The Origins of Anaheim

Thursday, October 8th, 2009

Mencius Moldbug recommended Charles Nordhoff’s The Communistic Societies of the United States (1875) to anyone interested in seasteading, but what caught my eye was the story of the origin of Anaheim, California — now home to Disneyland — which, it turns out, was not a communistic society but a co-op:

In 1857 several Germans in San Francisco proposed to certain of their countrymen to purchase by a united effort a tract of land in the southern part of the state, cause it to be subdivided into small farms, and procure these to be fenced, planted with grape-vines and trees, and otherwise prepared for the settlement of the owners. After some deliberation, fifty men set their names to an agreement to buy eleven hundred and sixty-five acres of land, at two dollars per acre; securing water-rights for irrigation with the purchase, because in that region the dry summers necessitate artificial watering.

The originator of the enterprise, Mr. Hansen, of Los Angeles, a German lawyer and civil engineer, a man of culture, was appointed by his associates to select and secure the laud; and eventually he became the manager of the whole enterprise, up to the point where it lost its co-operative features and the members took possession of their farms.

The Anaheim associates consisted in the main of mechanics, and they had not a farmer among them. They were all Germans. There were several carpenters, a gunsmith, an engraver, three watch-makers, four blacksmiths, a brewer, a teacher, a shoemaker, a miller, a hatter, a hotel – keeper, a bookbinder, four or five musicians, a poet (of course), several merchants, and some teamsters. It was a very heterogeneous assembly; they had but one thing in common: they were all, with one or two exceptions, poor. Very few had more than a few dollars saved; most of them had neither cash nor credit enough to buy even a twenty-acre farm; and none of them were in circumstances which promised them more than a decent living.

The plan of the society was to buy the land, and thereupon to cause it to be subdivided and improved as I have said by monthly contributions from the members, who were meantime to go on with their usual employments in San Francisco. It was agreed to divide the eleven hundred and sixty-five acres into fifty twenty-acre tracts, and fifty village lots, the village to stand in the centre of the purchase. Fourteen lots were also set aside for school-houses and other public buildings.

With the first contribution the land was bought. The fifty associates had to pay about fifty dollars each for this purpose. This done, they appointed Mr. Hansen their agent to make the projected improvements; and they, it may be supposed, worked a little more steadily and lived a little more frugally in San Francisco. He employed Spaniards and Indians as laborers; and what he did was to dig a ditch seven miles long to lead water out of the Santa Anna Kiver, with four hundred and fifty miles of subsidiary ditches and twenty-five miles of feeders to lead the water over every twenty-acre lot. This done, he planted on every farm eight acres of grapes and some fruit-trees; and on the whole place over five miles of outside willow fencing and thirty-five miles of inside fencing. Willows grow rapidly in that region, and make a very close fence, yielding also fire-wood sufficient for the farmer’s use.

All this had to be done gradually, so that the payments for labor should not exceed the monthly contributions of the associates, for they had no credit to use in the beginning, and contracted no debts.

When the planting was done, the superintendent cultivated and pruned the grape-vines and trees, and took care of the place; and it was only when the vines were old enough to bear, and thus to yield an income at once, that the proprietors took possession.

At the end of three years the whole of this labor had been performed and paid for; the vines were ready to bear a crop, and the division of lots took place. Each shareholder had at this time paid in all twelve hundred dollars; a few, I have been told, fell behind somewhat, but were helped by some of their associates who were in better circumstances. If we suppose that most of the members had no money laid by at the beginning of the enterprise, it would appear that during three years they saved, over and above their living, somewhat less than eight dollars a week — a considerable sum, but easily possible at that time in California to a good and steady mechanic.

It was inevitable that some of the small farms should bo more valuable than others; and there was naturally a difference, too, in the village lots. To make the division fairly, all the places were viewed, and a schedule was made of them, on which each was assessed at a certain price, varying from six hundred to fourteen hundred dollars, according to its situation, the excellence of its fruit, etc. They were then distributed by a kind of lottery, with the condition that if the farm drawn was valued in the schedule over twelve hundred dollars, he who drew it should pay into the general treasury the surplus; if it was valued at less, he who drew it received from the common fund a sum which, added to the value of his farm, equaled twelve hundred dollars. Thus A, who drew a fourteen-hundred-dollar lot, paid two hundred dollars; B, who drew a six-hundred-dollar lot, received six hundred dollars additional in cash.

