64 Matching Annotations
  1. Last 7 days
    1. Ollama gained traction by being the first easy llama.cpp wrapper, then spent years dodging attribution, misleading users, and pivoting to cloud, all while riding VC money earned on someone else's engine.

      这句话揭示了Ollama的核心商业模式问题——它通过包装开源项目获得初始成功,但随后系统性地回避对其技术来源的认可,同时转向云服务以实现盈利,这种做法违背了开源社区的基本价值观。

    1. Reddit, Shutterstock, and News Corp are making hundreds of millions a year licensing their high-quality data to companies training AI, and those contracts are growing about 20 percent annually, according to their quarterly filings.

      这一数据揭示了AI训练数据市场的巨大经济价值,表明高质量数据已成为AI公司的战略资产。传统内容公司正在转型为AI的'输入公司',这种转变不仅改变了他们的商业模式,也重新定义了数据在AI生态系统中的核心地位。

    1. Today's large language models (LLMs) are trained to align with user preferences through methods such as reinforcement learning. Yet models are beginning to be deployed not merely to satisfy users, but also to generate revenue for the companies that created them through advertisements

      这段陈述揭示了当前AI发展的一个关键悖论:模型训练的目标与实际商业用途之间存在根本性冲突。这种冲突可能导致AI行为偏离其原始设计意图,引发严重的信任问题。

    1. except API tokens are currently sold at a LOSS. That "$20,000 scan" probably cost closer to $100,000+ in real gpu time

      令人惊讶的是:尽管标价为2万美元,但实际扫描成本可能高达10万美元以上,因为API tokens是以亏损价格销售的,反映了AI计算资源成本被严重低估的现实。

    1. Each of these companies recognized the cognitive burden of unbundling. They're not selling features. They're selling trust.

      令人惊讶的是:AI公司正在重新定义软件销售模式,从销售单一功能转向销售信任。这种转变反映了在快速变化的AI环境中,企业更愿意与能够提供长期稳定性和全面解决方案的供应商建立信任关系,而非购买多个分散的工具。

    1. Like lean production, which extended mass production's dominance for decades through efficiency gains, AI doesn't mark computing's end but its maturation.

      令人惊讶的是:AI被比作1970年代精益生产对大规模生产的优化,而非颠覆性创新。这暗示AI可能只是计算技术成熟期的效率提升工具,而非开创全新技术范式的革命性力量,这与公众对AI的颠覆性期待形成鲜明对比。

    1. The budget for new spend is there. You can do this. But remember that your customers' first and most obvious source of AI savings is labor efficiency, which means seats are where they will look to take cost out. The new growth, by contrast, will increasingly sit in tokens, consumption, automations, outcomes, and machine-driven workflows.

      令人惊讶的是:软件行业正从基于座位的定价模式转向基于token/使用的模式,这种转变将彻底改变收入结构。大多数用户可能没有意识到这一转变的速度和规模。

    2. The new growth, by contrast, will increasingly sit in tokens, consumption, automations, outcomes, and machine-driven workflows. If you are not in the token path, you are not standing in the fastest-growing part of the budget.

      令人惊讶的是:文章明确指出软件行业的增长将从传统的基于座位(seat-based)模式转向基于代币(token-based)的消耗模式。这种转变意味着软件公司需要重新思考其商业模式和定价策略,从订阅制转向按使用量付费。这一预测暗示了软件行业正在经历根本性的商业模式变革。

    3. Broadcom moved VMware toward a simplified subscription model, cut the product stack down aggressively, and guided fiscal 2024 adjusted EBITDA to 61% of revenue. It is a harsh model. It is not a cultural blueprint for every founder. But it is a reminder that radical cost discipline, product simplification, and price realization are possible.

      令人惊讶的是:文章提到Broadcom将VMware的调整后EBITDA提升至收入的61%,这一利润率远超大多数软件公司的预期。这一案例表明,通过激进的产品简化、成本纪律和价格实现,软件公司可以达到惊人的盈利水平。这挑战了软件行业增长优先的传统观念,展示了高利润模式的可行性。

    1. In some cases, this can look like 10–25x more value than what is ultimately included in the paid plan.

      令人惊讶的是:在AI产品的概念验证阶段,供应商提供的价值可能是最终付费计划的10-25倍。这种'过度交付'策略已成为行业常态,被视为获取客户的营销投资而非成本中心。这种做法反映了AI产品市场的高度竞争性和获取客户的困难程度。

  2. Apr 2026
    1. Raising prices will for sure decrease demand and that risks killing the growth story. And even if revenue keeps growing, it doesn’t matter if there are no margins

      这直击AI初创企业的商业困境:在“增长叙事”和“盈利现实”之间进退维谷。提价会破坏高增长的投资者叙事,导致估值受损;不提价则没有利润,烧钱速度更快,尤其是在面对可以将AI作为亏本搭售的云计算巨头时。这揭示了缺乏护城河的纯模型公司商业模式的脆弱性。

    1. 纯粹收集分析这种形态,过去互联网有过先例,但你会发现它卖不出去钱。

      作者一针见血地指出了纯记录工具的商业困境。在 AI 时代,Token 成本是持续性的,这就要求产品必须交付“结果”而非仅仅是“数据”。这揭示了 AI 应用从“工具属性”向“劳动力属性”转型的必然逻辑:用户不为存储买单,只为价值产出付费。

    1. Zhang, of Alibaba.com, says Accio currently does not include advertising. Suppliers can pay for higher placement in Alibaba.com's regular search results, but Zhang says Accio is 'not integrated' with that system.

