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Saturday, June 25, 2016

Tough News: We’ve Made 10 Layoffs. How We Got Here, the Financial Details and How We’re Moving Forward

If you are looking for a professional writer, both fiction, and nonfiction, please contact richard.nata@yahoo.co.id

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Tough News: We’ve Made 10 Layoffs. How We Got Here, the Financial Details and How We’re Moving Forward

The last 3 weeks have been challenging and emotional for everyone at Buffer. We made the hard decision to lay off 10 team members, 11% of the team. I’d like to share the full details of how we got here, and the way we have chosen to handle this situation to put Buffer in a healthier position.
I believe most startup founders are, by nature, optimistic. We want to solve problems and we believe in going from nothing to something. The attitude of most successful founders is that something previously unproven can be made a reality. Most of us have experienced doubt and skepticism and have pushed through it.
Optimism has seen us through a lot of mistakes at Buffer, like the countless new features and products we spent months building only to realize we need to scrap them. Content suggestionsand our Daily iOS app are just a couple.
But after a certain point in a company, the mistakes we make don’t just affect the product features. They affect people’s lives.
And no amount of optimism could prepare Buffer for last Monday, when we had to tell 10 talented teammates that their journey with us was over.
It’s the result of the biggest mistake I’ve made in my career so far. Even worse, this wasn’t the result of a market change—it was entirely self-inflicted.

We moved into a house we couldn’t afford

In short, this was all caused by the fact that we grew the team too big, too fast. We thought we were being mindful about balancing the pace of our hiring with our revenue growth. We weren’t.
One of our advisors gave us an apt metaphor for what happened: We moved into a house that we couldn’t afford with our monthly paycheck.
In the past we’ve gotten ourselves out of these situations by growing our revenue faster. We’re optimistic as cofounders, and we believe in Buffer. One such occasion was back in 2013 when our growth slowed slightly and we started to burn cash rather than be cashflow positive. This was when we quickly launched Buffer for Business, and this turned the situation around.
We know that we have many untapped opportunities for growth. This time, however, we simply weren’t able to trigger growth fast enough. We came to the realization that we had to solve the crisis with something tangible and immediate.
The fact is, the challenge that I created has now irrevocably changed people’s lives. I put the company in this position. I had poor judgement and took the wrong actions in many different areas.
Especially at this time, I want to try to live our value of transparency and share everything about the big mistakes we’ve made, the tough changes we’ve decided upon as a result, and where we go from here.

Reflecting on the last year

Over the course of the last year, Buffer went from 34 to 94 people.
We had just come out of a long experiment with self-management, where we fully leaned in to adopting concepts similar to Holacracy, where a company is run with no managers. Ultimately, we decided that we hadn’t been able to make it work. During this period, our team size didn’t change while our customer base kept rising. As we emerged, Leo and I had a long debrief and decided to embrace the ambition we have for the company, and grow significantly in order to serve customers.
Reflecting on it now, I see a lot of ego and pride reflected in that team size number.
Although I know rationally that the size of the team is not something to celebrate, I feel that I slipped into that harmful mindset quite a bit over the last year. Not everyone is familiar with growth metrics like monthly recurring revenue, but team size is easy to understand. Sometimes it impressed people when I told them how big the company was, and I was proud to share it.
Through this experience I’ve learned to re-focus on what truly matters. Our values and mission are so much more valuable than the size of the team. Now I am reminded that working towards our vision and creating great experiences for customers is what matters, and we should strive to do that as efficiently as possible.
It took us quite a while to realize that we had swung the pendulum too far in the opposite direction. We have a bias toward action at Buffer, and believe that moving fast and being bold are important.
It’s also taken most of the last year for Leo and me to understand how to truly work well as cofounders of a growth stage company rather than a startup. The journey we went through to understand each other involved many tough moments, difficult conversations and healthy conflict.
Ever since we grew beyond a small team (around 20 people), Leo and I have arranged ourselves as CEO and COO by splitting the company, and focusing on the areas we felt strongest in. It felt natural and it is how many cofounder pairs choose to run their company. In our respective areas, we were trying to “do it all,” both of us being editors (focused on vision, the why and details) and operators (focused on setting goals, creating results and moving fast).
The previous structure of splitting the company didn’t allow us to dig in as deeply as we needed to in order to spot what was ahead of us.
It took us some time to realize that my strength is as an editor and Leo’s is as an operator. We’re now both working across the whole company, applying our strengths to bring both forward motion and attention to detail.
We’ve made mistakes like this before—lots of them, in fact. But in the earlier days we were mostly building a product. Now we’re building a company, and the calls we make involve people’s lives.

