<운빨존많겜>
애플 매출 3위
구글 매출 8위
랜덤다이스와 비슷한 기록입니다.
하지만 다른점이 있습니다.
랜덤다이스는 3명이 만들었고,
운빨존많겜은 2명이 만들었습니다.
(이런 기록을 세워줄수록 인디개발자분들이 힘을 받겠죠? 화이팅입니다)
이번에는 더 오랫동안 사랑 받는 게임이 되어 보겠습니다.
그리고 빠르게 시장을 장악해서 곧 등장할 카피캣 후발주자들과 격차를 벌리겠습니다.
랜덤다이스때 배운점입니다.
<그외 게임들>
15개중에서 5개 프로젝트가 살아 남았습니다.
운빨존많겜보다 지표가 좋은 게임도 있습니다.
하지만 운빨존많겜 때문에 마케팅을 참고 있습니다.
7월중에 선보이겠습니다.
기대해주세요.
<하반기 프로젝트>
7월 1일부터 10개 신규 프로젝트를 5개월안에 제작합니다.
10개중에 8개를 운빨존많겜 리텐션보다 높게 나오게 하는 것이 저의 목표입니다.
치열하게 공부했기에 자신 있습니다.
올 하반기 제가 집중할 키워드는 '도파민' 입니다.
이 세상에 없던 특이한 게임도 선보이겠습니다.
프로세스도 더 빠르게 진행될 것이라 전망하고 있습니다.
상반기때 해봤으니 조직적으로 많이 배웠을테니까요.
<매출 1조>
매출 1조를 하려면?
이전에는 게임을 규모있게 잘 만들어서 해내려 했습니다.
하지만 그건 저희가 잘.. 못합니다.
3년동안 실패하며 배운점입니다.
그래서 내린 방법은 두가지 중에 하나 입니다.
1) 운빨존많겜보다 더 재밌는 게임을 만든다 > "본질" 집중
2) 운빨존많겜같은 게임 x 5 > "빠름" 집중
하반기에 해보겠습니다.
111%는 올해부터 엄청나게 성장할 예정입니다.
하지만 더 빠르게 움직일 것입니다.
그리고 재미만 집중하겠습니다.
지켜봐주세요!! 😃

정확히 이 부분 때문에 (같은 주제를 다루지만) 스타트업에서 일하는 것과 VC로 일하는건 많이 다르다.

“As an operator, you start your week and you say, ‘Okay, how many things can I get done this week?’ Then, it’s ‘What are the outcomes from that week?'” he said. “And in venture, it’s not about how many things you do. It’s about doing very few things that matter.”

https://links.newsletter.fortune.com/e/evib?_t=5c2d888702774d17aa3d0350287b6d73&_m=f7ba6e83617e4e219189f852da5b613b&_e=VRxlIYxVS94wjNL07F4cDU7-BQ5TAIH80Z5-e1PeEjcDa5lobIWVL6-eKBvf68HH

[피그마 AI 공개후 찾아온 정적] There was silence after the Figma AI announcement at #ConFig. It was more of an embarrassment than a surprise.

오늘 #Config 오프닝 키노트에서 어떤 것을 공개하든 박수갈채와 함성이 이어졌다.

드디어 마지막에 공개된 피그마 AI. 프롬프트를 입력하니 정말 군더더기 없는 UI가 몇 초 만에 완성됐다.

정적이 흘렀다. 놀람보다는 당황에 가까운. 5초넘게 박수도 없었다. 아마 다 같은 생각을 한 듯하다. 분명 디자인 업계에 피할수 없는 전환점이 될 것이고 “이제는 정말 비주얼보다는 스토리와 본질을 다루는 디자이너가 되어야 할 시대가 오고 있다.”

————

Whatever was unveiled at the opening keynote of #Config today, there was applause and cheers.

Figma AI was finally revealed at the end. When the prompt was entered, design was completed in a few seconds.

There was silence. More of an embarrassment than a surprise. There was no applause for more than five seconds. I think we all thought the same thing. It will definitely be an unavoidable turning point in the design industry, and "the time has come when we really need to be designers who deal with stories and essence rather than just design."

https://www.linkedin.com/posts/kyokim_config-config-config-activity-7211971978067369984-_B8r?utm_source=share&utm_medium=member_ios

Airbnb seeds round

롱런하는 인재들의 특징

어제 오래 함께 일했던 지인과 이야기 하며, 롱런하는 사람들의 특징에 대한 이야기를 나눌 수 있었다.

