The Entrepreneur Questionnaire: Tim Westergren, Founder and Chief Strategy Officer, Pandora

Pandora is the personalized Internet radio service that helps you find new music based on your old and current favorites. Backed by Greylock Partners, Pandora began trading on the New York Stock Exchange under the ticker symbol “P” on June 15, 2011. Tim Westergren founded the company in January 2000 and currently serves as its chief strategy officer. He is also an award-winning composer, an accomplished musician and a record producer with 20 years of experience in the music industry.

Tim Westergren, Pandora Founder and Chief Strategy Officer

What is the big idea behind your business?

The music genome project. It’s a hand-built musical taxonomy that captures an immense amount of musicological details across hundreds of thousands of songs and allows us to create highly personalized radio stations.

Why are you excited about the future for Pandora?

I’m excited from multiple perspectives. By and large, people have an enormous passion and appetite for music that is generally unfulfilled. There is an opportunity to bring people back to music, reengage them and bring that back into their lives in a way it hasn’t been for a long time. I’m equally excited about what it could mean for musicians. We create a level playing field that gives exposure to a large number of talented artists, many of whom have not had any type of radio play before.

Why did you become an entrepreneur?

I’ve always been one. My first entrepreneurial experience was being in a rock band. It’s a lot like a start-up. You are involved in a creative process, there is no proven road map and it involves a tremendous amount of uncertainty. You have to build it from scratch. You have to work effectively as a group and you are all poor. I’ve always enjoyed wide-open pursuits where I can create and be unconstrained.

What was the most difficult lesson you have learned as an entrepreneur?

It takes a tremendous amount of patience. It’s harder than you think, less predictable than you think and many times you have less control than you think and it takes longer than you think.

What has surprised you about being an entrepreneur?

How fast companies can change. Companies can change directions and become something they didn’t expect and do this nimbly and quickly. Once they find the right direction they can grow exponentially, faster than you imagined. There is a tipping point for companies when they find the right path. The pace of change can surprise you.

What five adjectives would you use to describe yourself?

Determined, optimistic, creative, verbal, adaptable.

What is the best business advice you’ve ever heard?

Don’t be self conscious about being an entrepreneur.

What is your motto?

Find great people and bring them inside.

Which living person do you most admire?

Noam Chomsky. He’s brilliant. Has a tremendously high integrity and is very influential.

What are you passionate about?

Connecting artists and people who love their music. And building a company that “does good.”

What motivates you?

The effort of people around me.

What was your first paying job?

A newspaper boy. I was 13 and went door-to-door on my bike.

What do you like most about being an entrepreneur?

Having complete control of my own destiny—to the extent anyone can, that is.

What do you like least about being an entrepreneur?

When greed rears its head.

If you could change one thing about yourself, what would it be?

I would like to be more organized.

What do you consider your greatest achievement?

Building a company that has integrity and a culture I’m proud of.

What is the last book you read?

Stumbling on Happiness by Daniel Gilbert. I loved it, it’s my bible.

What advice would you give other entrepreneurs on how to build a great business?

Don’t do it alone. Find people who you have a complete trust in and with whom you have a relationship that can withstand adversity and ideally people whose skills are complimentary to yours, not overlapping.

Make a life for yourself that is sustainable over the long haul. When you start this path it will be harder and longer than you think–it is not a sprint. The entirety of your life, including your personal life, has to be sustainable and content as can be.

*This interview was conducted by Erika Brown Ekiel.

The Entrepreneur Questionnaire: Sunny Gupta, Founder and CEO of Apptio

Sunny Gupta, Founder and CEO of Apptio

Sunny Gupta is Founder and CEO of Apptio, a Greylock-backed start-up based in Bellevue, Wash., that helps enterprise CIOs manage the costs, quality and value of the IT products and services they provide. Notable customers include Cisco, Boeing, Northrop Grumman, Bank of America, Facebook and J.P. Morgan Chase.

Describe your business in 10 words or fewer.

Apptio provides the CIO a business management platform to run IT like a business.