The key mistakes we’ve made

In hindsight, we made some key mistakes with our hiring and costs. The overall theme is that we weren’t attentive enough in using a financial lens on every decision we made.
In greater detail, here are some of the elements that led us to this point:
  • Over-aggressive growth choices: In Q4 of 2014 and the first half of 2015, our pace of growth started to slow a little. This is a somewhat natural aspect of a reaching higher levels of revenue—it’s hard to keep growing a larger number at the same pace you once were able to. We were in a healthy financial position and chose to put our foot on the gas. In hindsight, Leo and I were too aggressive with that change and would have put Buffer in a better position if we had gradually increased our pace, rather than triggering such drastic growth efforts.
  • Lack of accountability: In a 10-person company, everyone wears many hats. In a 500-person company, almost everyone is specialized and decision makers are clear. What’s often not talked about is the transition from generalists to specialists. That transition has been messy at Buffer. Especially in areas we know less about, like finance and HR, we haven’t brought on board experts soon enough. As a result, some things have fallen through the cracks and we’ve gotten a lot wrong.
  • Trust in our financial model: We’ve made several changes to our forecasting models recently that have shown us some areas are weak. We now realize our models are quite imperfect. We have a lot of work to do to get to a place where we can truly trust that we have all the correct information needed to make good decisions.
  • Explicit risk appetite: We previously had never established what a “healthy bank balance” was, nor whether Buffer had to be profitable or could burn a bit of cash. Once we made the decision to work back towards profitability, we began to understand the depth of our situation.
  • Over-enthusiastic hiring: In many areas, we grew the team more than was truly necessary for the time, more than was clearly validated. We hired a full customer success team in anticipation for going more up-market, which we then didn’t move on quickly enough from a product perspective.
  • Team restructuring: We restructured our product teams, choosing to have product managers go deeper in product disciplines such as tech, user experience and data analysis. This shift back to embracing more generalization meant that we didn’t need as many specialists.
The result of these mistakes and getting full clarity on our financial situation was that despite having $1.3m in the bank, we were rapidly trending towards zero cash within 5 months.

The changes we’ve made to recover

With our spending exceeding our revenue, we knew we needed to make some changes now to avoid an even bigger problem down the line.
We explored many scenarios to move forward. In the end, these are the cost-saving measures we decided to take in order to recover:
  • We made 10 layoffs in order to recover to a healthier financial position. Savings: $585,000
  • Both Leo and I have taken a salary cut of 40% until at least the end of the year. Savings: $94,000.
  • Leo and I are committing $100k each in the form of a loan at the lowest possible interest rate, with repayment only when Buffer reaches a healthy financial position. Savings: $200,000.
  • We adjusted the loyalty portion of our salary formula. Each teammate previously got a salary bump of 5% on their year anniversary with Buffer. Now it’s 3%, applied for everyone who has been with the company longer than a year. Savings: $74,000.
  • We’ve discontinued two perks (with the hopes of bringing them back in 2017, if we are able):
    • A health & wellness grant of up to $100 per teammate per month. Savings: $49,000.
    • An annual vacation bonus of $1,000 per teammate and $500 per dependent. Savings: $52,000.
  • We canceled our upcoming team retreat to Berlin. Savings: $400,000.
  • We cut our sponsorship budget through the end of the year. Savings: $75,000.

