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Trip Adler is here.

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He is the CEO and co-founder of Scribd.

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Scribd is an online content subscription service offering

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e-books, magazines, and now newspapers.

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The platform has 100 million users and 500,000 paying

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subscribers generating $50 million in annual revenue.

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As journalists increasingly cater to breaking news,

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Scribd promises longer premium content and higher returns

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for publishers.

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I'm pleased to have Trip Adler here at this table

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for the very first time.

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It is great to be here, thank you for having me.

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I want to get into the actually incredibly

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fascinating story of how you started this company

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just out of college.

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But before we do, you launched a deal just in the past month

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to provide newspaper content on Scribd.

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"New York Times," "Wall Street Journal," tell me about that.

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This is just another way for people to access news content.

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Yes.

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So Scribd is a subscription service for reading.

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We offer, we basically offer everything you want to read,

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everything you need to read in one place.

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So you pay a small monthly fee and then we offer --

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How much is that fee?

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$8.99, $9 a month.

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Basically you pay and we offer over one million books,

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audio books, magazines, and as of recently, newspapers too.

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And by offering this altogether, we can really provide

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a much more frictionless and easy-to-read experience

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where you really discover new things to read, and ultimately

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get people to read more and enrich their lives

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through reading.

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Do you expect this is the beginning of

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a major new effort in terms of newspapers?

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Again, you started out with user-generated content, books.

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This is a different thing.

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I mean, this is newspaper.

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You're focusing more on longer form kind of everything content.

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Yes.

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We think that this is -- it's all reading, right.

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The way our service works is you sign up to read and we show

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you all different types of reading around your interests.

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Let's say there's one topic you're interested in reading.

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Let's say you're interested in learning more about global

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warming given the new movie coming out, you can go to

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the global warming page and see all the books on that topic,

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all of the magazine articles on that topic,

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all of the newspaper articles on that topic, and we kind of

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cross-promote all that together and offer that as a package.

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The lines are blurring between these different

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types of reading.

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Because of the way this is organized, we can really drive

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more distribution to older articles, get people who want

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to go deeper on a topic and read the articles that might not be

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breaking news at the moment.

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Then we can ultimately pay journalists for the reading

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activity of those older more backlist articles.

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Which is a good thing, by the way,

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paying journalists I mean.

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It's a good thing, I mean, that's really a large

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part of what we're trying to do is to create more revenue

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to share with journalists.

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There's been this question for a long time about,

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what's the best way to monetize journalism?

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People were thinking about it being advertising,

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they were thinking about it being micro payments.

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We're finally at the point that we know what the right model is,

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right, it's the subscription model, it works really well.

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It's working really well for video services, you know,

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services like Netflix and Spotify -- Netflix and Hulu,

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those are subscription services for video.

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In the music world, you have services like Spotify

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and Apple Music.

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Even dating apps like tinder are now being monetized

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with subscription.

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And for journalism, it's a great model.

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People pay once read what they want.

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It's a frictionless, just great way to pay

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and then to read what you want.

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The problem right now though is that while there are all these

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subscriptions, there are many subscriptions for news right now

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and they kind of are all siloed off into separate subscriptions.

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So what we want to do is bring all those together

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into one subscription.

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Buy the news stand.

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Exactly.

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Your service has been described as kind of

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a Netflix for reading, do you like that description?

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It works.

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It's a simple idea that you can just pay one fee and then have

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a really frictionless, great experience

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with great recommendations to read what you want.

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Right now, there's the experience you have to buy books

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individually over here, you have to subscribe to individual

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newspapers and individual magazines over here.

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In our case, we just bring all that together in one experience.

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People don't want to pay for each of these individually,

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but they will pay for the package.

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If they're paying for the bundle you can potentially get a lot of

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people subscribing to this bundle.

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You can get tens of millions of people subscribing,

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that is a lot of revenue to be returned back to journalists.

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Because the problem now for journalism,

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in some ways, it's a golden age for journalists.

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Our stories can go far beyond whatever organization

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we work for, whatever newspaper, television station, television

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network, Twitter, Facebook, Google, but the downside is

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it can be seen by millions of people and there's no revenue.

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And ultimately -- this is why we see newspapers struggling,

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newspapers dying.

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We see tremendous challenges for the networks.

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Are you ultimately optimistic, pessimistic,

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where are you about the future of journalism?

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So I'm optimistic --

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Because if there's no revenue coming in,

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journalists can't be paid, there's no funding for

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investigative reporting.

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Yeah.

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Well, you know, with other types of media, you know,

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like with e-books, for example, when the transition went

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from physical to digital, the publishers did a good job of

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still setting the expectation that you still have to

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pay for e-books.

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And this transition with news happened so abruptly that people

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quickly got trained that news should be free.

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It is free.

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But I think you really could put a lot of

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this content behind a subscription pay wall,

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as long as the experience is done right, and as long as

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you're getting enough value for that subscription fee

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that you're paying.

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But you have tens of millions, even over a hundred million

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people paying for video subscriptions,

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paying for music subscriptions.

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There's no reason why you can't get tens of millions of people

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paying for news with the right product.

