- History Investor
- ButWhatFor? Four for Friday | No. 038
ButWhatFor? Four for Friday | No. 038
The Way of Archery, Manufacturing the Middle Class, 95% of Market Cap, and Beehiiv
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ButWhatFor? Four for Friday
It's funny to see how, no matter how far you go back in history, there is a longing for the "good ol' days." All the way back in 1637, an old man was complaining about the degradation of the art he spent his entire life practicing - archery.
But there is something relevant in what he says. He is worried about those who have not learned the value of patient progress and instead prefer the feeling of progress regardless of actual advances. Moreover, he belittles the time scale that most of us fret over.
And, man, that kind of stings when I think about it - because Gao Ying is talking more or less about me.
It's so easy to get pulled into doing some action that feels like progress, regardless of whether or not there is anything actually progressing, and find false contentment there. You then wake up a year later and find that not only haven't you made any forward progress, but you have in fact stepped backward due to the lack of focus and laziness that have been forged into solid chains of unfortunate habits.
So - if something is worth doing and you want to get better, focus on it. Measure it. Seek guidance and feedback from those that have maybe gone before you. Don't view progress as the goal but instead see correct actions as the aim.
If you do that, Gao Yin suggests you might shoot your arrow straight.
In a bid to deal with high employee absentee and turnover rates (10% daily and 370% annually, respectively), in 1941 Henry Ford doubled salaries at one of his facilities to $5 a day in order to attract workers. He also focused on hiring only employees that had families to support because he thought they were less likely to quit, and the efficient assembly lines that Ford had standardized lost most of that efficiency when you were constantly training new hires and dealing with labor shortages.
In effect, Ford was paying up for consistency. And this had a wide-ranging impact given the importance of the auto boom to the US economy. Byrne Hobart digs into the good, the bad, and the interesting here about what that means for American corporate culture still today.
I was at Amzn early '00s when we lost 95% of our market cap. Later at FB I negotiated a down-round in '09, and then in '12 our stock dropped 50% post-IPO. I was on the board of a public company that went bankrupt (Borders) and a start-up that went under (Hello). Some lessons:
— Dan Rose (@DanRose999)
May 4, 2022
Dan Rose is the Chairman of Coatue Management, a $70bn dollar asset manager founded in 1999. He was a relatively early employee at both Amazon and Facebook, and during those stints, he played a part in helping the companies survive market-wide downturns in 2000 and 2009 that could have otherwise signaled bankruptcy for the fast-growing but cash-flow-negative businesses.
If you are in the public markets, you know that year-to-date has not necessarily been fun for most people's portfolios - and it has been specifically really unfun for some high-flying tech companies that have lost 75%+ of their market caps.
So Rose shared a bit about his experiences having survived similar downturns. While these are geared towards businesses, there are some interesting takeaways that have broader application...
"Raise capital when you can, not when you need it...Don’t wait until your back is up against the wall"
"Growth can wait, survival cannot... Change the tone [and] it starts from the top"
"Some people step up in a crisis - they are your future leaders. Others will jump ship - good riddance"
"Accept the unacceptable... and never look back"
"Communicate, a lot"
I have historically used Substack.com to write this newsletter, and it has worked wonderfully. However, I have struggled with the lack of customization in the email templates themselves, and I had expected there to be more community-related features added to the platform over time.
At the same time, Substack was free, so there wasn't much I could complain about.
But then something magical happened - premium subscriber count grew immensely. It grew fifty percent. Against all expectations, we traversed the plateau of a couple and crossed into the realm of a few premium subscribers. That's right - we have three whole premium subscribers.
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What this means is that I can now choose to pay for a service that is not free. The service I went with is Beehiiv, which is being built by the same team that built and scaled Morning Brew to millions of subscribers. The CEO has been great and helpful, taking the time to talk me through the migration, and they keep rolling out new features. Right now, Substack is a more holistic platform - for example, you cannot comment on the website currently like you could on Substack (I have been told that feature is imminent, however) - but I am betting that Beehiiv is the right long-term choice.
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