The toughest change: We made layoffs and said goodbye to 10 teammates

I wanted to share more about the tough decision to make 10 layoffs in order to recover to a healthier financial position.
Leo and I deliberated in 5-hour meetings each day for days on end with the other members of our executive team, Carolyn and Sunil, as we called in advisors and counsel to help us understand the best way to make these tough choices.
No matter how much we deliberated and how much we thought about it, the gradual and terrible realization we came to was that it came down to people.
Salaries are more than 80% of our expenses, and we would have to impact team members to get back on track.
The layoffs we made equal savings through the end of the year of $585,000, or an extra $100k in the bank every month. This is a crucial amount to help us steer clear of further financial troubles.
These 10 people have all done stellar work for Buffer. With our culture of bringing our whole selves to work and seeing team as family, with shared values we live by, this process has been especially difficult. Many team members are close friends with those whom we said goodbye to last week.
These were not performance-based changes. Instead, we found roles that we felt we could remove entirely, and other roles where we could operate with fewer people.
We used a specific methodology that centered on a “last in, first out” approach in order to avoid any bias in selecting individual teammates.
layoffs-methodology
We’re planning to do everything in our power to help these awesome people on the next step of their journey, including 3–6 weeks severance based on time spent with Buffer, 3 months of full healthcare coverage, and recommendations and introductions to other companies.

Our present financial state and future goals

Altogether, these changes bring us to a total savings of $1.5M through year end.
With the cuts we’ve made, the projection for our bank balance from June through December 2016 changes dramatically and puts us in a position to make a full recovery.
bank balance over time
We are excited to return to profitability, and I’m confident about the path we’re on now. Our bank balance is currently $1.3M, and this will help us grow it back to $2.1M by January 2017.
While these changes are hard, this isn’t a slow-down. This is an execution mistake and isn’t related to market changes or loss of revenue stream.
Our revenue continues to grow consistently, and at the time of this writing we’ve crossed $875k in monthly recurring revenue: $10.5 million annual recurring revenue.
monthly recurring revenue
I feel that repairing the mistakes we’ve made will position us to be leaner, stronger and focused on the right areas going forward.
Part of the learnings we’ve had and advice we’ve received here has been around what a healthy bank balance looks like as a company reaches new stages of growth. The overall consensus we’ve observed is that it is healthy for a company to have 5–6 months of expenses in the bank. Another approach Jason Lemkin shared with me is to aim for 50% of annual recurring revenue in the bank:
With this experience, we’re now committing to moving towards this ideal. For us in our current situation, this means moving towards $4–5 million in the bank. We’re aiming to return to profitability and work towards reaching this goal mid-2017. We may look at venture debt as a way to help grow the bank balance, while still remaining profitable.

Why we’re choosing minimal fundraising and profitability over the traditional Silicon Valley path

In many ways, we chose this path and put ourselves in this position. It’s been entirely our decision to operate primarily based on cash flow and profitability rather than fundraising.
We know other companies who have similar cash flow situations to us but have raised $20–30 million in funding. These companies, which are the more normal path in Silicon Valley, have chosen to operate in a way where they have a high burn rate resulting in a limited “runway” between each fundraising. Generally startups aim for 12–18 months runway from a round of funding.
The traditional fundraising path has deliberately not been the way we have chosen to operate, and so in situations like this we choose not to use fundraising to solve the challenge. We view fundraising in a different way, more of an enabler than something we want to be fully reliant upon.
This has some implications on the true growth rate we can expect, yet it has significant benefits we feel in terms of the freedom we have to experiment not only with innovation in products but also in the way we work.
This way of operating feels integral to our vision and culture, yet it is also what has put us in this crisis.
We chose not to raise funding to solve this where other companies might have. We expect further fundraising to be in our future, however we would like the company to be completely healthy from a financial standpoint, so that we can raise funding on terms we feel fully happy about, and so that we can always walk away if we feel that is better for Buffer.
Although this is a difficult situation to be in, in many ways it is still a proactive correction. We would rather uncover these cash flow issues early and work through them now. Tens of millions in the bank could have masked this problem.

What does this change for the team?