      大多数人认为AI工具会不可避免地融入现有的广告和付费推广模式,但作者认为Alibaba有意将AI搜索与付费广告分离。这表明公司可能正在尝试创建一个更公平、更少受商业利益影响的AI推荐系统,这是一个与行业普遍做法相悖的立场。

    1. The demand for these medications has been the most ferocious thing I have witnessed in my working life, and the hardest parts of running a telehealth company, like finding doctors and fulfilling prescriptions, can be entirely outsourced to platforms like CareValidate and OpenLoop.

      大多数人认为医疗行业监管严格且难以突破,但作者指出GLP-1药物的需求如此之大以至于一个人可以在短短两个月内创建价值数十亿美元的公司,并将医疗服务的核心功能外包。这一观点挑战了传统医疗行业的复杂性认知,展示了AI如何颠覆传统受监管行业。

    2. The consistent argument across the Every Slack was that if cache-breaking usage costs more to serve, make those users pay more: Meter the consumption rather than ban the interface.

      大多数人认为公司应该通过限制特定工具使用来保护自己的利益,但作者认为Anthropic应该按实际使用量收费而非直接禁止OpenClaw,因为这更符合公平原则和平台发展。这种观点挑战了科技公司常见的封闭生态策略,主张更开放的计量模式。

    1. Claude 的 Max Pro 账号额度不允许给第三方产品用了,如果你没有使用 Agent SDK 和 Claude Code 为底座的产品,就不能用这个账号里的额度

      大多数人认为云服务提供商的订阅额度应该具有通用性,但 Anthropic 限制额度只能用于特定产品的做法颠覆了这一认知。这种策略实际上是一种'锁定效应',迫使开发者和用户使用其生态系统产品,反映了 AI 服务提供商从开放向封闭的转变趋势,可能成为行业新标准。

    1. A founder in LA reportedly scaled Medvi toward $1.8B in annual sales with basically one full-time employee.

      大多数人认为建立十亿美元级别的公司需要庞大的团队和复杂的管理结构,但作者认为AI已使'一人独角兽'成为可能。这挑战了传统创业理念,暗示AI可能彻底改变企业规模与人力需求之间的关系,颠覆我们对商业增长的基本认知。

  3. Sep 2024
  4. Jan 2024
    1. just shooting from the hip, to me, I'm glad that subscription services like Netflix and Spotify are becoming more popular. That means that the companies (as opposed to Google & Facebook) don't have the incentive to follow this "surveillance capitalism," i.e. building increasingly sophisticated advertising technology predicated upon the behavioral history of users.(my bias is showing through - marketing people don't call it surveillance capitalism, to be fair. That's a pejorative term. They just call it doing their job, generating leads, and increasing conversions.)
    2. The answers you seek are difficult ones. The internet isn't free, so someone somewhere along the chain will need to pay for the content. As consumers we pay for internet access, and may sometimes pay for premium content (news site subscriptions, Patreon, etc.) but usually the content that we consume is free to us. Instead, it's the ad services that are paying. The internet content being "free" to consumers can really be a great thing, and equalize the playing field for people of different means. But it does come with its issues.
  5. Sep 2023
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  8. Nov 2022
    1. Donations

      To add some other intermediary services:

      To add a service for groups:

      To add a service that enables fans to support the creators directly and anonymously via microdonations or small donations by pre-charging their Coil account to spend on content streaming or tipping the creators' wallets via a layer containing JS script following the Interledger Protocol proposed to W3C:

      If you want to know more, head to Web Monetization or Community or Explainer

      Disclaimer: I am a recipient of a grant from the Interledger Foundation, so there would be a Conflict of Interest if I edited directly. Plus, sharing on Hypothesis allows other users to chime in.

  9. May 2022
  10. Jan 2022
    1. The Business Strategy stems from a detailed strategic planning process. However, the question we want to answer in this article is whether we can execute multiple strategies side by side while they do not interfere with each other. We compare multiple strategies for business, information provision and IT and focus on Strategic planning.

      Business strategy alignment and the secrets of strategic planning https://en.itpedia.nl/2022/01/02/business-strategie-alignment-en-de-geheimen-van-strategische-planning/ The Business Strategy stems from a detailed strategic planning process. However, the question we want to answer in this article is whether we can execute multiple strategies side by side while they do not interfere with each other. We compare multiple strategies for business, information provision and IT and focus on Strategic planning.

