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
SM: What needs to happen? Is there anything that could happen policy wise that would give you a reason to have more presence in the US? Or are there geographies in the US where you could do better cost structure wise?
Sramana: Selling brand advertising in social advertising has been challenging for many companies that also tried this model. Why did you succeed when they failed? Chris Cunningham: In order to sell a premium brand representation at the highest value, we created perceived value of advertising in social apps. That is critical because many other companies
SM: The question I asked was a little different. I asked how many agencies are using CrowdSPRING for generating business? RK: Working on CrowdSPRING as creatives? SM: Yes.
Sramana Mitra: What is your sense of what will happen to the call center industry in the U.S. over this decade? Obviously, the cost structures are changing in Asia. For instance, the cost structure for India is changing substantially. There is some level of burnout going on because of the time zone issue. You can