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Ana Marie Cox on the Shaky Foundation of Substack as a Business

newsletter.anamariecox.com

31–40 of 56 posts

Re: Ana Marie Cox on the Shaky Foundation of Substack as a Business

#31

Here's how little I understand business: $45 million in revenue, earned by taking a totally fair 10% of subscriptions that other people do all the work to get, seems like it ought to be enough. If leadership is trying to scale up to be thousands of employees, or to go public, they are lunatics and deserve to fail. Why not just run a successful newsletter platform?

Greed doesn't have to be the same thing as the ambition it takes to start a company like this, but in practice it pretty much always is.

Re: Ana Marie Cox on the Shaky Foundation of Substack as a Business

#33
post #3

> It’s as unstable as a SpaceX launch Hate makes people blind. Starship is failing by design - that's just how they're choosing to develop it. The chopsticks video that we saw earlier was very nearly science fiction. And as far as regular launches go, SpaceX has done more successful launches than any company or nation ever. But more generally, this idea of abandoning an app (or product) the moment you encounter peopl…

Abandoning a community the moment you encounter people who disagree with you is how one builds a bubble strong enough to say things like the bit you quoted.

[flagged]

Re: Ana Marie Cox on the Shaky Foundation of Substack as a Business

#34

This post didn't age well – 3 weeks later Substack announced a $100m fundraise at $1.1b valuation. [1] Ana's contention that Substack is "rickety" seems motivated by her conviction that they should adopt a more assertive, aggressive censorship regime, and that "we need a world where a social safety net protects risky writing". There are certainly many interesting questions about the future of media and Substack's bus…

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Re: Ana Marie Cox on the Shaky Foundation of Substack as a Business

#35

Here's how little I understand business: $45 million in revenue, earned by taking a totally fair 10% of subscriptions that other people do all the work to get, seems like it ought to be enough. If leadership is trying to scale up to be thousands of employees, or to go public, they are lunatics and deserve to fail. Why not just run a successful newsletter platform?

It’s interesting you say the 10% is fair. I think some disagree.

In short they are selling web hosting and card payments, which are most likely worth far less than 10%. However, they’re clearly going for being a Brand that people want to publish under. Substack is worth 10% because it’s Substack, not for the tangibles they provide.

Now that leads to the question: what do they need to do to be a brand people want to be a part of? Is censorship part of that? Maybe, maybe not.

The other interest related piece that is topical at the moment is whether Substack might be worth 10% for card payments alone if certain publications would be unable to use payment providers otherwise. Porn and gambling sites often pay that sort of rate because it’s hard to get a payment provider. Maybe laundering nazi sympathy in with a bunch of tech blogs is worth 10% to them.

Re: Ana Marie Cox on the Shaky Foundation of Substack as a Business

#36
> The problem isn’t just that Substack makes money off Nazis, it’s that they don’t seem to care who they make it from.

Ana Marie Cox can move to Medium, they have that "diverse and inclusive" editorial policy she is seeking, we all know how "great" Medium has been doing...

Re: Ana Marie Cox on the Shaky Foundation of Substack as a Business

#37

This post didn't age well – 3 weeks later Substack announced a $100m fundraise at $1.1b valuation. [1] Ana's contention that Substack is "rickety" seems motivated by her conviction that they should adopt a more assertive, aggressive censorship regime, and that "we need a world where a social safety net protects risky writing". There are certainly many interesting questions about the future of media and Substack's bus…

[flagged]

Yes, censorship. Which is a bad thing. Ideas, even disagreeable ones, should be permitted. Otherwise you don’t have a real democracy.

Re: Ana Marie Cox on the Shaky Foundation of Substack as a Business

#38

Here's how little I understand business: $45 million in revenue, earned by taking a totally fair 10% of subscriptions that other people do all the work to get, seems like it ought to be enough. If leadership is trying to scale up to be thousands of employees, or to go public, they are lunatics and deserve to fail. Why not just run a successful newsletter platform?

Running a successful platform is not enough for VC grifters who funded them, the only thing that matters to VC is growth.

Re: Ana Marie Cox on the Shaky Foundation of Substack as a Business

#39

Earlier quoted context omitted.

I've always struggled to understand this part: what is it that Substack came up with that we did not have earlier? Aren't there a hundred examples out there of medium-sized websites providing a similar infrastructure mix?

Substack had a few things that worked for it * Patreon kind of sucks for writing / newsletters or else they could have captured part of this market. Medium was supposed to fix this but they had an epic collapse. * Single point where subscribers can manage their subscriptions and preserve a common identity across subscriptions in the comments etc. Again, Medium/collapse. * A rapid adoption of substack by well known on…

> could have been Medium

Did Medium have a way to pay authors? Maybe it would have been easy to add but saying "A could have been B if only" I think misses the picture. Yahoo could have been Google if only they'd chosen a different algo. Flickr could have been Instagram if only they'd made a mobile app with filters. Etc...

I think it's precisely because substack launched with a way to let readers sponser the authors directly they liked that it took off. Medium had a partner program but that's not the same.

Re: Ana Marie Cox on the Shaky Foundation of Substack as a Business

#40

Here's how little I understand business: $45 million in revenue, earned by taking a totally fair 10% of subscriptions that other people do all the work to get, seems like it ought to be enough. If leadership is trying to scale up to be thousands of employees, or to go public, they are lunatics and deserve to fail. Why not just run a successful newsletter platform?

Running a successful platform is not enough for VC grifters who funded them, the only thing that matters to VC is growth.

"Grifters" a bit harsh, considering they used VC money to become successful in the first place (see other comments).

Presumably they knew the deal.

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