  11. Oct 2021
    1. A common good (CG) process begins with an initiator proposing the production of a common good. Then, during the predefined lifetime of the process, funders who care about this common good may pledge funds for its production, being reassured that their money will only be used retroactively, had the common good been eventually produced — no risk taken. Executors who wish to produce the common good may do so, being reassured that they will be compensated by the pledged funds had they been successful. And profit-seeking investors may buy a portion of the potential reward from executors (in the form of per-executor tokens that are made redeemable against the future reward had they been successful), and by that provide them with liquid funding for operation. Finally, if and when executors achieve the desired outcome, as decreed by a predefined judge, the pledged funds are released as a reward to the successful executors and the investors who bought their tokens. If no success has been reached after some predefined limit of time, the funds go back to the funders who provided them. Executors and investors only see profit, and funders only spend it, if and only when the common good is produced.

      A trustless conditional reward model for production of common goods.

    2. In the future envisioned here, decentralized networks play the role of governments, municipalities and intentional commons, fostering common goods. It is possible to produce common goods when a big-enough community cooperates to bear the cost of production and its implementation; but this, correspondingly, requires large-scale coordination, and large-scale coordination is generally a very hard problem. In this article we introduce Common Good, a blockchain-based application that solves this problem by enabling the coordination and motivation of different relevant actors for achieving a desired common good, by providing it with a “business model” just as in the profit-seeking sector. Our solution takes inspiration from the Social Impact Bonds (SIB) model.

      A proposal to use decentralized blockchain to make large scale coordination possible.

    1. Lean Canvas is a 1-page business plan template created by Ash Maurya that helps you deconstruct your idea into its key assumptions. It is adapted from Alex Osterwalder's Business Model Canvas and optimized for Lean Startups. It replaces elaborate business plans with a single page business model.
  12. Apr 2021
    1. We know the audience for such games is limited. In order for us to produce games up to our standards, we rely on a direct sales model. Our games are not designed for traditional distribution or retail channels. The vast majority of all copies produced will be sent to Kickstarter backers or to people who purchase games through our store.  This means we can spend many more resources on the game's physical production without having to worry about retail viability.
    1. Only the Starter Kit is available in this reboot. The Starter Kit is FREE, in order to distribute it as widely as possible. This goal of this Kickstarter campaign is to introduce Clash of Deck to the whole word and to bring a community together around the game. If the Kickstarter campaign succeeds, we will then have the necessary dynamic to publish additional paid content on a regular basis, to enrich the game with: stand-alone expansions, additional modules, alternative game modes..
  13. Mar 2021
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  15. Nov 2020
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  21. Mar 2020
    1. So it’s not surprising that Facebook is so coy about explaining why a certain user on its platform is seeing a specific advert. Because if the huge surveillance operation underpinning the algorithmic decision to serve a particular ad was made clear, the person seeing it might feel manipulated. And then they would probably be less inclined to look favorably upon the brand they were being urged to buy. Or the political opinion they were being pushed to form. And Facebook’s ad tech business stands to suffer.
    1. Rojas-Lozano claimed that the second part of Google’s two-part CAPTCHA feature, which requires users to transcribe and type into a box a distorted image of words, letters or numbers before entering its site, is also used to transcribe words that a computer cannot read to assist with Google’s book digitization service. By not disclosing that, she argued, Google was getting free labor from its users.
  22. Nov 2019
    1. In order for Google to be Google, it has to do evil. This is true for every major technology company. Apple, Facebook, Amazon, Tesla, Microsoft, Sony, Twitter, Samsung, Nintendo, Dell, HP, Toshiba -- every one of these organizations can't compete in the market without engaging in unethical, inhumane and invasive practices. It's a sliding scale: The larger the company, the more integrated it is in our everyday lives, the more evil it can be.
    2. Take Facebook, for example. CEO Mark Zuckerberg will stand onstage at F8 and wax poetic about the beauty of connecting billions of people across the globe, while at the same time patenting technologies to determine users' social classes and enable discrimination in the lending process, and allowing housing advertisers to exclude racial and ethnic groups or families with women and children from their listings.
  23. Apr 2019
    1. In questo articolo Bradley Kuhn di SFC cerca di stabilire cosa sia meglio intendere per "sostenibile" nelle recenti discussioni sulla sostenibilità del FLOSS.

      La necessità sentita di assicurarsi che i progetti FLOSS abbiano le risorse per progredire, retribuendo chi ci lavora, è corretta. Tuttavia allegare a questa intenzione anche il modello di crescita rapida tipico del capitale di ventura male si adatta ad un concetto di sostenibilità che possa essere trasversale a tutto il mondo del software libero.

      Viene quindi proposto essenzialmente un focus su livelli di retribuzione che consentano uno stile di vita adeguato ai membri del progetto, e la diffusione della consapevolezza che la ricerca di margini di profitto eccessivi per singoli individui o per l'entità che gestisce il progetto si scontrano con la sostenibilità per il progetto stesso.

  24. Mar 2016
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  26. Apr 2015
    1. Coursera and Udacity have the opportunity to develop successful business models through various means, such as charging MOOC provider institutions for use of their platform, by collecting fees for badges or certificates, through the sale of participant data, through corporate sponsorship, or through direct advertising