maxbrown

I use the Ritual app in Chicago for just that.

This is my understanding as well - you don't just get all the IBM software you want, but there are ways to internally acquire what you need on funded projects (or similarly, I would assume, acquisitions).

It's worth noting that more and more of IBM's software/platforms are cloud-based and even publicly available (e.g. Bluemix) so I imagine the landscape for this type of software acquisition is changing even internally.

Can't find a lick of information about Starfighter online - is that on purpose right now then? (Pre-"plug"/launch?) Definitely curious, give us the 2-sentence version if you can?

You are essentially pre-ordering one of their watches for a $20 discount. What's there to complain about? Sure, in unproven items you are gambling somewhat (they may not deliver) but you should evaluate that risk when you put your money in.

None of us think we are buying equity when we put money in, and yet clearly 31,000+ people are willing to put their money in to pre-order the product without equity. Good for that company, that they have that level of pre-order demand, no?

Great MVP, great focus. Few thoughts -

Make sure top phone # is tappable on mobile browsers.

Examples that don't make me question your ability to deliver - airline example seems to be hiding complexity (I question it as I read it), others really good

Why do the fees vary? Why couldn't you have flat min fee + % of total cost? Am I missing something? I feel like pricing transparency is key to scaling quickly here.

1. Maybe it's just quoted at a ridiculous price

2. They may just be able to say it's not available and still maintain a positive experience for 99.9% of customers.

3. It doesn't seem like they're charging such a large fee that I expect them to do something crazy for me... I expect value in some proportion to my payment. Amex concierge might get the cheesesteak for a customer who spends 6-figures with them but not 4-figures, for example.

There are far more differences than similarities. I would analyze them more before making an accusation (didn't sound like you were just trying to harmlessly point out the similarities).

Any idea on the LCV for Azure of the average YC startup? I know the average YC startup is going to be a cut above, but are a large percentage of them going to break the $500k in an early stage?

Great work and happy to see the support from all those corporations.

Agreeing with the others on the Minnesota label being needed on the site, but moreso - what do you think would be required to take this to other major cities? Is the limiting factor just data or is there more to it?

Aside: if this is still in active development, I'd be happy to offer some time on design & UX

I'm sure user research would answer this quickly, but my guess is that many may still have smart phones or, if not, public library internet access.

For product development, they could focus on a few companies and cover many brands... Proctor & Gamble, Unilever, Johnson & Johnson, etc.

Also, once you have their reputation, I bet companies come to them.

Interesting. Are stores that unaware of what's out of stock that they'll incentivize customers through you? Is the assumption that the person is in the market for the item in the picture, and you'll try to sell them the item through the app?

They are probably long-term positive, but in the short-term they both could provoke negative press for the companies.

I also found it strange that they were opening up (albeit anonymously) about something very personal, but not really telling the story in a way that could have engaged us more.

No idea if it'll be a bigger success, but some thoughts:

1. Timing - 2011 (Wallet release) seems early for consumer NFC, not to mention smartphone penetration ([1] ~30% 2011 to ~70% 2014) and mass market comfort with mobile transactions (Uber, etc.) Wallet may just have been launched too early, they may have educated the market rather than capitalized on it.

2. Existing credit card info - many consumers already give Apple their CC info and payments (iTunes). I can only think of a few examples where you pay Google (Adwords, Google Play) and they are less commonly used.

3. Hype factor - Apple has some magic when it comes to hyping consumer products and services. Google has some of this, but I don't think it's nearly as much, especially with the general population (i.e. non-developers).

[1] http://www.gsmarena.com/asymco_pricing_doesnt_affect_smartph...

Just a few years ahead of you... I certainly haven't figured everything out, but I'd be happy to chat with you about your situation. Email in my profile.

"You have 24 hours to give me more than 24 hours" ?

I learned this recently, the most interesting part of which was that the founders stand silent in front of the investors for at least a few minutes while the lighting and sounds and such are set.

I wonder, don't you think the shot clock offer is real even though they've been talking longer than we've seen?

I have an equal distaste for exploding offers, but I'm not sure this will get the desired result :)

Many of the start-up lessons here are those preached by Eric Reis, Steve Blank, and others. I don't think this is a broad treatise on how food start-ups won't work.

Also:

..."things no responsible person would ever not know before even considering raising money." ...

...classic marketing grad trying to do startup things...

...over-exuberant and irresponsible entrepreneurs...

not sure how you don't see this as ad hominem critical.

I can't help but have a negative reaction to your comment. Yes, similar "lessons learned" are proliferated throughout the startup world, primarily because these are some of the hardest things about building a successful business even if you already know that they're the hardest things. This is clearly just a self-reflective piece, entitled "lessons I learned" not "lessons you should learn". If the rest of us want the story, or the reminders, great. If not, no sweat. The ad hominem is a little rough.

Practically anyone coming from a private tech company would have their own potential conflicts of interest.

Personally, I'm far less worried about this revolving door than others.

Good luck to you, but it seems like a case of trying to tackle too much at once with limited synergistic use cases. I can already WhatsApp photos to my friends, Instagram serves a different purpose, and I don't mind logging into Paypal, Venmo, etc. for one-off transactions. I would focus in on a specific problem / synergy opportunity... 3-icons-in-1 doesn't particularly hook me.

Wow... if the average is $5, this is 20,000 sales. I had no idea this market was that big, very impressive and an exciting way to make a side business out of a byproduct.

Couldn't you similarly ask if they have to include Facebook, Twitter and others where they currently have Google+ integration?

Seems like it's their choice to integrate whatever they want, outside of some antitrust violation.

Although I agree with the basic premises - equal pay for equal work, employee should get the benefits of lower cost of living - I think it is the employer's business in more ways than one. Taxes, time zone, internet connection - many things could come into play. Not to mention the golden handcuffs it could create if the employee is drastically overpaid for their local market.

Any established player that doesn't defend its position will be quickly unseated. I'm not saying this is an appropriate way to defend itself, but it's certainly one way.

Definitely an important dark pattern with real, significant impacts [1]

Curious though - is this personally attributable to Zuckerburg?

[1] http://online.wsj.com/news/articles/SB1000087239639044416580...