Acquired - Acquired Episode 38: SoundJam (iTunes)

Episode Date: May 31, 2017

Ben & David revisit the birth of the digital music revolution and Steve Jobs' "digital hub" strategy, with Apple's 2000 acquisition of the Mac music player SoundJam MP, which would go on to become iTunes. We relive the 90's with brushed metal interfaces, music visualizers and of course, software sold in (physical) boxes.Sponsors:ServiceNow: https://bit.ly/acqsnaiagentsHuntress: https://bit.ly/acqhuntressVanta: https://bit.ly/acquiredvantaMore Acquired!:Get email updates with hints on next episode and follow-ups from recent episodesJoin the SlackSubscribe to ACQ2Merch Store!

And iTunes sucks. iTunes does suck. Well, yeah. It's bloated. Yeah. Or I won't take a position. I'll say people seem to hate iTunes. Welcome to episode 38 of Acquired, the podcast about technology acquisitions and IPOs.

I'm Ben Gilbert. I'm David Rosenthal. And we are your hosts. Today we are covering Apple's 2000 acquisition of SoundJam, which would go on to become iTunes. So speaking of iTunes, we love iTunes. Well, actually now apple podcast reviews So this is the part of the show where before we dive into things I ask you our listeners be it a brand new one or someone who's been listening to the show for a while

If you've got some extra time, we would love a review on itunes. It is how we grow the show and make it better We've also got a slack if you're new to the show There's over 600 of us that are in the slack channel talking about technology news, M&A, IPOs, all kinds of stuff. So if you head over to acquired.fm and you'd like to join us, there's a little widget on the sidebar to join us there. And then lastly... That was very clever, Ben. I see what you did there. I like that. Yeah. Well, most of the show iscripted. Like we have notes, but we don't actually type them out. And then like you try and get too clever when you are typing out the exact words that you're going to say. And we're just getting more professional. Yes. Yes. That is one thing like listeners who've been listening to the show for a long time. It's

funny how with these things, when you decide to up level a little bit, that becomes the new bar. And then that's just the bar that you have to hit every episode after that. So if anybody's starting a podcast or a creative project, keep that in mind for the future. All these new listeners now are like, wait a minute, this doesn't sound very professional. What are these guys talking about? Yeah, hopefully we managed it. This podcast started as Ben and me drinking beer and recording ourselves. That's true.

We've come a long way. That's true. Since we started doing these morning recordings and we're in different time zones, we're either a lot more coherent because we're not drinking anymore or we're a lot less coherent because we're groggy. It's not clear.

We will see. Yeah. Okay, listeners. Now is a great time to tell you about longtime friend of the show, ServiceNow. Yes. As you know, ServiceNow is the AI platform for business transformation, and they have some new news to share. ServiceNow

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software development, you name it. These agents collaborate, they learn from each other, and they continuously improve, handling the busy work across your business so that your teams can actually focus on what truly matters. Ultimately, ServiceNow and Agentech AI is the way to deploy AI across every corner of your enterprise. They boost productivity for employees, enrich customer experiences, and make work better for everyone. Yep. So learn how you can put AI agents to work for your people by clicking the link in the show notes or going to servicenow.com slash AI dash agents. David, you ready to take us into the acquisition history

and facts of SoundJam? Let's do it. We are entering the time machine here at Acquired. Maybe it's a hot tub time machine. Hopefully not. We're going back to... All professionalism is out the window today. Uh, we are going back to the late nineties and the early days of the MP3 and digital audio revolution. And, um, there were a couple apps, programs, as they were called back then, that ruled the day.

And if you were a teenager in America, as I was, you definitely had these on your PC. Winamp and Napster. Yep. And oh, man. Just to describe what my music listening setup was at this point in my life. It was a Napster to get the music. I had a, this was on, I think,

I think it was a power PC, 8,500. So it's like a gray Macintosh tower. So I had, I had the Napster Mac client and you get music through that. And then, okay. So that was,

that was after 2000 then. Uh, there was no Napster Mac client until 2000. Oh, all right. Well, I'm, I'm reshuffling my history here a bit but i guess what i'm getting to here is my hard drive on my computer i think was like four megabytes or no that's wrong but anyway gigabytes maybe yeah i i can't remember what it was but the hard drive my computer with all the programs and the system extensions and stuff I had littered around on it, did not have room for MP3s. I needed at least 100 megabytes for my favorite songs at the moment.

