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Marketing that kind of a product became much more complex as the industry grew, to the point where the advertising cost far outweighed any other cost Smolin: I remember at the time it was exciting because there were no channels of distribution There were no precedents There were no pricing models There was no competition Vanderpool: It was a blank blackboard, fill it out yourself Smolin: So we had to make up our own rules Vanderpool: Yep Smolin: In case of the BidFax, did you have any problems getting that one launched Vanderpool: Well, BidFax had its own defined distribution channel because the guy that came to me with the original idea where there was no concept problem, he wanted to get involved in software distribution himself So I sublicensed the system back to him for distribution, and that s where the $495 came out.

sonality that likes to start things and you don t like an environment that s not starting. We ve kept our doors as desks; we refuse to move from our office; and Monster has been fantastic about leaving us alone. We re just out here doing our thing. We are very lucky, and I still enjoy and want to build a great legacy for Monster. But I won t be here forever. I can t. I m a starter. If Yahoo had acquired us, they would have made us move to Mountain View, and would have made us a widget on a feature on a division of a department, and everyone would have left, and the whole thing would have died. And Wall Street would have applauded roundly. Whereas Wall Street has been perplexed by Monster s acquisition of Tickle. Yet it s so obvious: we re the largest career testing site in the world, we ve got matchmaking capabilities between people for romance, and we can use the same matchmaking capabilities by measuring different dimensions for jobs. We can take job matching to the next level the next stage for high-end job finding. And Monster gets the value of every person and every product we have here because there was no overlap.

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Blake Ross and Dave Hyatt started Firefox as a side project while working at the Mozilla Foundation. They were working to revive the struggling Netscape browser, but became frustrated by the constraints imposed on them. So Ross and Hyatt decided to build a browser that they would actually want to use. Working in their spare time, they began developing a new browser that was fast, simple, and reliable. In 2002, they launched the initial version, called Phoenix, and in 2004 they released Firefox 1.0, which was an instant hit. Like a lot of things described in this book, Firefox was something new. It was an open source project run like a startup, both in the concern for the end user and in the attention paid to marketing. The results were impressive: Firefox has cut into the formerly overwhelming market share of Internet Explorer, and dominates among technical users. In 2005, Ross took a leave from Stanford University to start a startup with fellow Firefox developer Joe Hewitt.

Livingston: Tell me about how Firefox got started. Ross: Firefox grew out of Mozilla, which itself has a very long history that I

That covered all of those costs, and I didn t.

won t go into now. I personally started working on the Mozilla project in 2000. It was open source; anyone could work on it. I started working closely with the Netscape team, because they were basing their product on Mozilla. I was helping them fix bugs, and they invited me out for an internship one summer, so I went out to Netscape, which was a pretty cool first job.

Livingston: You were only 14, right Ross: Right. I worked out in California, and it was great the first summer. Then I started working from home, and when I came back the next summer, things

had gotten much worse Netscape kept sliding further and further in the market At this point, they had something like 5 percent market share This is post-AOL, post browser war and all that Things got a lot more desperate when AOL tanked and started to demand more revenue from the browser They wanted a return on investment, and they d bought Netscape for about $4 billion So the browser started to turn into nothing more than a vehicle to drive people to Netscapecom There were search buttons everywhere, advertisements everywhere It was a mess The culture didn t focus on users It was painful to be working there Firefox was more a response to our experience at Netscape than to the dominant browser, Internet Explorer Explorer had basically been abandoned at that point; in 2001, Microsoft disbanded the IE team.

So we started Firefox as a way to work on the browser that we knew we could make if we weren t being controlled by marketing, sales, and all these other influences inside Netscape It started off with just three or four of us the people who had always been fighting these battles within Netscape to make the right decisions for users For example, we wanted to include pop-up blocking in Netscape 7 It would have been the first mainstream browser to include pop-up blocking The Mozilla folks had all the code ready, but Netscape wouldn t include it because Netscapecom had a pop-up ad Those kinds of decisions were painful, and it was frustrating to have our names on the product that was getting released.

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