I can already identify a lot of things I would have done differently in sharing this tough news.
Now that our team is quite a bit larger, we struggled with how much of this to burden them with when they couldn’t take any action to change things. I don’t feel that we fully lived up to our value of transparency, specifically to share early in order to avoid a big revelation later.
As a result, our team was understandably surprised by the changes we’ve made, especially the loss of teammates and friends.
There’ve been lots of questions and plenty of healthy discussion around feelings of guilt, sadness and fear. We want everyone to keep reflecting and communicating as much as they need.
While we heal and recover, we want to focus on getting back to a financially healthy position and making Buffer a sustainable business in the long run. This means a closer lens of finance on everything we do. Additionally, we want to challenge ourselves to improve in these specific areas:
  • Adding to our finance/accounting team: We plan to grow our finance team with the addition of someone quite senior who can help us understand all that we don’t know and get us to solid financial footing.
  • Catching up on housekeeping: We’ve got some internal auditing to do to make sure our processes have grown along with our team, and there’s quite a bit of legal/accounting catch-up to be done.
  • More financial oversight for teammates: So far in our journey, we’ve tried to stay lean as far as internal process and rely on the advice process for decision making. At our current, larger size, it might be time to remove the burden of the money part of things from teammates by providing more explicit oversight. For example, checking with Finance before spending more than $500.
  • Next retreat in early 2017: Retreats are such an important element of our distributed team, and it’s disappointing to have to cancel our upcoming opportunity to be together. We are, however, still planning on a team retreat in early 2017. This has been fully budgeted for in our recovery plan. Meanwhile, we’re exploring adjusting our retreat approach by reducing the frequency of the whole-company retreat, and complementing that with smaller team- and area-based retreats. We’re looking at these changes with a disciplined financial lens.

Thank you to the community for your support

Throughout this tough time for Buffer, I’ve been truly blown away by how supportive the startup community is.
We’ve worked through this with advice with help from so many advisors and friends of Buffer. I owe a debt of gratitude to Kanyi and Craig from Collaborative Fund, Dharmesh from Hubspot, Gokul from Square, Steven from A16Z, Hiten from KISSMetrics, Ryan from Product Hunt, and Danielle from Mattermark.
Their advice has been invaluable to us throughout this process and reminds me again how lucky we are to have a strong community we’re able to ask for help.
It’s our privilege to learn from our advisors, friends and community every step of the way as we share our journey – the highs as well as the lows. Right now more than ever, I’m keen to keep sharing and learning.
I’d love for you to hold us to a high standard, ask us the hard questions and hold us accountable to keep improving and sharing.

What’s next for Buffer

I’m truly sorry for the disappointment and anxiety I’ve caused, and for creating this difficult situation for the team. I personally feel this is a big mistake for me to make as CEO, and I take full responsibility.
I’m confident that we’re taking the steps we need to recover from this as quickly as we can and get back to a financially healthy position.
Our goal is to achieve $20M annual recurring revenue over the next 12-18 months, and we are doing everything to do so sustainably and with the right team.
While we make changes internally, we’re working hard on improvements to the Buffer platform, including launching Buffer for Instagram and many more new features.
Growing to well over 50,000 paying customers, I believe more than ever that Buffer has a clear role to play in bringing about the change we wish to see in the world: to give businesses and individuals a greater voice for the good they’re doing, and to do it while innovating around company culture and striving to inspire others to have joyful workplaces.
I’m in this for the long haul, and I’m excited to transform this mistake into a big learning moment to help us continue our journey.
I know there might be a lot of questions and thoughts following this news, and I want to honor that. Please share anything that you’re feeling—we’re listening. Drop us a note in the comments and myself or someone else in the team will get back to you quickly.

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Resource: https://open.buffer.com/layoffs-and-moving-forward/


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Berapa sih nilai dari blog gue DALAM DOLLAR  ? http://richardnata.blogspot.com/2015/04/berapa-sih-nilai-dari-blog-gue-dalam.html


Need a professional writer? Fiction and non-fiction? contact richard.nata@yahoo.co.id
Let me introduce myself. My name is Richard Nata. I am an author, novelist, blogger and ghost writer. My articles, including short stories have been published in magazines and newspapers since 1994. I have written a lot of books, both fiction and non-fiction. So I was a professional in the field of writing, both fiction and non-fiction.

I was born in Jakarta, August 17, 1968.  

In 1988, at the age of 20 years, I started working as an accounting staff. Age 24 years has occupied the position of Finance Manager. Age 26 years as a General Manager.

In 1994, my articles published in magazines and tabloids.

In 1997, I wrote a book entitled "Buku Pintar Mencari Kerja". This book is reprinted as much as 8 times. Through the book, the authors successfully helped tens of thousands of people get jobs at once successful in their careers. They were also successful when moving to work in other places.