The property was by this time in such a state of improvement that money could readily be borrowed on the security of these small farms. Moreover, when the drawing was completed, there was a sale of the effects of the company — horses, tools, etc.; and on closing all the accounts and balancing the books, it was found that there remained a sum of money in the general treasury sufficient to give each of the fifty shareholders a hundred dollars in cash as a final dividend.

When this was done, the co-operative feature of the enterprise disappeared. The members, each in his own good time, settled on their farms. Lumber was bought at wholesale, and they began to build their houses. Fifty families make a little town in any of our Western States, suflncently important to attract traders. The village lots at once acquired a value, and some were sold to shopkeepers. A school was quickly established; mechanics of different kinds came down to Anaheim to work for wages; and the colonists in fact gathered about them at once many conveniences which, if they had settled singly, they could not have commanded for some years.

They were still poor, however. But few of them were able even to build the slight house needed in that climate without running into debt. For borrowed money they had to pay from two to three per cent. per month interest. Moreover, none of them were farmers; aud they had to learn to cultivate, prune, and take care of their vines, to make wine, and to make a vegetable garden. They had from the first to raise and Bell enough for their own support, and to pay at least the heavy interest on their debts. It resulted that for some years longer they had a struggle with a burden of debt, and had to live with great economy. But the people told me that they had always enough to eat, a good school for their children, and the immense satisfaction of being their own employers. ” We had music and dancing in those days; and, though we were very poor, I look back to those times as the happiest in all our lives,” said one man to me.

And they gradually got out of debt. Not one failed. The sheriff has never sold out any one in Anaheim; and only one of the original settlers had left the place when I saw it in 1872. They have no destitute people. Their vineyards give them. an annual clear income of from two hundred and fifty to one thousand dollars over and above their living expenses; their children have enjoyed the advantages of a social life and a fairly good school. And, finally, the property which originally cost them an average of one thousand and eighty dollars for each, is now worth from five to ten thousand dollars. They live well, and feel themselves as independent as though they were millionaires.

Now this was an enterprise which any company of prudent mechanics, with a steadfast purpose, might easily imitate. The founders of Anaheim were not picked men. I have been told that they were not without jealousies and suspicions of each other and of their manager, which made his life often uncomfortable, and threatened the life of the undertaking. They had grumblers, fault-finders, and wiseacres in their company, as probably there will be among any company of fifty men; and I have heard that Mr. Ilansen, who was their able and honest manager, declared that he would rather starve than conduct another such enterprise.

They were extremely fortunate to have for their manager an honest, patient, and sufficiently able man ; and such a leader is indeed the corner-stone of an undertaking of this kind. Granted a man sufficiently wise and honest, in whom his associates can have confidence, and there needs only moderate patience, perseverance, and economy, in the body of the company, to achieve success. Nor could I help noticing, when I was at Anaheim, that the experience and training which men gain in carrying to success — no matter through what struggles of poverty, self-denial, and debt — such an enterprise, has an admirable effect on their characters. The men of Anaheim were originally a very common class of mechanics; they have stepped up to a higher plane of life — they are masters of their own lives. This result — namely, the training of families in the hardier virtues, their elevation to a higher moral as well as physical standard — is certainly not to be overlooked by any thoughtful man.

Security and Freedom

Tuesday, October 6th, 2009

John Derbyshire discusses the trade-off between security and freedom:

The invention of the personal computer brought in one of those brief periods of explosive creativity when twenty-year-olds with no paper qualifications could make fortunes by inventing useful goods. Being a software developer in 1980 was like being a steam locomotive engineer in 1820, or an aircraft designer ninety years later. Nowadays, of course, you need four graduate degrees and a king’s ransom of liability insurance before anyone will let you design a plane. This has good and bad results. Good: planes are much safer than they were in 1910. Bad: nobody with the least flicker of imagination or creativity makes a career designing planes — which is why planes look just the same now as they did thirty years ago. Soon, no doubt, you will need a Commerce Department license to write computer programs.