1. 길게 보면, 빨리 가는 것보다 멈추지 않는 것 (포기하지 않는 것)이 중요하다.

2. 생각보다 많이 힘들고, 달성 시점이 다소 늦어지는 한이 있더라도 초기에 세웠던 비전/목표를 유지하는 것이 중요하다. (중간에 목표 낮추면, compromise 하면 안된다)

3. 매 순간 (미팅하는 순간, 일을 하는 순간 등) 최선을 다하는 것이 중요하다. 잠시 힘듦이 찾아올 수는 있지만 빠르게 웃으며 털어내야 한다.

4. 주변에 같은 마음으로 노력하며 사는 사람들이 있어야 한다.

5. 최소한의 여유와 웃음은 잃지 말아야 한다.

6. 매너는 최대한 지켜야 한다. (언어 습관, 행동 습관, 청결함 등)

7. 부지런히 움직여야 하며, 안좋은 음식을 자주 먹지 말아야 한다. (건강은 유지해야 한다)

한 마디로, 포기와 끝은 없다. 될 때까지 열심히 부지런히 최선을 다해 부딪혀 보는 것이다.

다시 보니, 롱런하는 기업들의 특징도 유사한 듯하다.

승훈님

Since its founding in 2012, the New York-based firm has taken a contrarian path to cinematic success. While Hollywood’s major studios have spent the last decade pumping out superhero vehicles, A24 has embraced creative risk. Rather than looking to underwrite safe bets, founders David Fenkel and Daniel Katz look for true auteurs – then back them to the hilt. From one vantage, it’s an almost venture-like search for outliers; from another, it resembles LVMH’s designer-centric approach. As at Bernard Arnault’s luxury conglomerate, for A24, the artist is sovereign.

A24 has backed the visionaries behind hits like Uncut Gems, Hereditary, Lady Bird, Midsommar, and Ex Machina. As well as delivering strong returns – and propelling the shop to a $2.5 billion valuation – A24’s filmography has earned critical respect and accumulated rare cultural power.

A24 has pushed the borders of its empire, moving into TV, music, publishing, physical experiences, and even cosmetics. It takes little imagination to see the contours A24 is following, to find a redux of Walt’s strategy designed for the 21st century.

Social media smarts underpinned the firm’s rise, allowing it to acquire attention much more cost-effectively than its more backward-minded peers. So did its understanding of internet culture, memes, and viral mechanics. Over the past decade, no studio has more efficiently inserted itself into the online zeitgeist, seasoning our feeds with satanic goats and Oscar Isaac dance sequences.

A24’s founders had noticed this decay. Rather than bemoaning it, however, they spotted an opening. Just because big studios didn’t want to make opinionated indie films anymore didn’t mean that audiences didn’t want to watch them. On the contrary, amidst an increasingly homogeneous cultural landscape, projects with a genuine point of view could have an outsized impact. “Films didn’t seem as exciting to us as when we started our careers,” Katz noted. “And that signaled an opportunity.”

Beginning:
A24 began its life as a distributor. Its team frequented film festivals, acquired the rights to promising pictures, and set about marketing them. It was a pragmatic starting point, grounded in the reality of the firm’s size. Rather than risk vast sums taking a project from noscript to screen, A24 concentrated its capital on finished projects that at least had a shot of delivering a return. “When we started, it was last money in, first money out,” one executive noted.

In addition to sitting in a de-risked part of the stack, A24 made four critical decisions that became a core part of the firm’s strategy:

1. Operate like a startup.
2. Make small bets.
3. Find outlier auteurs.
4. Embrace the internet.

A24’s differentiated strategy starts with its distinctive culture. In many respects, it’s a firm inspired by Silicon Valley rather than Hollywood.

Employees receive equity in the business, and the company operates with a flat organizational structure. Indeed, the firm’s headquarters in New York has been specifically designed to accommodate this approach. “No one has an office; everyone sits out on an open-plan floor,” one source remarked. This atmosphere is designed to encourage team members to share ideas, regardless of their position in the organization. Above all, A24’s management seems to want to provide the freedom to ideate and experiment. “I felt like there was a huge opportunity to create something where the talented people could be talented,” Katz said. That is more than just talk – A24 has purchased projects recommended by employees outside its core acquisition team.

https://thegeneralist.substack.com/p/a24

Investing also involves considering a litany of variables. The tricky thing is how highly granular the pattern matching can get. Without a firm grasp of a situation’s full context, it’s almost too easy to apply the wrong lesson. Likewise, while learning from the “mistakes of others” is certainly ideal, it is much harder than it seems to use successfully.