What is the big idea behind your business?

Businesses have witnessed a major transformation in the way they use technology to automate functions such as manufacturing and sales. But most CIOs do not have an equivalent system to manage the business of technology. That is the opportunity we see for ourselves. Globally, organizations spend more then $4 trillion on technology each year. Technology has continued to become strategically important to corporations. There needs to be a paradigm shift that enables more transparency so that CIOs and other technology leaders can make decisions based on facts and not assumptions.

How did you come up with the idea for Apptio?

When I was at Opsware I was sitting in the office of the CIO of Goldman Sachs. We were talking about the acquisition of Opsware by HP and one of the people in the room asked me what I was going to do next. I started asking questions: What are you struggling with? What are your challenges? They described this exact problem. As soon as we got home my business partner and I started calling IT leaders in different types of industries to see if this really was as big of an idea as we thought. That’s when we realized everyone has this problem and no one was solving it.

Why are you excited about the future for this company?

We see a clear window of opportunity and have been able to attract some of the world’s largest companies to run their IT businesses on Apptio. We have the ability to define and build the next major enterprise software category. We also think there is a great opportunity to extend our footprint outside the realm of IT.

Why did you become an entrepreneur?

I was working at IBM as a developer when I started to feel that my career was only going to incrementally grow in corporate jobs. That wasn’t good enough. I wanted to take control of my own career and grow exponentially.

What was the most difficult lesson you have learned as an entrepreneur?

The most important lesson was that customer validation has strategic importance. The key is to continuously reinforce that culture so your team is always thinking about it. The most difficult lesson I’ve learned is personal. At a certain point in running your own business you realize that it is all about the team. You need the right people around you and sometimes you have to make emotionally challenging decisions. As an entrepreneur you start off with people you know and trust but some of those people are unable to help you get to the next level.

What has surprised you about being an entrepreneur?

Entrepreneurship is all consuming and requires a lot of focus. If you are in it for the money, don’t do it. The sacrifice required is unprecedented. You need to be sure you are doing this for the right reasons.

What five adjectives would you use to describe yourself?

Results-driven, competitive, passionate, focused, rational.

What values are important to you as an entrepreneur?

Being focused on results is extremely important. Focus on the areas where you need work rather than celebrating what you do really well.

Integrity and honesty. Rather than speak behind someone’s back I believe in giving direct feedback.

I encourage all our employees to make informed decisions rather than asking for consensus. This is the advantage that a start-up like Apptio has when going to battle with massive competitors.

Encourage fast failures—and be careful not to make the same mistake a second time.

What is the best business advice you’ve ever heard?

Customer validation trumps everything. I learned this at Mercury Interactive.

What is your motto?

In business you frequently are forced to make decisions that are on the borderline of integrity and ethics. The most important thing is to be on the right side.

Which living person do you most admire?

Steve Jobs. The whole world has benefitted from his personal style of innovation. I also greatly admire Jeff Bezos. He has shown a rare ability to continue to innovate from within a large corporation. Amazon started as a book company, then it became an etailer and a Web services company before introducing the Kindle.

What are you passionate about?

Building a next generation business and defining an entirely new business category. Creating wealth for the people around me. And football: I’m a big Seattle Seahawks fan. If I weren’t doing this I would be working in the football industry.

What motivates you?

Winning.

What was your first paying job?

Washing dishes at a restaurant.

What do you like most about being an entrepreneur?

The ability to control your own destiny. I would always bet on myself.

What do you like least about being an entrepreneur?

The constant scrutiny.

If you could change one thing about yourself, what would it be?

I wish I could be more trusting. It comes down to skepticism and paranoia.

What do you consider your greatest achievement?

The greatest achievement is in front of us not behind us.

What is the last book you read?

The Lincoln Lawyer by Michael Connelly.

What advice would you give other entrepreneurs on how to build a great business?

Of course it is important to find out what your customers want but it is more important to know what they will pay for. The only way to know if your customers really value something is if they are willing to pay money for it.

