
NB: data compiled from Google’s S1 documents but numbers give only an idea,
precise data are not known
© Service des relations industrielles©(SRI)
EPFL
S
Sequoia
i 23'893'800 16% S
Sequoia
i 23'893'800 9%
Total 146‘607'208
146 607 208 Common (ESOP) 105’557’498
105 557 498 36%
Total 271’764’706
Source: The Boston Globe – Nov. 2005 and “The Google Story”
© Service des relations industrielles©(SRI)
EPFL
The Google’s
g motto: “Don’t Be Evil”
“They shut down Stanford network once”
“They
They could have begun earlier”
earlier
Source: Stanford Technology Ventures Programme - stvp.stanford.edu
The story
y gives
g hints:
yes focus on great technologies
yes, technologies,
but more importantly focus
on great people who
- are ambitious
biti
- keepp on innovating g
- with patience and determination
- believe in their ideas
© Service des relations industrielles©(SRI)
EPFL
From Hegel
“Nothing great in this world has ever been accomplished without passion”
« La passion est tenue pour une chose qui n'est pas bonne, qui est plus ou moins mauvaise : l'homme ne doit pas
avoir des passions. Mais passion n'est pas tout à fait le mot qui convient pour ce que je veux désigner ici . Pour
moi, l'activité humaine en général dérive d'intérêts particuliers, de fins spéciales ou, si l'on veut, d'intentions
égoïstes,
g , en ce sens qque l'homme met toute l'énergie
g de son vouloir et de son caractère au service de ses buts,,
en leur sacrifiant tout ce qui pourrait être un autre but, ou plutôt en leur sacrifiant tout le reste . [...]
Nous disons donc que rien ne s'est fait sans être soutenu par l'intérêt de ceux qui y ont collaboré. Cet intérêt,
nous l'appelons passion lorsque, refoulant tous les autres intérêt ou buts, l'individualité entière se projette sur un
objectif
j avec toutes les fibres intérieures de son vouloir et concentre dans ce but ses forces et tous ses besoins.
En ce sens, nous devons dire que rien de grand ne s'est accompli dans le monde sans passion. » La raison dans
L’Histoire – éditions 10/18, p. 108