Eboy Quotes

consumer investing,” that is, working with businesses that sold directly to the broad public and whose fate would be determined by marketing, positioning, segment leadership, and branding. In short, businesses based on mastering consumer psychology.

There were flashes and cracks as two gunners on the wall above opened fire on Gemini.

dead.

e-boy.

kooky!

Another subculture that freely intermingles past and present: e-girls and e-boys, whose style combines aspects of Japanese kawaii culture, goth, skater, and punk, all remixed in classic bricolage tradition and heavily mediated by internet culture.

way out, Greenberg told a couple of the

The collective value of a typical venture capital portfolio will go down before it goes up—the pattern is called the J curve—because the companies that are not going to survive die before the best performers begin to shine and pull the value of the portfolio up with them. That,

Thornstrike

Seeing the bed, the crimson and eboy and golden canopy looped up over it, the covers spilled about, and her whiteness glowing against them as she approached, Leopardo knew a moment’s utter and uncomprehending horror.

On a daily basis the venture capitalist was not concerned with historical impact; he worked to create wealth for himself and his limited partners. However, among the Benchmark partners there was awareness that framing one’s professional raison d’être in the language of financial return meant that one was hostage to the vagaries of the market—and even when the market is buoyant, there is little that is soul-quenching about mere numbers. “The really big wins are where all the rewards come from,” Bob Kagle once pointed out, before eBay had gone public. The rewards he was referring to were the emotional ones, not the financial ones, and they were rewards derived not from a game of assuming personal risk—the venture guys had a portfolio across which risk could be spread—but from being backers of entrepreneurs, the ones who commercialized new technology and introduced new products and services—and were the ones who really took on risk. “Nine times out of ten they’re taking on some big, established system of some sort.” He dropped his voice for emphasis: If the individual entrepreneur won, even for the venture guys it produced an “exhilarating feeling”—he groped for the right words—“it’s confirmation that one person with courage can make a difference.” This was the minidrama Kagle and his colleagues had seen play out triumphantly again and again. The work itself did not have any neat demarcations of beginning, middle, and end. The funds seemed to be evergreen, fresh capital materializing as soon as the till was exhausted. The calendars of the partners, revolving as they did around looking at new business plans, meeting new entrepreneurs, considering new deals, gave a feeling of perennially beginning afresh. For them, it was the best place in the cosmos to get the first peek at the future.