Never underestimate the power of the team around you. Bad teams can take a great market opportunity and turn it into a failure. Great teams can take a mediocre opportunity and turn it into a success.

*This interview was conducted by Erika Brown Ekiel.

Announcing Citrus Lane

I’ve been at Greylock 6 months now, and have a bunch of learnings and observations I’ll start sharing on the blog soon!

But in this post I’m really happy to share that the first investment that I’ve led is in Citrus Lane — an investment we made a few months ago.

 

Citrus Lane is a modern subscription e-commerce company that’s focused on getting awesome, healthy, useful & delightful products to young families. They launched their site and products last week. :-)

I’m really, really excited to be involved with the company.

I’m exited about the category: subscription commerce is coming like a freight train; we’re in a period where the way we buy products and services is changing dramatically and quickly. The comprehensiveness of Amazon’s offerings and the ubiquity of the modern logistics chain have paved the way for more thoughtful, curated, unique offerings to consumers, highly targeted by interest, lifestyle and personal tastes.

I’m excited about the particular sector: as a family with a kindergartner, I’m acutely aware of how you go from month to month never knowing whether you should be doing better taking care of your children, thinking there must be better ways to do things and better products. It’s obvious to me that we’ve made product and process decisions that will last for years. And it’s super obvious that young parents, and especially moms, control trillions of dollars of product decisions.

And I’m particularly excited to work with the CEO & Founder, Mauria Finley. I’ve known Mauria for more than 15 years — she’s a Stanford-trained Computer Scientist with a particular expertise in product design, and has held product leadership roles at Ebay, PayPal, Good, AOL and elsewhere. She’s fantastic, and a highly motivated first time CEO. She’s been great to work with so far and I think will continue to be tops.

She’s putting together a very interesting team that includes Claire Hough, her co-founder & CTO — previously of NexTag, Blue Martini, Netscape, Napster and more.

So they’re launched! Go take a look and see what you think. Watch this space (and follow them on Twitter!). :-)

[PS -- I've done several other investments, but they've been from our Discovery Fund, which we typically don't announce publicly unless the companies really want us to. This is somewhat different in that I'm on the board of directors and it's a more significant level of investment.]

–John

  John Lilly is a partner at Greylock Partners and former CEO of Mozilla.

 

 

 

Three Steps To Building The Right Audience Through Email

Many people (including me) have written about why it makes sense for business marketers to invest in producing high-quality, original content. But no author wants to pour his heart out, hit “send” and then hear nothing but crickets.

Once you’ve mastered the art of writing compelling email content, you need to get distribution. There are three steps to intelligently building your email following: promotion, deliverability and optimization.

Get some love from your audience

Step #1: Promotion

Distribution starts with making it easy for people to sign up to receive your emails. Sounds obvious, right? Yet most websites don’t promote their email newsletters in even obvious ways.

Check out your site and see if you’re promoting your email newsletter in the right spots. You might be surprised by what you find. A few basics you should have in place:

  • Put an email capture box on either the upper right or lower right corner of your home page and consistently throughout your site.
  • Provide sign-up opportunities on user profile or account management pages.
  • Offer this again at checkout and in transaction confirmation emails.

Social media is email’s friend, not foe. Promote your email newsletter content on your Twitter feed and Facebook page so that people who are following you can get a taste for the type of content you provide in emails. Build your email distribution through social channels by making sure your subject lines are conducive to sharing through Facebook and Twitter. Your subject lines should be short, creative and interesting (a few examples: “Ditch the denim and show some leg;” “What I learned about how the real estate industry really works;” “When bad companies do good things”). Pithy subject lines are fodder for tweets.

Encourage email subscribers to like you on Facebook and follow you on Twitter. Several major ISPs are starting to rank emails within in-boxes based on social media signals. At some point your email will likely be prioritized up in consumers’ in-boxes if they’ve opted to connect with you through Facebook and Twitter.

Martin Lieberman writes a great blog about email marketing for Constant Contact. His writings have informed my thinking about email promotion and other topics. More from Martin and team can be found here.