There you have the trade-off between security and freedom, which every parent of small children wrestles with daily on a more intimate scale.

Private Space Technology Powers Up

Tuesday, October 6th, 2009

Private space technology powers up as Ad Astra’s VX-200 lives up to its name:

We are getting ready to fly the VASIMR engine on the International Space Station (ISS). It is a 200-kilowatt plasma rocket, the most powerful rocket ever built to fly in space, and the prototype is being tested on the ground in our facilities in Houston. We have been gradually ramping up the power over many months, and our goal is to reach 200 kilowatts, which is the power level the rocket will run at on the ISS, and we achieved that today. We actually reached 201 kilowatts.

Dr. Franklin Chang-Diaz explains his plasma rocket engine:

VASIMR stands for “Variable Specific Impulse Magnetoplasma Rocket.” It’s a plasma-based electric rocket engine, so it’s different from conventional chemical rockets, which are propelled by the combustion of rocket fuel. VASIMR isn’t based on chemical reactions. Instead, it uses plasma, which is a gas that’s been heated to extremely high temperatures, temperatures approaching that of the Sun. Because it’s so hot, the plasma can’t be handled with any conventional materials. We have to use superconductors to generate electromagnetic fields to contain the plasma, form it into a jet, and guide it out the back of the rocket engine. VASIMR is meant for use in outer space — it won’t replace chemical rockets for launching payloads into orbit.

There is a term in rocketry, “specific impulse,” which measures how efficiently a rocket obtains thrust from its propellant. The higher the specific impulse, the more efficient the rocket, and the less fuel it requires. In general, specific impulse increases as a rocket’s exhaust gets hotter. A good chemical rocket’s specific impulse is on the order of about 500. And the specific impulse of the VASIMR and most other plasma-based rockets is in the thousands, even the tens of thousands. So we’re talking about an orders-of-magnitude performance improvement of the rocket. That’s why we go to all the trouble of working with plasma, because there’s a huge payoff in terms of how much fuel you use to get any given payload from point A to point B in outer space.

In all plasma rockets, you have to produce thrust by accelerating the plasma. Other plasma rockets do this with electric current from metallic grids that are immersed in the plasma. Too much plasma flowing past these grids will make them essentially melt, so you can’t go to extremely high power. You can somewhat get around this by making the grids very large, or making arrays of them, but you’re still limited by grid erosion and damage. This means most plasma rockets are inherently low-power devices.

In VASIMR, however, there are no grids. Its plasma is contained by magnetic fields and heated and accelerated by electromagnetic waves. Since no parts of the rocket are immersed in the plasma flow, you can make the plasma very dense and hot and get much better performance.

To reach its full potential, the VASIMR needs nuclear power:

In fact, with the power close to what a nuclear submarine generates, you could use VASIMR to fly humans to Mars in 39 days. A chemical rocket makes the trip in eight months. That’s eight months of exposing your astronauts to debilitating cosmic radiation and weightlessness. By the time they get to where they’re supposed to work, they’re gonna be in bad shape—almost invalids! They’ll have to spend a big chunk of their time just recovering from the trip. That’s simply not a smart way to conduct an exploration program. By not addressing the key problems of limited power and propulsion, NASA is forced to work with extremely complicated and expensive mission architectures that are very limited in capability.

Without nuclear power, how will the VASIMR get deployed?

We signed an agreement with NASA last December to actually mount the VF-200 on the International Space Station in 2012 or 2013. Unfortunately, the space station doesn’t have 200 kilowatts to give us. So what we’ll do is use the solar arrays of the station to charge a battery pack that we’ll carry on board, which will allow us to fire the rocket at 200 kilowatts for up to 15 minutes. We’ll do this again and again for months to qualify the engine in space. In 2013 or 2014, we’ll make clusters of 200-kilowatt engines to give us something close to a megawatt of electricity, and deploy them with a very high-powered solar array. This will be a robotic reusable “space tug” that can refuel or reposition satellites, or even send packages to the Moon at a much lower price. By charging for those services, we hope to bootstrap our way into developing a megawatt-class rocket.