In 1998, I started investing in shares on Bursa Efek Indonesia (Indonesia stock exchange). As a result of investing in the stock market then I can provide consulting services for companies that want to go public in Indonesia stock exchange.

more information :
1. IPO KAN PERUSAHAAN ANDA DI BEI, TRIK TERCEPAT MENJADIKAN ANDA SEORANG KONGLOMERAT. brand, ideas, story, style, my life: IPO KAN PERUSAHAAN ANDA DI BEI, TRIK TERCEPAT MENJADIKAN ANDA SEORANG KONGLOMERAT.
2. JASA KONSULTAN GO PUBLIC ( IPO ) DI BURSA EFEK INDONESIA. 


BUKU PINTAR DAPAT KERJA GAJI TINGGI PINDAH KERJA GAJI SEMAKIN TINGGI made by retyping the book BEST SELLER of the author, entitled “Buku Pintar Mencari Kerja”. This ebook available on google play.

In 2015, I had the idea of a startup company where the readers can decide for themselves the next story. WASN'T THIS A GREAT IDEA? IF can be realized WILL BE WORTH billions USD. Because CAN PRODUCE FOR MILLIONS OF DOLLARS even tens of millions USD annually. 

In theory, in 10-20 years into the future, my startup income, amounting to hundreds of million USD annually can be obtained easily. AND IF FOLLOWED BY MANY COMPANIES IN THE WHOLE WORLD WILL THEN BE A NEW INDUSTRIAL worth trillions USD. 

To be honest. Currently I'm not having a lot of money. So I start marketing my startup with blogspot.

My STARTUP :


A story with millions of choices in it - looking investor like you.



Try to imagine this. When you're reading a story on the web or blog, you are given two choices. You can choose the next story based on your own choice. After selecting then you can continue reading the story. Shortly afterwards you will be presented back to the 2 other options. The next choice is up to you. Then you continue the story you are reading. After that you will be faced again with 2 choices. So onwards. The more stories you read so the more options you have taken.


If you feel curious then you can re-read the story by changing your selection. Then you will see a different story with the story that you have read previously. The question now is why is this so? Because the storyline will be varying according to your choice. 


I, as the author is planning to make tens of thousands of articles with millions of choices in it. With tens of thousands of articles then you like to see a show of your favorite series on TV for several years. The difference is while watching your favorite TV series, then you can not change the story. Meanwhile, if you read this story then you can alter the way the story according to your own choice.

You might say like this. Sounds like a book "choose your own adventure". Books I read when I was young.

Correctly. The idea is taken from there. But if you read through a book, the story is not so exciting. Due to the limited number of pages. When a child first you may already feel interesting. But if you re-read the book now then becomes no fun anymore because you don't get anything with the amount of 100-200 pages. 

Have you ever heard of game books?  When you were boy or girl, did you like reading game books? I think you've heard even happy to read it.

Gamebooks are sometimes informally called choose your own adventure books or CYOA which is also the name of the Choose Your Own Adventure series published byBantam Books. Gamebook - Wikipedia, the free encyclopedia
Gamebook - Wikipedia, the free encyclopedia

A gamebook is a work of fiction that allows the reader to participate in the story by making effective choices. The narrative branches along various paths through the use of numbered paragraphs or pages.
Lihat di en.wikipedia.org
Lihat preview menurut Yahoo

Bantam Books with the Choose Your Own Adventure 

series has produced more than 250 million US 

dollars. While I offer you more powerful than the Choose 

Your Own Adventure. Because of what? Because the 

story that I made much more interesting than the stories 

created by the authors of Bantam Books. You will not get anything just to 100-200 pages. While the story that I created is made up of tens of thousands of articles with millions of choices in it.

For comparison are the books published with the theme "choose your own adventure" produces more than 250 million copies worldwide. If the average price of a book for 5 USD, the industry has produced more than 1.5 billion USD. But unfortunately this industry has been abandoned because the reader begins to feel bored. The last book was published entitled "The Gorillas of Uganda (prev." Search for the Mountain Gorillas ")". And this book was published in 2013.

