SM: That’s exactly why I’m probing. How do you seed it? You have made a very, very clear case of how Orabrush has done a systematic job of creating content, building a channel, episode by episode, and then driving traffic into that channel through PPC advertising and driving subscriptions and so forth. JA: If you
SM: Now, talk to me about the training. Especially, in the political debate right now, it comes up all the time that there are plenty of jobs. There are not enough skilled people to fill them. Talk to me about that in respect to your industry, which has traditionally been quite good with on-the-job training.
Sramana Mitra: It’s not that simple. Video is a much more complex thing because producing a video is a lot more expensive and cumbersome than producing even a skeleton logo design. Ross Kimbarovsky: Precisely. There are a lot of factors involved. There’s the cost. There’s pricing. There is capability. There is our comfort level with
Sramana: How long did you carry on with your initial business model, and what were your revenue ramps in the early years? Chris Cunningham: We went from 80 partners in 2008 to several hundred in 2009. We went from just under $4 million in revenue in 2008 to $9 million in 2009 and over $20
Sramana Mitra: In principle I agree with you. But the point that you’re making is true, assuming that the people who come in through pay-per-click into the YouTube channel subscribe to the channel. If they don’t subscribe to the channel, then you have to bring them back over and over again. Jim Ackerman: Correct. And
SM: Who do you consider as your direct competitors, who follow that exact model where people are actually submitting work before they get paid as opposed to be hired based on resumes and feedback? RK: In the graphic design space, our primary competitor is a company called 99Designs out of Australia. It has a similar