Shutterfly’s Strategy: A Conversation with CEO Jeff Housenbold (Part 7)

SM: Travel is a “context” that has great relevance for your business. JH: We think about that opportunity a lot. What is nice about our business is our customers engage with us frequently throughout the year. We drive our business in a couple of ways. First, you have your typical holidays.

Shutterfly’s Strategy: A Conversation with CEO Jeff Housenbold (Part 6)

SM: What are your margins on the photo book business? JH: We do not disclose margins specifically. What we report to Wall Street are prints which are all prints from wallet size to the 20×30 pictures, and personalized products and services, and that’s how cards, calendars and photo books are counted. What we have said

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Shutterfly’s Strategy: A Conversation with CEO Jeff Housenbold (Part 5)

SM: You are focusing on personal memories and personal experiences exclusively. JH: Exactly, things which are near and dear. We have always been a password protected environment. I am not going to put the pictures of my three young boys across Flickr for everyone to see.

Catching Up On Readings: Media Mania

If you have missed these posts from my recent writings, today may be a good time to catch up on some reading: First, in the blogosphere, online media, old and new media, advertising – big changes have taken place. Here is a set of posts from the Deal Radar series that might help you make

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Shutterfly’s Strategy: A Conversation with CEO Jeff Housenbold (Part 4)

SM: Your vision was to move beyond the traditional print model, and rather be the center of a lifestyle. JH: I also saw us as building a personal publishing platform. Yes, we have consumers doing all the beautiful cards, books and calendars, but we also have lots of small businesses, charities, schools, non-profits, jewelry manufacturers,

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Shutterfly’s Strategy: A Conversation with CEO Jeff Housenbold (Part 2)

SM: What timeframe was this work with Raging Bull going on? JH: This was in the 1998 – 1999 timeframe. We then raised a $20M round with CNET, CMGI put in money and we started doing some television on CNet TV. We had a financial hour and hired some on-air talent. It was a really

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Lars Dalgaard and his Success Factors (Part 14)

SM: Were they willing to fill out the spreadsheet you sent over? LD: Most people are like, “this is insane … what are you, a root canal?”

Lars Dalgaard and his Success Factors (Part 13)

SM: What does it cost to buy a SuccessFactors solution? LD: It ranges. We have multi-million dollar deals. We just told Wall Street (because we want to ensure they know we have a good future so we did something we normally would not do) that in the first 5 weeks of 2008 we did a

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