WEBVTT - Trinity's Tai: Large Companies Risk Becoming Dinosaurs (Audio)

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<v Speaker 1>now fifty nine. I'm Charlie Pallotte. That's a Bloomberg Business flash.

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<v Speaker 1>You're listening to taking Stock with pim Box and Kathleen

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<v Speaker 1>Hayes on Bloomberg Radio. Eat or Be Eaten, Acquire or

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<v Speaker 1>Be Acquired? M and A madness in the startup universe,

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<v Speaker 1>and our next guest says, if you want to survive

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<v Speaker 1>and thrive, you better pay attention to a very major trend,

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<v Speaker 1>the move from the information age into the intelligence age.

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<v Speaker 1>Joining us the studio day is gust Tie. He's general

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<v Speaker 1>partner at Trinity Ventures in Menlo Park, California, the heart

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<v Speaker 1>of the valley, and he's here today to join us

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<v Speaker 1>to talk about this. Gus, welcome, Thank you. So, uh,

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<v Speaker 1>there is certainly a lot of M and A activity

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<v Speaker 1>what is driving in and we're talking about trends, but

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<v Speaker 1>is there anything about people uh getting more confident, financing

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<v Speaker 1>being cheap? What's behind it? Yes, Kathleen, I think we're

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<v Speaker 1>in a super fascinating time right now where you have

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<v Speaker 1>Microsoft buying LinkedIn for six billion, you have Walmart buying

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<v Speaker 1>Jet for three point three billion, and even GM bought

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<v Speaker 1>Crews for billion dollars. I think that the trend is driving.

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<v Speaker 1>All of these are large corporations seeking to bring in

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<v Speaker 1>DNA and capability to move from the information age to

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<v Speaker 1>the intelligence age. Hey, Gus, you know, just to give

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<v Speaker 1>some context here, at Trinity Ventures, Zu Lily initial public offering,

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<v Speaker 1>that would be you, Blue Nile initial public offering, that

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<v Speaker 1>would be you. If I always keep asking myself, if

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<v Speaker 1>these are all such great companies, whether it's publical private,

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<v Speaker 1>why sell them? Sure? Well, from a venture capital standpoint,

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<v Speaker 1>when we make investments in companies, we do make agreement

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<v Speaker 1>with the management team and the other shareholders to have

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<v Speaker 1>some form of liquidity. And so if the liquidity comes

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<v Speaker 1>in other forms such as dividends, that would be possible.

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<v Speaker 1>But in general, when a company is acquired or goes public,

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<v Speaker 1>it makes their capital liquid and then we could we

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<v Speaker 1>buy in and we liquid eight and we distribute those

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<v Speaker 1>profits back to our LPs. That makes sense to me.

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<v Speaker 1>You want to put some money in your pocket when

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<v Speaker 1>you put all that work into starting up a company.

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<v Speaker 1>What about this? What are you talking about? Information age

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<v Speaker 1>to intelligence age? What does that mean? It's it's very

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<v Speaker 1>it's very compelling. What does it mean? Yeah, we view

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<v Speaker 1>this as as transformative from moving from the industrial revolution

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<v Speaker 1>to the information revolution. And so now over the last

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<v Speaker 1>twenty years, we've been aggregating all of this information about things.

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<v Speaker 1>So if you look at Amazon when they pulled together

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<v Speaker 1>all the things you could buy, that's pulling together information

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<v Speaker 1>on one particular place. However, the information overwhelms all of us,

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<v Speaker 1>whether we're individuals or businesses, and so you need to

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<v Speaker 1>add intelligence to be able to sort through that information.

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<v Speaker 1>So you've seen this intelligence revolution where you makes sense

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<v Speaker 1>of the data in in information technology companies, but you

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<v Speaker 1>haven't seen that shift yet in all the other industries.

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<v Speaker 1>And that's what we're arguing is taking place right now

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<v Speaker 1>that if these large companies don't add intelligence to all

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<v Speaker 1>the information they have already, they may become dinosaurs. Does

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<v Speaker 1>that same strategy apply to the venture capital world? Well,

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<v Speaker 1>because I understand that what is it you know? You

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<v Speaker 1>do ten investments, seven dive, three maybe live on, and

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<v Speaker 1>one is the thing that you know puts the roof

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<v Speaker 1>over everybody's head, it sure does apply to venture capital

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<v Speaker 1>in all other industries. And you are seeing innovation at

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<v Speaker 1>various different types of venture firms, particularly the newer ones

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<v Speaker 1>that have this fresh look A dear friend of mine

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<v Speaker 1>who who inspires me in the valley is Dave McClure.