And I had a zip drive plugged into my computer and then a series of 100 megabyte zip disks that I could load my MP3s onto and put them in. I didn't have Winamp because I had a Mac and I can't remember exactly how I played the files pre iTunes, but it was a disaster. Like you're just working directly off the file system. Oh man. Well, you and every other teenager in America who had a Mac and not a PC had this exact problem. And, for you and for everyone else and for Acquired, Jeff Robin and Bill Kincaid step into the fray and emerge as the saviors for teenagers pirating music in America. This is going to be a fun one. Ben and I were chatting before the episode. We're really excited to dive in here. And I want

to give a quick shout out to my buddy Eric over at IAC, who actually, we've been planning to do this episode for probably as long as the show has been in existence at this point. But Eric shot me an email a couple weeks ago and he said, hey, I don't know if you explored the company SoundJam as a topic, but it stands out to me as an interesting one because this is the app that not only became iTunes, but may have also influenced the, quote, metal finish of Apple software design over the next several years. And oh boy, did it ever. What a beautiful brushed metal it was. Brushed metal.

And Eric says, I remember buying it. And yes, it came in a box when I was in college because I was looking for an MP3 player for my Mac. Wow. Yeah. in a box when I was in college because I was looking for an mp3 player for my mac wow yeah I mean I so fast forward from me playing the mp3s off my zip disk and actually playing them through an application sound jam was awesome like I remember before apple acquired them and then we found out there was going to be an itunes playing with sound jam and the coolest thing about it was the skins. There were some really, really not tasteful, but like insane skins that would make this thing transform from like a brushed metal rectangle into like the most insane glob of like psychedelic. Yeah.

Yeah. And of course it had the visualizer too, which we'll get into all this, but yeah, so 90s. So Jeff Robin and Bill Kincaid worked at Apple in the mid 90s and they were engineers and they were working on the Copeland operating system, which listeners, if you go back to our next episode that we did live at the GeekWire Summit last year is a key part of the history of what ended up becoming when Apple acquired Next and became OS X. Copeland was what Apple was working on before that internally,

and it completely failed. It was a total disaster. It never shipped. But Jeff and Bill were really good engineers at Apple, really highly regarded. And when it never shipped and Apple acquired Next, they ended up leaving the company. And so Robin left and he became an indie software dev on his own, became really highly regarded, wrote this program called

Conflict Catcher, which back in the old pre-OS X Mac days, you had all these extensions for different files on your computer and different programs, and it could become a really mess. The operating system didn't manage it itself. And so he hacked this software together to basically just manage it for everybody. Okay, so conflict catcher was amazing because there were some incredibly interesting architecture choices made in Mac OS 9. So when you would load a system extension, they would load in a certain order as you booted your computer up. And that order was alphabetical. And not only that, these system extensions all

shared, I think this is right, the same addressable memory space, I believe with the operating system. So there were extensions that could accidentally load in an area of memory that another one was trying to directly write to, and they could totally screw with each other and make your computer unbootable. So the only way to do this was like a kind of safe mode thing where you'd go and you try and manually figure out how to turn these things on and off. And Conflict Catcher made it so that you could actually change the order that these things booted and figure out, like, oh, this one conflicts with that one and see it in an interesting way and toggle them on and off so that you didn't have to manually manually figure it out how you just horked your

computer per usual i'm gonna do a quick jump ahead to tech themes one thing i love doing these episodes on old software because such a reminder of like how far the world has come and how much in software you're standing on the shoulders of giants and work that has been done before you so that you don't have to deal as a user and a software developer don't have to deal with this stuff anymore yep so that was what robin did after he left apple and kincaid he goes to a startup and he's working at the startup but he also has this hobby on the side which is that he really likes to race formula cars. And one day he's driving up to a racetrack in Northern California and he's listening to NPR on the radio as he's driving up there. He blogs about this much later.

And he hears on NPR this discussion of MP3s. And this is the late 90s and they're talking about Napster and they're talking about this company called Rio and this player that's just came out, this new piece of hardware called the diamond that they make that allows you to take mp3s that you have on your computer that you've downloaded from Napster the internet loaded onto it and then listen to them like a walkman on the go and he's like oh wow that's really cool and then on the show show, they say, don't get excited, though, Mac users, because it doesn't work with Macs. And he has this thought.

