Andrew Chen is a General Partner at Andreessen Horowitz where he invests in consumer technology, including social, marketplace, entertainment, and gaming experiences. Today, Andrew serves on the boards of Envoy, Hipcamp, SandboxVR, Singularity6, Sleeper, Snackpass, Substack, and Virtual Kitchen Co.
Prior to joining a16z, Andrew led the Rider Growth teams at Uber. He has also served as an advisor/investor for tech startups including AngelList, Barkbox, Boba Guys, Dropbox, Front, Gusto, Kiva, Product Hunt, Tinder, Workato, and others.
Andrew holds a B.S. in Applied Mathematics from the University of Washington.
A venture capitalist draws on expertise developed at the premier venture capital firm, Andreessen Horowitz, and as an executive at Uber to address how tech’s most successful products have solved the dreaded "cold start problem”—by leveraging networks effects to launch and scale towards billions of users.
Although software has become easier to build, launching and scaling new products and services remains difficult. Startups face daunting challenges entering the technology ecosystem, including stiff competition, copycats, and ineffective marketing channels. Teams launching new products must consider the advantages of “the network effect,” where a product or service’s value increases as more users engage with it. Apple, Google, Microsoft, and other tech giants utilize network effects, and most tech products incorporate them, whether they’re messaging apps, workplace collaboration tools, or marketplaces. Network effects provide a path for fledgling products to break through, attracting new users through viral growth and word of mouth.
Yet most entrepreneurs lack the vocabulary and context to describe them—much less understand the fundamental principles that drive the effect. What exactly are network effects? How do teams create and build them into their products? How do products compete in a market where every player has them? Andrew Chen draws on his experience and on interviews with the CEOs and founding teams of LinkedIn, Twitch, Zoom, Dropbox, Tinder, Uber, Airbnb, Pinterest — to provide unique insights in answering these questions. Chen also provides practical frameworks and principles that can be applied across products and industries.
The Cold Start Problem reveals what makes winning networks successful, why some startups fail to successfully scale, and most crucially, why products that create and compete using the network effect are virally important today.
發表於2024-09-27
The Cold Start Problem 2024 pdf epub mobi 電子書 下載
這本書的評價一般(Amazon + 豆瓣),但讀下來還可以,主要是組織沒什麼條理。現有的內容可以砍半,或者換成一半研究更深入的內容 但對於沒有直接參與過的人(起步或scaling),讀這本書是一個好的思考機會,可以由此理解、思考自己的業務怎麼做會更好 閱讀建議 - 推薦讀者:沒...
評分這本書的評價一般(Amazon + 豆瓣),但讀下來還可以,主要是組織沒什麼條理。現有的內容可以砍半,或者換成一半研究更深入的內容 但對於沒有直接參與過的人(起步或scaling),讀這本書是一個好的思考機會,可以由此理解、思考自己的業務怎麼做會更好 閱讀建議 - 推薦讀者:沒...
評分這本書的評價一般(Amazon + 豆瓣),但讀下來還可以,主要是組織沒什麼條理。現有的內容可以砍半,或者換成一半研究更深入的內容 但對於沒有直接參與過的人(起步或scaling),讀這本書是一個好的思考機會,可以由此理解、思考自己的業務怎麼做會更好 閱讀建議 - 推薦讀者:沒...
評分這本書的評價一般(Amazon + 豆瓣),但讀下來還可以,主要是組織沒什麼條理。現有的內容可以砍半,或者換成一半研究更深入的內容 但對於沒有直接參與過的人(起步或scaling),讀這本書是一個好的思考機會,可以由此理解、思考自己的業務怎麼做會更好 閱讀建議 - 推薦讀者:沒...
評分這本書的評價一般(Amazon + 豆瓣),但讀下來還可以,主要是組織沒什麼條理。現有的內容可以砍半,或者換成一半研究更深入的內容 但對於沒有直接參與過的人(起步或scaling),讀這本書是一個好的思考機會,可以由此理解、思考自己的業務怎麼做會更好 閱讀建議 - 推薦讀者:沒...
圖書標籤:
看瞭 8 章左右,果然如 goodreads 上的書評一樣,第一章就把重點講完瞭,事實上後麵的例子陳述真的沒啥意義啊..乾貨是沒有的,隻是淪為佐證自己觀點的素材。最重要的就是把網絡效應分為五個階段。
評分作者是新一代的VC,華裔,不是為瞭他的建議,而是為瞭瞭解他的經曆纔讀的。
評分作者是新一代的VC,華裔,不是為瞭他的建議,而是為瞭瞭解他的經曆纔讀的。
評分看瞭 8 章左右,果然如 goodreads 上的書評一樣,第一章就把重點講完瞭,事實上後麵的例子陳述真的沒啥意義啊..乾貨是沒有的,隻是淪為佐證自己觀點的素材。最重要的就是把網絡效應分為五個階段。
評分內容不錯。但確實有點拖遝,類似的內容反復說來說去。
The Cold Start Problem 2024 pdf epub mobi 電子書 下載