Step #2: Deliverability

You can grow your email list through on-site and social media promotion but a large list won’t matter if all those potential customers aren’t getting your emails. Unlike the U.S. judicial system, ISPs presume all emailers are guilty (of SPAM) and need to prove their innocence. And ISPs are becoming even more stringent in trying to protect users from the deluge of unwanted messages overwhelming in-boxes.

Deliverability starts with making sure you’re white-listed across the key ISPs, including Gmail, Yahoo, AOL and Hotmail. You can do this directly if you’re operating at scale, or you can use a third party email service provider such as Responsys, ExactTarget or Constant Contact. You should manage to a 98% deliverability rate or higher (this means 98% of the emails you send are being received by users).

The other component of deliverability is formatting and display. You should know what your emails look like across different ISPs, browsers and mobile.

Deliverability can also vary by individual message. One early stage startup we’re invested in recently sent out an entertaining Viagra-focused video to their email subscribers. The video was hilarious, but unfortunately none of the company’s customers got the joke. Using “Viagra” in the subject line got the note tripped up in ISP spam filters.

Size matters–but only partly. If you focus too much on list size versus list quality, you’ll not only damage your relationship with customers, you’ll also shoot yourself in the deliverability foot. You should be clear on the email sign-up page how often subscribers will receive a message from you and make opting out an easy one-click process instead of a Mensa test.

It’s also important to actively manage your list and remove people who aren’t responding. Over the course of a year, a meaningful volume of your email will go to dead email addresses, and you should process and scrub these bounces out right away. Some ISPs are starting to use engagement stats like open rates as a factor for determining how reputable different email senders are and therefore where in a recipient’s inbox a sender’s message should go.

If you called a woman fifteen times in a row to ask her on a date and she never called you back, you’d stop calling right? The same applies to email. If someone hasn’t opened any of your emails in the past three to four months, you may want to remove him from your list.

Des Cahill, the former CEO of an email marketing company and an email marketing adviser to companies, is quite thoughtful on the subject of deliverability and beyond. Check out his blog here.

Step #3: Optimization

You should set up a few core metrics to track and optimize, including open rates, click-through rates and churn. Through cohort analysis, you can follow the trending click-through and transaction rates of a group of users who signed up in a particular month through subsequent periods, and then also compare how that group’s level of activity and attrition stacks up relative to previous groups of users.

Pete Sheinbaum, the former CEO of Daily Candy, shared a useful email scoring metric with me. By focusing on ensuring at least a 10-to-1 ratio between positive actions they want users to perform (click-throughs) versus negative actions (unsubscribes), companies can be conscious of monitoring both the good and bad results of each email sent.  So if one customer unsubscribes to a test email, you should effectively deduct ten click-throughs from your internal scoring. If that causes you to fall below your goal, pull the campaign.

In addition to tracking core metrics, there are a few ways you can optimize your communications to make sure the right message gets to the right person in the right way. Core optimizations include:

Segmentation: To whom are you sending the email? Send an email to the wrong segment of your file, and it may not matter what you say: your metrics will stink. While some traditional marketers obsess about creative, the biggest needle mover on performance is good list segmentation. Email marketers are increasingly segmenting their customers into buckets based on behavior (i.e. what they’ve clicked on, viewed or purchased) and are targeting communications accordingly.

Product: Are you offering a deal? If you’re an e-commerce company, what product are you showing? Does it look good?

Creative:  The copy and design in the body of the message matter. But more importantly, do you have the right subject line?

Timing: Are you sending at the right time of day and day of week, and with the right frequency? A nuanced approach is to alter email frequency for different customer segments. Perhaps your more active and engaged customers hear from you more often. You could also give customers the option to “opt down” or “opt up” in terms of frequency rather than just opting out altogether.

Email is still one of the most effective ways for you to build relationships with your customers. If you take a smart approach to building your audience, it can pay off big-time.

*Disclaimer: Greylock Partners is an investor in Constant Contact.

