Steve Jurvetson Quotes

We lose money on signing up the customers where there's some marketing costs associated with giving them a free month. It doesn't much matter whether you make a little bit or lose a little bit.. as you well know, because you lose a ton on every copy of The Washington Post (newspaper).

Crack the science of loyalty at scale for local business, and that becomes something that can add a huge amount of value to an important sector of our economy.

I think the acquisition of consumers might be on the verge of being mapped. The battlefield is going to be retention and lifetime value.

Making a million dollars is the simplest thing in the world. Just find a product that sells for $2,000 and that you can buy at a cost of $1,000, and sell a thousand of them.

If your goal is to provide a service at terms your customers can afford, you have to figure out how to offer your services at price points such that your aggregated costs are lower than your aggregated revenues.

Every retailer, when they price their goods, looks at their total cost overall. When they have costs go up, they'll price their products accordingly.

When a company is charging money for a product - as Evernote does for all above its most basic service, and same for Dropbox and SugarSync - you understand its incentive for sticking with that product.

Profit in business comes from repeat customers, customers that boast about your project or service, and that bring friends with them.

We realized we had high-volume marketplace as a platform. Anyone can come in and buy with a subscription.

If you're not worried that you're pricing it too cheap, you're not pricing it cheap enough.

The cost of acquiring new customers and maintaining those relationships in an online environment versus bricks and mortar is significant.

We know full well we cannot sell where we do not buy and we cannot sell successfully where we do not carry.

Our assimilation efforts are based on building long-term relationships and value with our customers, and the success of these efforts is measured partly by our ability to stimulate customers to make a second purchase within 90 days.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

It's very difficult to run a business when you're buying something for $5 and selling it for $10.

I'm not interested in offering software for free of charge. That's because I myself am one of the game developers who, in the future, wants to make efforts so the value of the software will be appreciated by the consumers.

Market type influences everything a company does. Strategy and tactics for one market type seldom work for another.

In the corporate world, there's, like, a 300 percent markup. In our world, we normally don't go above a 100 percent markup.

If something's a high-margin product, I understand its importance to the store.

You can't get into the trap of paying for customer acquisition.

When a product is market driven, it should be able to pay for all its raw materials at market prices.

In a two-sided market, focusing on the customer will increase a business's ability to extract value from the supply side.

Subscriptions is the bulk of our business; ads are nice to have on top of that.

It's almost always easier to sell to an existing customer base than to find a new one.

You can be as creative as you want to and build all these cool projects, but ultimately, if they're not successful and you don't have the business structure in place, everything will flop.