1. Why didn’t invest in Stripe?

In 2012, despite the prodigious impressiveness of the brothers Collison, I passed on investing in Stripe. Why? First, I basically had PTSD from my PayPal experience. I was wary of any financial services investments because on top of the regulatory complexity/friction, payments are incredibly difficult to get to scale. With insufficient volume, you are left tending to a money-hemorrhaging business due to all the chargebacks and fraud that are intrinsic to payments. So unless you have a really good theory about how to get to scale, it’s a fatal problem.

The Stripe theory of scale was to start with the initial volume from Y-Combinator and grow and broaden from that base. In retrospect, the thing that I missed was grokking the fundamental inflection point that the tech ecosystem was just reaching, and that these businesses would start on and scale with Stripe. While that alone wouldn’t get Stripe to scale, in combination with their other strategies and compounded gains, it would.

One of the ways I update my theory of the investing game is to go back and revisit the important ones: “Why did I make an error in this particular investing opportunity?” Sometimes knowing too much can lead to bad investment decisions, and certainly in the case of Stripe, mine proved to be the wrong lesson!

2. Airbnb investment
I did miss Stripe, but another interesting example where thankfully I got it right was Airbnb. It was actually my first venture investment as a partner at Greylock. When I brought it to the partnership, David Sze, looked across the table and said, “Every venture capitalist has to have a deal that they can fail on. Airbnb can be yours.” Mind you, David was the central reason I had joined Greylock, and my most helpful board member at LinkedIn. Again: this was my first investment as a partner! I was taken aback, but I still had my conviction that I was right. I had conviction in my theory of the game; conviction in the Airbnb founders’ comprehensive handle on the theory of the game they were managing.

It would take years before Airbnb’s metrics truly broke away to become the runaway transformative success that it’s become. To David’s immense credit, it was well before that (just six months after the initial investment) that he came to me and said “You were totally right. I was wrong. Let’s talk about this.”

I told David that all of the risk factors he had pointed out: political opposition in cities, the chance that guests would cause problems, unions would fight it, etc– those were all accurate. But I believed that if it did actually work, Airbnb would have a global impact and generate virtually uncapped returns. Those opportunities are special. And despite all the very serious and reasonable concerns, the Airbnb founders had a credible theory of the game for each one. It wasn’t a kind of one-shot faith in a silver bullet, but it was like “Oh, we could try X, we could try Y, or we could try Z. Our X is a good plan, but if it doesn’t work then we’ll…” None of that meant you wouldn’t die on that hill, but it was a good theory of the game, and considering the impact and profit opportunity, worth making the bet.

https://thegeneralist.substack.com/p/letters-reid-hoffman-1

기존 오너를 이기려 하지 않고, 누르려 하지 않고, 누가 더 똑똑하다는 것을 과시할 필요도 없다는 생각이다. 때로는 주변 사람들이 '너는 자존심도 없냐'는 말도 한다. 하지만 그는 반대로 생각한다 '딜소싱'을 잘하려면 오히려 자존감이 높아야 한다고. 김 대표는 "연기금에서 돈을 받아서 투자를 잘하고 돈을 잘 벌어드리는 게 제 직업이지, 똑똑하다는 얘기 듣는 게 제 직업은 아니다"라며 "5시간이고 6시간이고 일단 남의 이야기를 잘 들어준다"고 말했다.

https://cm.asiae.co.kr/article/2023061722154642774?aceRef=https%3A%2F%2Fm.blog.naver.com%2F

체크 리스트’로 '극한직업', '파묘'에 투자해 세 자릿수 수익률을 냈습니다. '60세 이상 감독이면 10% 감점', '직전 작품이 망했으면 10% 가산점 배우나 감독, 제작사가 혈연, 지연, 학연 등 특수 관계면 10% 감점


콘텐츠 취향이 평범한 20대 남녀 '이평녀', '이평남'이 극장에 보러 올 영화인지가 중요해요.

특정 취향에 치우치지 않고 평범한 사람들이 좋아할 만한 콘텐츠에 투자해야 하거든요.

https://www.folin.co/article/8429/gift/8IS5d4jHdjUeseRArKqZwB9XHI9JmWk6