*This article also appeared on Forbes.com.

-James

James Slavet is a partner on the consumer technology team at Greylock Partners. James’ investments include Auditude, Groupon, High Gear Media, One Kings Lane, Redfin, Revision3 and TellApart.

The Entrepreneur Questionnaire: David Ulevitch, Founder and CEO, OpenDNS

OpenDNS provides security and infrastructure services that make the Internet safer, including cloud-based Web content filtering and DNS-based malware and botnet protection. The service enables businesses to reduce costs, enforce Internet-use policies and secure their networks from online threats, and allows millions of consumers to have a safer, faster Internet experience.

David Ulevitch, CEO and Founder of OpenDNS

Describe your business in 10 words or fewer.
OpenDNS is the safest way to navigate the Internet.

What is the big idea behind your business?
DNS (domain name system) is a protocol you use any time you use the Internet, whether you are casually surfing or reading, shopping or IM-ing your friends. No one has innovated in this area in 30 years. We are adding reliability, speed and safety to it.

How did you come up with the idea for OpenDNS?
Prior to OpenDNS I ran a company called EveryDNS. We provided a different type of management service to people who owned domain names. We became very good at getting rid of spammers and phishers, however we found that those scammers would just move onto another service after being kicked off mine. With my next company I wanted to have the biggest impact possible. We flipped the problem on its head and fixed it so that no matter who is hosting the website, people have control over their own safe Internet experience by using OpenDNS.

Why are you excited about the future for this company?
We serve 1% of the world’s Internet users and we see much larger opportunities in front of us. When you reach a milestone, your horizon of what’s possible grows.

Why did you become an entrepreneur?
Entrepreneurs are always skeptical of the status quo. Whether in school, inside a large company or starting their own venture, entrepreneurs are never satisfied—they are always looking for ways to do things better, safer, faster, cheaper. In that way, I’ve always been an entrepreneur.

What was the most difficult lesson you have learned as an entrepreneur?
Building a successful team is one of the most important and most difficult things you can do as a founder. There are a lot of people who are capable or smart but they may not be great inside your company. It goes both ways. I was fired as the CEO and later rehired. That was a trying experience. I had everything I loved riding on this company. A lot of founders who find themselves in that situation get emotional because they feel like someone is trying to kill their baby. I learned to not be emotional and did everything I could to make it successful. Knowing people make decisions based on the best information they have at the time I remained unemotional and earned my job back. You never know when the tables will turn.

What has surprised you about being an entrepreneur?
It turns out that the difference between being very successful and being marginalized is very thin. If you do just a few things wrong you can be marginalized very quickly. In school you can get nine A’s, fail a test and still get an A in the class. In business you need to get it right every time. You can’t just work harder to make things better. You need to be flawless.

What five adjectives would you use to describe yourself?
Positively disruptive, innovative, compassionate, a good listener, decisive.

What values are important to you as an entrepreneur?
Honesty. It is key to setting and meeting expectations and goals. That includes clarity in communication. When you screw up you need to tell people, whether it’s customers, employees or the public. Commitment is also critical. A startup is a marathon. You need to be in it for the long haul.

What is the best business advice you’ve ever heard?
Be accountable.  Set goals and achieve them.

What is your motto?
Talk is cheap. :-)

Which living person do you most admire?
Steve Jobs. He has disrupted a number of industries, including music, movies, phones, mobile and PCs. He is myopically focused on delivering the best customer experience possible.

What are you passionate about?
I like the idea of using technology to make the world a better place. In the last 50 years I don’t think anything has brought more wealth to the world or helped more people than technology.

What motivates you?
Guilt. :-) If I make an obligation to someone, I will do it. I don’t like the idea of letting customers, employees or shareholders down. I want to leave the world better than I found it.

What was your first paying job?
I worked at a small Internet service provider the summer after eighth grade doing tech support. I learned how to program and use UNIX servers.  I’ve had paying jobs ever since, even in college.