Here’s how the VX-200 might pay for itself:

The ISS has to be reboosted every few months; otherwise it gradually falls and burns up in the atmosphere. These reboosts require about 7 metric tons of rocket fuel per year. How much does it cost to get 7 metric tons of rocket fuel into orbit? $140 million. That’s the bill someone has to pay, each year, just for hauling up the fuel. The 200-kilowatt solar-powered VASIMR can do the same thing with about 320 kilograms of argon gas per year, which still costs about $7 million, but it decreases the price by a factor of 20.

(Hat tip to Nyrath.)

How Growth Happens: CostCo Edition

Monday, October 5th, 2009

Bryan Caplan normally ignores self-congratulatory corporate publications, but he makes an exception for Costco:

See economic growth at work: How their product designers identify high-quality competitors, and figure out how to make them a little better and a lot cheaper. (Hint: Packaging, transportation, and shelf space all figure prominently).

See reputation at work: CostCo doesn’t just improve products; it figures out where the competition is cutting corners — and then boldly makes its products with their corners intact.

One of Costco’s goals with its Kirkland-brand products is to achieve pallet efficiencies:

For example, when the jars containing Kirkland Signature cashews were changed from round to square, the number of jars that could fit on a pallet increased from 288 to 432, saving 600 truck-loads per year.

There is no crowd in crowdsourcing

Wednesday, September 30th, 2009

There is no crowd in crowdsourcing, Dan Woods argues:

What really happens in crowdsourcing as it is practiced in wide variety of contexts, from Wikipedia to open source to scientific research, is that a problem is broadcast to a large number of people with varying forms of expertise. Then individuals motivated by obsession, competition, money or all three apply their individual talent to creating a solution.

SFO Now Sells Indulgences

Tuesday, September 29th, 2009

SFO now sells indulgences from kiosks — although they prefer to call them carbon offsets:

Michael Wara, an environmental law professor at Stanford, says the idea is pretty abstract.

“I mean, what are you buying?” he says. “You are buying a piece of paper that represents the fact that an emission of an odorless, colorless gas did not occur somewhere else.”

The airport is hoping to turn that abstract concept into reality. Kandace Bender, deputy airport director of communications and marketing says it cost $190,000 to develop the “climate passport” kiosks from scratch.

“We felt it was a good public service for our passengers and for the environment,” she says.

A Cheaper Brick

Sunday, September 27th, 2009

Calstar has devised a cheaper brick:

Ordinary bricks are fired for 24 hours at 2,000°F (1,093°C) as part of a process that can last a week, while Calstar bricks are baked at temperatures below 212°F (100°C) and take only 10 hours from start to finish, Kane said.

The recipe incorporates large amounts of fly ash — a fluffy, powdery residue of burned coal at electric plants, that can otherwise wind up as a troublesome pollutant.

“Ours is a precise product” that relies on getting the chemistry right, said Amitabha Kumar, Calstar’s director of research and development.

The process of making the bricks, which look and feel like any other brick, requires 80 to 90 percent less energy and emits 85 percent less greenhouse gas than ordinary bricks, according to Calstar.

Lower energy costs mean higher profit, allowing the company to pay for its research and compete against large companies that have economies of scale.

Naturally the Brick Industry Association says that they are not actually bricks, and that there is no proof that products using fly ash will last as well as traditional brick.

Of course, there’s no proof that they won’t last longer than traditional brick either.

The Duct Tape Programmer

Thursday, September 24th, 2009

After reading an interview with Jamie Zawinski in Coders at Work, Joel Spolsky dubbed him the duct tape programmer, because he’s the kind of guy who can make anything work with a little duct tape and WD-40 — while everyone else is discussing which space-age polymer to order:

Here is why I like duct tape programmers. Sometimes, you’re on a team, and you’re busy banging out the code, and somebody comes up to your desk, coffee mug in hand, and starts rattling on about how if you use multi-threaded COM apartments, your app will be 34% sparklier, and it’s not even that hard, because he’s written a bunch of templates, and all you have to do is multiply-inherit from 17 of his templates, each taking an average of 4 arguments, and you barely even have to write the body of the function. It’s just a gigantic list of multiple-inheritence from different classes and hey, presto, multi-apartment threaded COM. And your eyes are swimming, and you have no friggin’ idea what this frigtard is talking about, but he just won’t go away, and even if he does go away, he’s just going to back into his office and write more of his clever classes constructed entirely from multiple inheritence from templates, without a single implementation body at all, and it’s going to crash like crazy and you’re going to get paged at night to come in and try to figure it out because he’ll be at some goddamn “Design Patterns” meetup.

