I am curious to see how you guys decided to go after this space. For me, I started ContentDJ through an attempt at growth hacking on Twitter. Through a script I developed back in 2011, I was able to retweet trending content and grow my followers by about 1K per month. It turned into a viable growth channel for the startup I was working on at the time. So, I made the pivot and build ContentDJ (http://a.contentdj.com/1nrbICq).
As an interesting anecdote, last year, two product managers from Buddy Media signed up. Through Mixpanel, I found that they were particularly interested in my social media editorial calendar feature (http://a.contentdj.com/1lOiRWD). Surely enough, just last month, Salesforce announced their Marketing Cloud with a very similar content calendar in it. Unfortunately we now live in a world where multi-billion dollar public company steals from a one-man bootstrapped startup...
A bit of a leap to assume it was blatantly stolen. It's entirely possible that this feature was on the roadmap long before they discovered ContentDJ. Sure, big companies may get ideas from startup products, but of course the reverse happens all the time too and both feel like fair game to me.
The philosophy has been mostly to create a profitable company, in the more traditional sense-- consistent revenue that can employ people.
- I share with this philosophy exactly.
The thing I am pointing out is that because of the VC gap, startups are dealing with the lack of cash infusion to really hit a homerun. As a result, Canadian tech companies stall after growing to a certain size. The options were taking VC money with bad terms or getting bought by US companies.
US companies are buying profitable Canadian businesses at a bargain price, reaping all the benefits of job creation and ambitious business goals.
- In this scenario, the company slowly accumulates B and C players who drag down the company's reputation: death by a thousand paper cuts. The company doesn't _die_ outright, but everyone just thinks, "Oh, not a Silicon Valley level company."
Interestingly, you just described what happened to RIM.