What do you like most about being an entrepreneur?
The opportunities are limitless and there are no constraints around you. You can make perception a reality. A dreamer just keeps it in their heads; an entrepreneur makes it happen.

What do you like least about being an entrepreneur?
If I had to pick a downside I guess I would say that being an entrepreneur is a lonely job. Not a lot of people know what you’re going through and can relate.

If you could change one thing about yourself, what would it be?
I’d like to be in better shape.

What do you consider your greatest achievement?
Building a sustainable business around a service people really like. I’m also proud of the fact that everything I’ve ever done has been innovative and disruptive. I avoid doing things others have done.

What is the last book you read?
I just started a book called Eat People by Andy Kessler. He is a phenomenal writer. The book is about the characteristics of entrepreneurship. One of my favorite books is Bread and Wine. It talks about following your convictions and beliefs versus simply following the law of the time.

What advice would you give other entrepreneurs on how to build a great business?
There are lots of great ideas. What sets great companies apart is their ability to execute. Build the best team possible. Get rid of the ineffective people. Bad employees are like a cancer. Once you get rid of people who are a bad fit, everybody else bounces up 20 feet. Once you give up helping someone improve, it’s over. They won’t magically get better.

Make your team feel like they have ownership and are invested in the success of the company. If you can do that successfully all of the decisions they make will be in the best interest of the company.

As a leader you need to be good at compartmentalizing things. You can’t drag one issue into another.

This interview was conducted by Erika Brown Ekiel.

How to Write Emails Your Customers Will Actually Read

Consistency is key: Don't be Sarah Silverman on your website....

Most businesses are dazed and confused about email marketing. I’m not talking about old school offline businesses. I’m talking about new school online start-ups. They’re completely dialed into social media marketing through Facebook and Twitter, but are under-investing in or misfiring on their email programs.

Private sale and local deals companies have figured out how to make some customers actually look forward to their email messages. These companies have built breakout businesses on the back of email. You don’t have to be in the private sale or local deals space to build your business through email. There are lessons other companies can learn from the email mechanics these companies have adopted and refined.

It’s not easy to stand out among the noise and clutter of the in-box. It’s like standing on the side of the highway in your underwear holding up a small, handwritten sign, hoping the cars whizzing past will read your message.

A few general industry stats to make you feel worse before you feel better: Eighty percent of commercial emails don’t get opened. Ninety-five percent of commercial emails don’t get clicked on. Half of all mailing list churn comes from people unsubscribing to a specific email sender–the other half comes from people periodically swapping out their email addresses. So if you think you’re standing still in building your email audience, the bad news is you’re actually shrinking.

...and Margaret Thatcher in your emails (photo credit Getty Images)

In spite of the challenges, email is still one of the most effective ways to attract and build customer relationships. Most marketers will tell you that their email subscribers are more engaged and more likely to convert to transactions than their Facebook fans or Twitter followers. Billions of dollars of transactions and value flow through email.

Building your business through email starts with writing content that your customers want to read. There are three elements to crafting good email content: subject lines, voice and timeliness.

Headlines Matter

Newsmen know this better than anyone: Headlines matter.  People decide in a few seconds or less whether they’ll open your email. So if your message doesn’t instantly attract, you’ve missed your chance. Subject lines should be brief, so that the recipient’s email client does not cut them off. And subject lines should also be social media friendly. When your email is shared on Facebook or Twitter, it’s the subject line that will most likely double as the status update.

  • Subject lines should be attention getting and action oriented. They should lure the reader to want to see what’s inside (“Fried chicken that tops the Colonel’s”) in a way that is not misleading (that chicken had better be good!).
  • Putting a number in your subject line makes what you’re saying quantifiable and gives readers a sense for what benefit they can expect from taking the time to click through (“Only four seats left!”).
  • Inserting a few recognizable and appealing consumer brands also helps to drive click through rates (“70% off DC Comics and Skechers”).

There is art involved in getting the subject line right, but there is also science. Subject lines lend themselves well to A/B testing. You should experiment with alternative approaches and see what generates the highest rates of click-throughs and conversions.

