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我讲几句,然后我按这个铃,我们就回去干活。上市是里程碑,我知道这看起来是件大事。但我们的使命不是成为一家公众公司。我们的使命是让世界更开放,更紧密连接起来。你们打造了世界历史上最大的社区。我等不及要看你们未来会怎样。今天这个特别的日子。我代表FB每一员,感谢使用我们产品的所有人,谢谢你们。

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Thanks Andy! Asking what “problem” Timehop solves may be asking the wrong question. That’s the equivalent of asking “what problem do photographs solve?” Clearly taking photos is a mainstream and frequent activity, but it doesn’t really solve a ‘problem’ but rather scratches a deeply human itch. Timehop scratches that same itch.

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Much of growth is dedicated to finding the levers you can pull for incrementing compound interest over time. There are very few (if any) silver bullets when it comes to growth. But there are many micro optimizations. It’s important to recognize that ten 5% optimizations today equates to substantially more value 3 years from now than what you perceive that value to be today.

But keep in mind that it is really hard to grow $5.00 to $1,000,000 so if your original principal value is tiny you’ll need to focus on improving the principal as well. In short, it’s really hard to sustainably grow a terrible product (eg Myspace).

I’ve been disconnected from user growth at Facebook since July of 2010 when it just passed 500M active users. But if I had to lick my finger, put it in the air, and guess how many active users today are due to growth optimizations, I’d say that number is in the hundreds of millions.

A PHOTO

littlebigdetails:

Vimeo - When visiting a non-existing page on Vimeo, the title is VimeUhOh.

/via Joris-Jan van den Boom

Reblogged from Little Big Details
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Companies die from not being eaten by their competitors, but from self-inflicted wounds. They don’t have discipline. Their best people get frustrated. They chase all these shiny objects that aren’t core to the business. They become complacent because of early success.