And the duct-tape programmer is not afraid to say, “multiple inheritence sucks. Stop it. Just stop.”

You see, everybody else is too afraid of looking stupid because they just can’t keep enough facts in their head at once to make multiple inheritence, or templates, or COM, or multithreading, or any of that stuff work. So they sheepishly go along with whatever faddish programming craziness has come down from the architecture astronauts who speak at conferences and write books and articles and are so much smarter than us that they don’t realize that the stuff that they’re promoting is too hard for us.

Here’s what Zawinski says about Netscape: “It was decisions like not using C++ and not using threads that made us ship the product on time.”

Duct tape programmers are pragmatic:

Zawinski popularized Richard Gabriel’s precept of Worse is Better. A 50%-good solution that people actually have solves more problems and survives longer than a 99% solution that nobody has because it’s in your lab where you’re endlessly polishing the damn thing. Shipping is a feature. A really important feature. Your product must have it.

Guinness celebrates 250 years of stout brewing

Thursday, September 24th, 2009

Guinness celebrates 250 years of stout brewing today. Some Guinness facts:

  • Arthur Guinness set up his first brewery in Leixlip, Co Kildare, in 1756 after he was left a £100 inheritance by his godfather, Archbishop Arthur Price. He later handed the business to his brother and, in 1759, signed a 9,000 year lease on the St James’s Gate Brewery for an annual fee of £45.
  • Poured at an angle of 45 degrees, it takes 119.5 seconds for the perfect pint to settle.
  • In 1936 the first overseas Guinness brewery was opened in London, followed by four more by Nigeria, Malaysia, Cameroon, and Ghana.
  • The Guinness company also produced the Guinness Book of Records, which originated in 1955 when a bar debate could not be settled with existing reference books.

You’re doing it my way

Wednesday, September 23rd, 2009

“When you run GE there are 7–12 times a year when you have to say ‘you’re doing it my way’. If you do it 18 times, the good people will leave. If you do it 3 times, the company falls apart.”
— Jeff Immelt, CEO of General Electric

(From Are sales people different from you and me?)

50 things we never need to hear at another game development conference

Monday, September 21st, 2009

Joe Ludwig shares 50 things we never need to hear at another game development conference:

  1. Korea is the future. They are five years ahead of us and where Korea goes, the rest of the world will follow. (I have been hearing this for at least five years. )
  2. Free to play with micro transactions is the one true business model.
  3. Client downloads are death.
  4. We must look beyond the core gamer audience and embrace more casual players.
  5. Women are 50% of the audience.
  6. Don’t trust the client, it is in the hands of the enemy.
  7. You game is a service.
  8. MMOs are hard. No, they’re really really hard. Seriously. You can’t possibly imagine how hard they are.
  9. [...]

Will Amazon Become the Wal-Mart of the Web?

Monday, September 21st, 2009

Will Amazon become the Wal-Mart of the Web? Hasn’t it already?

Sometime later this year, if current trends continue, worldwide sales of media products — the books, movies and music that Amazon started with — will be surpassed for the first time by sales of other merchandise on the site. (That transition already occurred this year in its North American business.)
[...]
Over the last year, shoppers have bought fewer books, CDs and DVDs, in many cases opting for cheaper digital downloads. In the quarter ending in June, for example, Amazon’s worldwide media sales grew only 1 percent, to $2.4 billion, highlighted by a slowdown in video games.

But during the same quarter, sales of other products, which the company lumps together on its balance sheet in a grouping dubbed “electronics and general merchandise,” grew by 35 percent, to $2.07 billion.

One of Amazon’s key strengths is its supply chain management:

Instead of storing similar items next to each other — televisions with other electronics, shampoo with other personal care items — randomness abounds. In the warehouse where Terry Jones loudly roams the aisles, which the company somewhat randomly dubs Phoenix 3, “Star Wars” action figures are stocked next to sleeping bags; bagel chips sit next to the “Beatles: Rock Band” video game.