And he's like, well, I bet I can make it work with Macs. So he's still working at the startup. But he immediately, on the side, sort of takes this challenge. And the next day, he starts researching MP3. People don't know about MP3s at this point. He'd never heard of it. And he actually calls up Diamond, the company that makes the rio and uh we should say too for listeners who weren't alive back then i mean these things were everywhere you walk into a best buy or

comp usa back in the day there was that one particular model that looked sort of like a lima bean and on on one side and then was like kind of convex curved on the other side and it like kind of fit in the palm of your hand and had this like blue and black swoosh that ran through it when i first went to college i think that's the one that finally had enough megabytes of storage where it could really blow up so so kincaid calls up diamond. Uh, they're really excited. They're like, yeah, we would love to get this working with max. Uh, we'll help you out. We'll give you access to our engineering team. And, uh, he starts working on it, but he quickly realizes he's not a good enough engineer. Well, he's great at the backend and he can handle

the backend, but he's not, they also are going to need kind of a front end and a MP3 management software. And that's not his strength so he calls up robin and says hey let's get the band back together and work on this yeah pretty cool and it's interesting how it started first with uh necessity is the mother of invention somebody needs to figure out a way to make an mp3 codec that works with the mac so you can decode this mp3 file format and play it. But that's not enough. Like, what are you just going to click on every file individually in Finder and make it play? Yep. And you need a way to manage your MP3 library. Otherwise, these are just going to

be random file names sitting on your Finder, as you said. Yep. It's funny how we take MP3 for granted today, but it was not a widely known thing. People weren't distributing MP3s. They had to become world experts on reading the ISO spec for what is the MP3 file format and how would you go about decoding it. Yeah, amazing.

I mean, there are no APIs for this stuff. It's not handled natively in the Mac OS, nor I think in Windows, which I think is why Winamp took off. Oh, interesting. Yeah, that makes sense. So they team up and they quickly bring on a first employee, a third developer to work on it, Dave Heller, who actually I don't think they worked with him at Apple. I think they knew him separately. And they get cranking and they build a first version of the product. They decide to

call it Sound Jam. And they need to get it out to users, all these Mac users who want to get in on the MP3 revolution. But first they need a publisher. Because in those days, if you wanted to distribute software, you needed a publisher to do it because you needed to get it on a CD and shrink-wrapped in a box and delivered to Best Buy and CompUSA and all these

computer stores where people bought software. Unbelievable. I forgot that this notion existed of like, oh, you need a publisher to distribute your software. I was doing the research and saw Cassidy and Green distributed the software. And I'm like, yep, wait. So that's who they go with, who had distributed Conflict Center for Robin before. Yeah, and I'm like, what? So who's getting inquired by Apple? Why are there two companies involved here? Oh, publishers were a thing.

It's amazing how much things have changed since then. But this is so awesome. What you're not going to get these days with software and when you don't need a publisher. So Cassidy and Green, the publisher that they go with, had an employee who wrote the manuals for the software that they published, whose name was David Pogue, who is the David Pogue who would soon thereafter go to work for the New York Times and become you know the Walt Mossberg of the New York Times and uh and so he actually wrote the manual for Sound Jam which is pretty awesome amazing and uh David is what now the editor of Yahoo Tech I believe that publication yep I believe that's right I think he's left the left the New York Times now pretty pretty amazing I had it's a great little easter egg that I found too and doing the research so they on the strength of the pogue written manual the uh sound jam comes out in i

believe late 1998 and it totally you know huge reception everybody uh like we've been saying who wants to get into uh wants to participate in the digital music revolution on a Mac, this is by far the best software when it comes out to do it. And Macworld, the magazine, writes a review of it and says, of all the MP3 software available for the Mac, Cassidy and Green's new SoundJam MP, which I think MP stands for music player? I believe so, yeah. Is the most complete.

It's the only Mac MP3 tool capable of not only playing back mp3 files but also encoding tracks from audio cds all with a comfortable customizable user interface and it has the most baller logo like we will link to this in the show notes but like this i remember like this i used to use this extension called mouth on Mac OS nine. And I remember like loving having the sound jam logo sit and mouth as my little pre doc launcher to launch this thing. It's like this bald dude with this amazing kind of like, um, he's got this grin on his face, but his eyebrows make him look like he's up to no good. And he's wearing these real cartoony headphones with lightning bolts coming out of them. And it's like, it's awesome.

We, yeah, the kind of thing that once Sound Jam becomes iTunes, Steve Jobs quickly gets rid of that. Yep, yep. But the UI is, well, it's not in and of itself groundbreaking, but it is the stock UI. As we were saying, you could download skins for it and customize it, which were skins for software.

It was all the rage at this time. But the default UI is brushed metal. And Apple had actually pioneered, had invented the brushed metal UI look when they released QuickTime 4.0 and SoundJam adopted it. And this is the first application that really sort of popularizes it to the world. And then we go through like a five or six year period where everything Mac is brushed metal. It's so heavy. The finder is made out of like lead dipped in hot molten steel. It was, yeah. It's amazing to watch the evolution of Mac UI after that, right? You go into Aqua and then you can start to get into the many steps along the way.