Martin Lieberman writes a great blog about email marketing for Constant Contact. His writings have informed my thinking.  I recommend you check out more of his stuff here.

Have A Voice

I recently caught up with my friend Pete Sheinbaum, who led the godfather of email businesses, Daily Candy, as CEO until early 2009. Daily Candy was to functional and entertaining email copy what Albert Einstein was to the field of quantum physics. “We wanted to have a voice, a personality – be useful, quirky and interesting,” said Sheinbaum. “We always felt that while our readers might not act on every one of our e-mails, at least we made you smile.”

Not every e-mail pitch has to be hilariously funny, but something about it has to give people a reason to welcome your e-mail into their crowded, noisy in-boxes. Otherwise, people will unsubscribe, label your e-mails as spam, or just let the message die, unopened, in their in-box backwash.

Totally commercial content becomes transparent to the consumer, and readers will quickly tire of content that is generic. Martin Lieberman from Constant Contact said it well when he said that you want to “make your customers want to date you.”

Don’t underestimate the value of hiring a great writer. It’s essential to bundle your useful information in a package of personality. It pays to keep it light–yet smart, funny content isn’t easy to create. In its early days, Groupon hired stand-up comedians as copywriters.

The same company should not sound like Sarah Silverman on its website and Margaret Thatcher in its emails. You first need to understand what your brand identity is and then stay true to that identity across all your channels of customer communication, including email, website, Facebook and Twitter.

Don’t Be Needy; Be Timely

It’s also important to be thoughtful about how often you communicate and about what. Don’t be too overbearing or too distant. If you communicate too often you risk wearing out your welcome. Too infrequently and you risk your customers forgetting about you.

While the daily deal and private sale companies are an exception to this rule, most email marketers send messages weekly, with occasional additional emails tied to special occasions. Given that you’re pushing information to people, it’s smart to send them information they might not otherwise have known about, something that has changed, or something that they might want to know about first–similar to the way smart mobile apps send push notifications. For example One Kings Lane alerts customers that a sale is on, Expedia notifies customers about fare changes to popular destinations and Mint sends personalized updates to customers on the value of their financial portfolios.

The key question to ask yourself before hitting “send” on that customer email: Is what I have to say useful and new?

Getting the content right is a necessary but not sufficient step to making email marketing work. I’m going to follow up with additional thoughts on the mechanics of growing your email list and driving email customer engagement.

*Disclaimer: Greylock Partners is an investor in a number of companies mentioned in this post: Constant Contact, Groupon, Facebook and One Kings Lane.

*This post also appeared on Forbes.com.

-James

James Slavet is a partner on the consumer technology team at Greylock Partners. James’ investments include Auditude, Groupon, High Gear Media, One Kings Lane, Redfin, Revision3 and TellApart.

Welcome to the New Greylock Partners Website!

Check out the new Greylock Partners website! With this launch, we’ve worked hard to make things as simple as possible while still giving visitors the important information about our companies and our team that people might need in order to make the best decisions about whether we are the right partner for them:

  • We partner with some of the most amazing entrepreneurs in the world, on some of the most disruptive companies in history.
  • We’re a team of founders and operators with deep experience in enterprise and consumer technology who are product people at heart.

And that’s it, that’s the whole site. We’ve gotten rid of all the other stuff.

As you take a look around the site, hopefully you’ll see those two themes reflected throughout, in a very simple, straightforward, and easy-to-use way. Here are a few things to check out:

  • Our Consumer & Enterprise sections, with easy links to the relevant companies, sub-sectors and partners.
  • The Companies page, with live filtering by sector, status and partner. It lets you see very quickly which companies we’re involved with.
  • Our Team page and Bios, with in depth profiles, media, and links to the web presences of our team.

So take a look, see what you think and let us know.

If you are on the go, check out our mobile site. It is a different experience, designed to make it easy to get to the information you need when you’re out and about.

Again, welcome!

—John Lilly

  John Lilly is a partner at Greylock Partners and former CEO of Mozilla.

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