In one high-risk valuables area, monitored by overhead video cameras, a single Impulse Jack Rabbit sex toy is wedged between a Rosetta Stone Spanish CD and an iPod Nano.

In nearby Goodyear, Ariz., at an even larger distribution center known as Phoenix 5, Amazon stores and ships more unwieldy items. Samsung 54-inch plasma HDTVs are stacked three high on the floor, next to crates of Pampers. Across the aisle, a kayak ($879) sits alone on the floor, wrapped tightly in cardboard and plastic.

Amazon says it stores dissimilar products next to each other on purpose, to minimize the possibility that employees select the wrong item. That seems unlikely: every product, shelving unit, forklift, roller cart and employee badge in these shipping centers has a bar code. Each physical move is orchestrated by software that calculates the most efficient path from shelf to the shipping area, telling employees on their wireless bar code readers which aisle and palette to go to next.

“Imagine how many customers we serve and if they were all here now,” said Bert Wegner, Amazon’s director of North American fulfillment, gesturing over the open space in Phoenix 5. “We are doing the heavy lifting for all of them in a hyper-efficient manner.”

Amazon also benefits greatly from its advanced inventory management methods and ability to negotiate beneficial payment terms with vendors. The company sells such a large volume of merchandise, and can predict customer demand so accurately, that it generally sells products within 65 days, before it has to pay suppliers for them.

That arrangement, which analysts call “negative working capital,” is unusual outside of grocery stores and allows Amazon to avoid the huge capital charges associated with buying and storing such a broad line of inventory. It also boosts the company’s cash flow, which it has used to pay down its debt to $109 million at the end of June from a hefty $2 billion in 2000, and to add more product lines to its Web site.

Amazon’s profit and margins have always been slender; it earned only $645 million in 2008, up 36 percent from the year before, compared to Wal-Mart’s $13.4 billion, up 5 percent. But Wall Street is more enamored by the promise of the online retailer, valuing Amazon at around 60 times earnings and Wal-Mart at 15 times earnings.

“They don’t have to incur huge inventory carrying costs and can add product categories almost ad infinitum,” said Jeffrey Lindsay, an analyst at Sanford C. Bernstein. “Amazon has an almost magical business model in terms of inventory management.”

Lean Software Development

Friday, September 18th, 2009

Mary Poppendieck (Leading Lean Software Development) never heard the term waterfall while working at 3M:

We always had developers understand their customers and test every bit of code as they wrote it. The first time I heard about this thing called “waterfall,” it was prescribed by a contract for the State of Minnesota, and I couldn’t figure out how it could possibly work. Actually, it didn’t work very well at all, and I decided it was a rather strange way to develop software. So I decided to write a book, taking ideas from Lean Manufacturing and applying them to software development.

Lean is from manufacturing, but many of the ideas carry over to other fields with little modification:

Well, Lean works for banking, which is a service business. Svenska Handelsbanken is a bank in Sweden that has been using Lean principles for 25 years. It puts the bank in a position to deal with discontinuous change in the financial markets by expecting local teams to make independent decisions. By having many individual teams seeing what opportunities are out there and responding, the bank stays ahead of changes in the markets.

Jeff Bezos, CEO of Amazon.com, also believes in small, independent teams; he calls them two-pizza teams. A two-pizza team is the number of people that can be fed with two pizzas. Amazon’s cloud is a service-oriented architecture in which each service is owned by a two-pizza team. The team is responsible for the service from cradle to grave: determining what is needed, development, operations, support — everything.

Toyota is the same; teams of six to eight people, with good mentoring from their manager, get work done better and faster.

An underlying concept of Lean is that if you can’t create small independent-thinking teams, you can’t respond rapidly in the face of continuous change. So you need to create a governance structure that allows the teams to make the right decisions and makes it possible for them to focus on the outcomes of the ultimate customer.

(Hat tip to Kevin Meyer at Evolving Excellence.)

Google Lets You Custom-Print Millions of Public Domain Books

Thursday, September 17th, 2009

Google now lets you custom-print millions of public domain books through their partner On Demand Books and the Espresso Book Machine:

And now Google Book Search, in partnership with On Demand Books, is letting readers turn those digital copies back into paper copies, individually printed by bookstores around the world.