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<v Speaker 1>He has five startups, and he would argue that firms

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<v Speaker 1>that are traditional, perhaps even a firm like ours, as

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<v Speaker 1>a dinosaur, and and we have to pay attention to

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<v Speaker 1>that because you need to sort data better. I mean, seriously,

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<v Speaker 1>what does that mean for you? If you're a dinosaur?

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<v Speaker 1>How could you be a dinosaur? Well? You know, I

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<v Speaker 1>would argue that venture firms are more resilient to this

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<v Speaker 1>trend because we actually are competing to understand and makes

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<v Speaker 1>sense of data we already have and put it in

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<v Speaker 1>the forms of or what it's it's the model of

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<v Speaker 1>so so a thesis for a disruption for venture capital

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<v Speaker 1>what pim the way, what I inferred from what Pim

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<v Speaker 1>was saying is that the traditional model is you make

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<v Speaker 1>two investments per partner per year. And if you have

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<v Speaker 1>a firm of ten ten partners at investments per year,

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<v Speaker 1>from a portfolio theory basis, it may make sense to

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<v Speaker 1>make a hundred investments per year. If you have a

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<v Speaker 1>strategy for feeding the winners and calling the losers, that's

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<v Speaker 1>a legitimate strategy. And if you have information that that

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<v Speaker 1>you can transform it intelligence to understand that trend better.

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<v Speaker 1>You could have a leg up. I just want to

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<v Speaker 1>go through some recent deals to get your thoughts on this. Gillette,

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<v Speaker 1>Dollar Shave Club. Yeah, I mean Dollar Shave Club, as

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<v Speaker 1>I understand, doesn't make money necessarily, at least not yet.

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<v Speaker 1>Is there a strategy or a theme that we need

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<v Speaker 1>to understand here? Yes? And and so? Uh the theme

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<v Speaker 1>and Uni Leaver purchased Dollar Shave Club for a billion

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<v Speaker 1>in Gillette, which is owned by PNG, had a lawsuit

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<v Speaker 1>against Dollar Shave Club. If I understand the public information properly,

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<v Speaker 1>the theme would be that Uni Lever, being a hundred

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<v Speaker 1>and thirty billion dollar, hundred forty billion dollar company, would

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<v Speaker 1>be interested in developing a deeper relationship with end consumers

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<v Speaker 1>and collecting information from them and serving them. Dollar Shave

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<v Speaker 1>Club innovated in moving from a product to a service

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<v Speaker 1>and using analytics of understanding the customers and how to

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<v Speaker 1>tune products for those customers. So it's very savvy. So

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<v Speaker 1>what what do you make of I just have to

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<v Speaker 1>ask you. Just Walmart just seems like a match made

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<v Speaker 1>in heaven potentially, sure, yes, Uh, it's I think it's

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<v Speaker 1>a very savvy strategic move and strategic moves have to

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<v Speaker 1>play out operationally. You have to execute. But why so

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<v Speaker 1>savvy strategically is that Walmart is a four billion is

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<v Speaker 1>revenue company. Last year it actually shrank from the previous year.

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<v Speaker 1>It's online business last year was fourteen billion dollars. And

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<v Speaker 1>if you think online revenue retail is important, that fourteen

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<v Speaker 1>billion dollars barely matched the growth of of Amazon, so

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<v Speaker 1>they have to do something to catch up. You remember

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<v Speaker 1>a dollar Shape Club? I am not no would you

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<v Speaker 1>invest in that? Would you have invested in Dollar Shape Club?

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<v Speaker 1>I made the mistake in passing, and I regretted, but

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<v Speaker 1>you were offered Yes both, Thanks very much, Gus, general

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<v Speaker 1>partner at Trinity Ventures. They're based in Menlo Park, California.

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<v Speaker 1>You're listening to taking Stock. This is Bloomberg coming up.

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<v Speaker 1>Designers on a dime, a global consignment business selling merchandise

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<v Speaker 1>via e commerce platform. I'm gonna take a look at

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<v Speaker 1>how it works and why small business and focus something

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<v Speaker 1>of the radio