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Apply standard rules and suddenly you’re playing with conventional wisdom, and it becomes pretty damn tough to find unique, truly disruptive opportunities.Ours is a difficult business – we’re forever looking for the next new thing that isn’t being done by a dozen other people.They’re doing that two ways: (1) Harnessing the power of the social web to provide a better experience for consumers while helping venues sell more tickets and (2) Starting out by catering primarily to small and medium venues – customers whose needs are very different from the big venues and teams, like Madison Square Garden or the Chicago Blackhawks, where Ticketmaster is understandably focused.
And I pay attention knowing that, fortunately for me, it’s unlikely that many of my peers in the business will also pay attention.
The company has been on an extraordinary run ever since.
They had a pretty aggressive budget for 2010, their first full year in business.
After all, “you can’t make money investing in that market.” There are exceptions to every rule, and it is in the exceptions that opportunities lie.
Our biggest investment success of recent years was an investment in Pump Audio, a business whose better mousetrap user experience and Internet distribution disrupted the music publishing and licensing business (the soundtrack and background music business).
Such currencies are not tied to a bank or government and allow users to spend money anonymously.