Or at least by those booksellers that have ordered its $100,000 Espresso Book Machine, which cranks out a 300 page gray-scale book with a color cover in about 4 minutes, at a cost to the bookstore of about $3 for materials. The machine prints the pages, binds them together perfectly, and then cuts the book to size and then dumps a book out, literally hot off the press, with a satisfying clunk. (The company says a machine can print about 60,000 books a year.)

That means you can stop into the Northshire Bookstore in Manchester, Vermont, and for less than $10, custom-order your own copy of Dame Curtsey’s Book of Candy Making, the third edition of which was published in 1920 and which can only be found online for $47.00 used.

Dane Neller, On Demand Books CEO, says the announcement flips book distribution on its head.

“We believe this is a revolution,” Neller said. “Content retrieval is now centralized and production is decentralized.”


On Demand Books suggests that book stores price the books at about $8, leaving retailers with a $3 profit after both Google and On Demand Books collect a buck-a-book fee. Google plans to donate its share to a yet-unspecified charity, which might be a reaction to its messy legal and public policy fight over a copyright settlement that covers books that are still in copyright. (All the books that are being added to On Demand Books repertoire in this agreement are out of copyright in the country where it will be printed.)

Google spokeswoman Jennie Johnson notes that “Most people can’t get into the Harvard Library, but you can print their books next door,” at the Harvard Bookstore.

Nurtured by Super-Angel VCs

Thursday, September 17th, 2009

Intuit recently acquired Mint.com for $170 million, but Mint never would have made it that far without being nurtured by super-angel VCs:

Mint.com owes much of its success to one such investor, First Round Capital, which opted to back the fledgling company at a time when other VCs demurred. Indeed, the Mint.com acquisition is First Round Capital’s largest exit, beating out the $100 million sale of portfolio company Powerset to Microsoft. And although First Round Capital would not quantify the return on its investment, co-founder Josh Kopelman says the Mint.com deal generated the highest return of any deal the firm has done. Previously its best return came when eBay acquired StumbleUpon for $75 million, which generated more than 14 times First Round Capital’s original investment. “I don’t think this changes our strategy,” Kopelman says. “It is continued validation for our approach.”

When First Round Capital made its initial investment in 2006, Patzer was a 25-year-old software engineer working for an electronic design automation company. But the Duke- and Princeton-educated entrepreneur envisioned building a Web site that would help consumers manage their money—one much easier to use than Quicken, the market-leading product from Intuit. “Quicken is not quick,” Patzer recalls saying to himself at the time. “There’s got to be a better way to do this.”

After spending 14 hours a day for six months building an early version of Mint out of his own savings, Patzer began looking for money to take the company to the next level. He was turned down by a dozen angel investors and many top established venture capital firms, including Sequoia Capital, Greylock Partners, and Clearstone Ventures. “Every single VC told me I would fail because no one would trust a startup with their financial info,” Patzer says.

First Round Capital saw something other investors missed. At a networking event for entrepreneurs in the summer of 2006, Patzer pitched Kopelman, piquing his interest. “I had a server running on a laptop in the trunk of my car,” Patzer says. “He waited a couple of minutes. I ran out and got the laptop and fired up a demo.”

Kopelman liked what he saw. He asked Patzer to send him a business plan. “We saw a really big market and someone who had really thought it out,” Kopelman says. “He saw an opportunity to solve a really big pain point for customers.” Within 10 days, First Round Capital offered to invest in the startup. “They moved incredibly fast,” Patzer says. “First Round Capital put down a term sheet without caring what anyone else would do.”

First Round Capital didn’t stop helping the company there:

Guidance from First Round Capital also helped Mint.com avoid several potential disasters. After Mint.com won the top award at the TechCrunch 40 conference in 2007, its Web site was besieged by users. The company’s servers went down, hampering its ability to capitalize on the coveted distinction. The Mint.com team traced the crash to a problem in its database technology. Later that night, Kopelman personally contacted an executive of MySQL, Mint.com’s database provider, asking him to help solve the problem. “We were able to resolve the issue within 24 hours—if not faster—because of the connections Josh had,” Patzer says. “It was a crucial moment.” Thanks to that save, Mint.com met its initial three-month goal for user acquisition in 36 hours.