Based on the above, then you are faced with two choices. Are you interested in reading my story is? Or you are not interested at all. The choice is in your hands.
If you are interested then spread widely disseminated this article to your family, friends, neighbors, and relatives. You can also distribute it on facebook, twitter, goggle +, or other social media that this article be viral in the world. By doing so it is a new entertainment industry has been created.

Its creator named Richard Nata.

The full articles that talks about this: 
1. A Story That Surprised The World.  http://richardnata.blogspot.com/2015/03/a-story-that-surprised-world.html
  
WHY DO I NEED STARTUP FUNDS FROM INVESTORS? I NEED A LOT OF FUNDS FROM INVESTORS BECAUSE I HAVE TO LOOKING FOR EXPERT PROGRAMMERS(IT).BECAUSE THE DATA IS HANDLED IS VERY LARGE, IT MAY HAVE TO WEAR SOME PROGRAMMERS(IT).

I CAN NOT WEAR SOME FREELANCE PROGRAMMER BECAUSE THE DATA MUST BE MONITORED CONTINUOUSLY FROM VIRUSES, MALWARE, SPAM, AND OTHERS.

IN ADDITION FUNDS FROM INVESTORS IS ALSO USED TO BUY SERVERS WITH VERY LARGE CAPACITY. FUNDS ARE ALSO USED TO PAY EMPLOYEE SALARIES AND OPERATIONAL COSTS OF THE COMPANY.

FUNDS CAN ALSO BE USED FOR ADVERTISING AND OTHER MARKETING STRATEGIES.FUNDS CAN ALSO BE USED TO ADVERTISE MY STARTUP AND OTHER MARKETING STRATEGIES.

IF I GET A VERY LARGE FUND, THE PART OF THE FUNDS USED TO TRANSLATE THE STORY INTO VARIOUS LANGUAGES.With more and more languages, the more readers we get.
WITH MORE AND MORE READERS, THE MORE REVENUE WE GET. 

AS AN INVESTOR THEN YOU DO NOT HAVE TO FEEL ANXIOUS ABOUT YOUR FUNDS. BECAUSE YOUR FUNDS WILL NEVER BE LOST BECAUSE IN 3-5 YEARS YOU HAVE RETURNED THE FUNDS COUPLED WITH PROFIT.
THIS BUSINESS IS ONE AND THE ONLY ONE IN THE WORLD.

If we can make a good story, so that the readers will 

come again and again for further reading the story then 

our earnings will continue to grow and will never 

diminish. This is due to new readers who continued  to 

arrive, while long remained loyal readers become our 

customers.

So that the number of our readers will continue to 

multiply over time. With the increasing number of loyal 

readership then automatically the amount of income we 

will also grow larger every year. The same thing 

happened in yahoo, google, facebook, twitter, linkedin, 

and others when they still startup.

Deuteronomy {28:13} And the LORD shall make thee the 

head, and not the tail; and thou shalt be above only, and 

thou shalt not be beneath; if that thou hearken unto the commandments of the LORD thy God, which I command thee this day, to observe and to do [them: ]