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How do I share this?

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I have an article or a story that I want to -- that I find

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interesting, I want to put it on Facebook and share it.

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But then, it's behind -- I have it because I'm a subscriber

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to Scribd, but what happens if my friends aren't?

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I mean, I think that the newspapers or Scribd

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needs to build an experience where this content is behind

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a pay wall and people actually really want to put their credit

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card in and pay for this because the value they're getting

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with this subscription is so good, right.

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As long as you have critical mass content and a frictionless

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great experience, people are willing to pay for that.

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Let's get to how you started this company.

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I read through, you were a student at Harvard.

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You were already -- I saw somewhere that you were

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known as an entrepreneur.

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Well, it really started when I was a senior

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at Harvard, I met my co founder Jared there, and we decided to

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start a company and we started tinkering

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with a lot of different ideas.

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We tried everything from a ride-sharing service

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to Craiglist for colleges.

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Ride-sharing service, that'll never work,

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right?

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Yes.

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We were actually working very much on what kind of Uber

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and Lyft had become, but we were just a few years

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ahead of the time.

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If smartphones had been where they are now.

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That is true.

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With entrepreneurship, even if you have the right idea,

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but you're five years too early, that is just as good

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as being wrong.

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You have to have the right idea at the right time

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in order for these things to work.

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We were tinkering with a number of ideas.

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Eventually we're having a conversation with my dad

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who is a doctor at Stanford and he had a medical paper

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that he wanted to get published.

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And he was complaining that just to get this paper seen

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by all the right people, takes 18 months.

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This gave us the idea that we could just build a service that

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would allow him or anyone to take any kind of written content

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and easily publish that on the web.

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We made a service that would allow people to take documents,

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publish them on the web, find an audience.

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And the idea basically became very viral very fast

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and it took off.

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And within a few years, we were reaching over a hundred million

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a month users, one of the largest websites in the world.

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We had over 80 million pieces of content uploaded

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and we went from there.

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When did you start charging?

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How did that work?

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So a few years in, we started out with

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a free service, we were backed by venture investors.

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Like all companies in this situation, we needed to start

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figuring out a business model.

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And we tried ads, but ads didn't work too well.

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Like they weren't really scaling for the type

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of volumes we had.

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We tried actually buying and selling content on the service.

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That also didn't get much traction.

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We were tinkering with the subscription model and it was

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getting a lot of traction, and it very quickly became our main

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revenue source, so between the traction we had and this idea

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we could build a subscription service for books, we decided to

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go out and partner with all the big book publishers.

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When was that?

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Five years in.

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We talked to all the big book publishers here in New York

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and we got the first ever subscription terms for e-books,

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and we launched the first ever subscription model for e-books.

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Basically the idea is you can use Scribd for free and read all

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of the free content uploaded by users, or you can pay $9 a month

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and you can read all the bestselling books.

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So what next?

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You started this company.

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You've got, you know, $50 million in revenue.

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You've got a hundred million users, what next?

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We're really just focused on two key things.

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The first one is just building out the content library.

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We're still acquiring a lot of great books, a lot more great

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magazines, more newspapers, and likely going into other

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new forms of content, too.

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The more, we want to give as much value and as much content

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to our subscribers as we can.

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And then the second thing is we're just continuing to

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improve the product.

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We want it so that as a subscriber, we're constantly

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giving you exactly what you want to read and knowing

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what you want to read in any moment.

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We are just continuing to build those two things and I think

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that we can build a really large subscriber base here.

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Similar to what's happening in the video and music spaces and

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that revenue can all be passed back to authors and journalists

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and publishers, which is really what we're trying to do,

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we're trying to build those two sides of the ecosystem.

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And in doing this, I think we can support journalism, right,

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I mean, journalism plays a really key role in our society.

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We want to be a voice for supporting quality journalism.

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You can search the full text, everything, and also,

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it's all done by recommendations, so you can,

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as you read and use the service, we'll recommend more content

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to you based on your interest.

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Before you go, since, again, going back to

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the entrepreneur thing and you've tried so many different,

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you have many different ideas, do you have advice in terms of

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going out and trying to get funding?

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I think in your story, one thing you tried not to do

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was to not get too much venture capital.

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Yes, I mean, in our case, we never really

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had much trouble raising funding.

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That isn't entirely true.

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When we first started, it was impossible

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to get any investors.

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Then we launched the service and given that we had so much

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traffic early on, we've always wanted to have tons of investors

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because people see that audience or tie in the revenue growth

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and we're comfortable investing in that.

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My general advice about funding though, is that if you have

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a good product and a good team, the funding will follow

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pretty naturally.

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If you're having trouble raising funding, it's most likely

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something about what you're doing.

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If you solve that first, the funding comes pretty easily.

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These days -- the idea and the team, there's usually more

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funding out there than good ideas and there are more good

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ideas than there are good like engineers and talented people

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who actually work on those ideas.

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It really all starts with the team.

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If you have a good team, I think the ideas and the funding

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will come pretty naturally.

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All right, Trip Adler, debut here at the table.

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Thank you.

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Thank you very much, I appreciate it.

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Thank you.