Try to imagine this. If I give a very unique story. It was the first time in the world. But the world already know this story even liked it. Because the world love the game books. While the story that I made is the development of game books.
Do you Believe if I dare say if I will succeed because my story will be famous all over the world as Harry Potter?
I believe it. Not because I was the author of the story, but because of the story that I made is unique and the only one in the world. 
Income from my startup :
1. Ads. With millions of unique visitors, the price of the ads will be expensive.
2. Affiliate marketing. In addition to advertising, we are also able to put up some banner from affiliate marketing.
3. Contribution of the readers. If you have a million readers and every reader to pay one US dollar per year then you will get the income of one million US dollars per year. 
If you have a million readers and every reader to pay one US dollar per month then you will get as much revenue twelve million US dollars per year.
4. Books and Comics. After getting hundreds of thousands to the millions of readers of the story will be made in books and the form of a picture story (comics).
5. Movies. If we have a good story with millions of readers then quickly we will be offered to make a film based on the story.
6. Merchandise related to characters. After the movies there will be made an offer for the sale of goods related to the characters.
7. Sales. With millions of email that we have collected from our readers so we can sell anything to them.
    Each income (1-7) worth millions to tens of millions of US dollars. 
    Because each income (1-7) worth millions to tens of millions of US dollars. Then in 10-20 years into the future, AI will be earning hundreds of million USD annually.
So how long do you think my story that I made could gather a thousand readers? Ten thousand readers? One hundred thousand readers? A million readers? Five million readers? Ten million readers? More than ten million readers?
But to get all of it of course takes time, can not be instant. In addition, it takes hard work, big funds and placement of the right people in the right positions.
By advertising, viral marketing, strong marketing strategies and SEO then a million readers can be done in less than a year. Ten million readers can be done in two to three years.
This is the marketing strategy of my startup.
When hundreds of thousands or millions of readers already liked my story then they have to pay to enjoy the story that I made.
If you are a visionary then you will think like this.
With the help of my great name in the world of business, my expertise in marketing, advertising, marketing by mouth, viral marketing, then collecting a million readers to ten million readers will be easy to obtain. Is not that right?
The question now is what if people like my story as they like Harry Potter? You will get tens of millions or even hundreds of millions of email addresses from readers. With that much email, we can sell anything to the readers.
Since April 2013, Wikipedia has around 26 million articles in 285 languages are written by 39 million registered users and a variety of anonymous people who are not known from other parts of the world.  Web ranked by Alexa, Wikipedia is a famous website number 6 which has been visited by 12% of all Internet users with 80 million visitors every month and it is only from the calculation of America.

resource : http://www.tahupedia.com/content/show/136/Sejarah-dan-Asal-Mula-Wikipedia

If no Wikipedia then need hundreds of thousands to millions of books required to make 26 million articles in 285 languages into books.

With the Wikipedia then people started to leave to read a book or books to seek knowledge about a subject or many subjects.

The same thing will happen. Read a story in a book or books to be abandoned. Read a story with millions of choices on the web or blog is far more interesting than reading a book or books. 

So what happens next? In 10-20 years ahead then read a story in a book to be abandoned. Otherwise my startup will grow and continue to develop into a new entertainment industry.

New entertainment industry, where I was a forerunner startup will continue to evolve. 
Therefore, in 10-20 years into the future, my startup will be earning hundreds of million USD annually.

So do not delay. Invest your money immediately to my startup. Take A Look. There are so many advantages if you want to invest in my startup.
WHY YOU SHOULD INVEST YOUR MONEY RIGHT NOW? .
IF YOU INVEST YOUR FUNDS IN ONE, TWO OR THREE YEARS INTO THE FUTURE, YOU MAY BE TOO LATE.
BECAUSE IN 1-3 YEARS INTO THE FUTURE THEN I'VE GOT THE FUNDS. THE FUNDS CAN COME FROM SOME INVESTORS, LOANS FROM BANKS OR FROM ADVERTISEMENTS POSTED ON MY BLOG.

IF I'VE GOT A LARGE AMOUNT OF FUNDS THEN I'VE NO NEED OF YOUR FUNDS. SO INVEST NOW OR NOT AT ALL.

My BLOG started to be written January 11, 2015. TODAY, MAY 30, 2015, THE NUMBER OF CLICKS HAS REACHED 56,750. SO FAR SO GOOD.

If I get big funds from investors then with a quick story that I wrote will spread throughout the world.

So I got acceleration because I can put ads in a large variety of media such as Google AdWords, Facebook, and others. I also can perform a variety of other marketing strategies.
If I do not get funding from investors then my story would still spread throughout the world. But with a longer time, Slow but sure.

So either I get funding from investors or not, the story that I wrote will remain spread throughout the world. Ha ... 7x

So don't worry, be happy.

My advice to you is you should think whether the data that I have provided to you makes sense or not .
If my data reasonable then immediately invest your funds as soon as possible.

Then we discuss how we plan further cooperation.
Thank you.
Lord Jesus bless you.
Amen
P.S. The offer letter I gave also to the hedge funds and 

venture capital and other major companies 

in the entire 

world. So who is fast then he will get it.


P.P.S. In addition, there is one more thing I 

want to tell you. If a story can generate tens 

of millions of US dollars, then what if made 


many stories? Then why do not you make 2, 3 or many stories? You will get hundreds of million USD annually. 

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