But now we're in this sort of like, there was intense translucency and now we've taken a step back and we're at like moderate translucency. And it really is, you see this over and over and over again with Apple where they come out with a new UI like iOS 7, they go way too far. They go hard on something and then they need to ease off and head back towards center. But this is continually the pattern that they do is go all in on some new crazy paradigm and then get back towards something moderate. Yeah. And I wonder, this is total speculation here, but I wonder, Scott Forstall must have been at Apple at this point. I think so, because Phil Schiller was.

Yeah, and I wonder how involved he was in the brushed metal UI, because he was famously or infamously the skeuomorphism champion with the angel of skeuomorphism within Apple before he got ousted. And then it was excised from iOS. It was iOS 7, right, Han? I believe it was even before. So it was after the Maps debacle on either 5 or 6, but he left right after 6. And then 7 was a very clear Johnny Ive taking over software and hardware responsibility and doing, I think it's like this crazy seven month scramble to do a complete UI element of SoundJam was the visualizer. And Apple included this when they launched it in iTunes. But looking at this took me back 15 plus years at this point.

I think Win think pioneered this um but when you would listen to digital music on a digital music player on your computer you could have the option to have a visualizer where it would take the sound waves from the mp3 you were listening to and then put it through all these transformations and make it into this psychedelic landscape that you were watching in time to the music. And Steve Jobs loved this. Talked about how it reminded him of doing LSD in his youth. Yep. And he talked about it when he announced it. We'll get here. But when they announced iTunes at Macworld 2001, he talked about it like they invented it. Like, wouldn't it be cool if you could visualize your music?

Well, we've done it. And announcing it on stage and the folks familiar with Sound Jam or here's an early hint, we're going to talk about a company called Audion or a product called Audion here in a minute. Just sitting there with their head in their hands like, we did that. We've seen that. Well, you know, reality distortion field and all that. Yep. So pretty quickly, Apple takes an interest in Steve Jobs and Apple realizes that, hey, digital music is here to stay. And there is now a big wave and big opportunity for computer companies and technology companies to invade

the music business. And this coincides actually right at the time where jobs, so Apple had acquired Next. Steve had come back to Apple in 1997, right? End of 96, early 97. But it wasn't until early 2000 when Steve took the permanent CEO job. He had been interim CEO for a few years and they finally make it permanent in early 2000. And the first thing that he does after this has happened is he starts to initiate the grand master strategy that would be really what sets Apple on the path to being relevant again and becoming the largest company in the world, which is music and first iTunes and then shortly thereafter the iPod. The digital hub strategy. This is a major, major key ingredient. I mean, when you talk about

ecosystem business models, Apple is like the perfect case study of the behemoth that they've become today, all being bootstrapped off this idea of iTunes was the software hub for everything. The iPod was an incredibly successful consumer product, even before the iPhone was the most successful technology consumer product of all time. And the whole thing was predicated on this idea that you can take your music with you. You've got this iPod. It's all managed there on your computer on iTunes. It syncs, quote unquote, seamlessly. And then you can take it with you, bring it back to your Mac. And for a long time, especially when iTunes was Mac only, this was a reason to get a Mac.

The iPod showed you in the door, and then you became a Mac user. And they really, really grew a user base with this iPod as lead generation strategy. Yeah. I mean, I remember all this happening my first couple of years in college and so many of my friends switching from PCs and Windows to Macs just so that they could get an iPod. Pretty crazy. I mean, that is using an incredible product as a really, really high leverage position. Yeah.

So going back to early 2000, this is all just a dream in Steve Jobs, a very, very prescient dream in Steve Jobs' head. But he knows he needs to move fast and he decides that Apple, rather than they're going to start developing what will become iTunes, of course, I'm sure they started working on it in-house,

but they really wanted to buy one of the existing players in the market and accelerate development. Apple actually released something in June of 2000 called Music Player. That was six months before iTunes came out. And it is like the most basic sort of the finder. When you look at it,

you're like, that's a separate app. It's a pretty bare bones thing. Yep. So there's SoundJam, obviously. And then there's also, as Ben alluded to, another product at this point in the market called Audion. And Audion was made by an indie dev shop in Portland, shout out to the Northwest, called Panic. Yeah. And Panic was run by Cable Sasser and Stephen Frank. And there's so much fun stuff to come from this and the interplay between these two companies and Apple. Yep. And Panic has just an incredibly rich history for anybody who's a Mac OS developer out there. They've done, it was called Transit, and I believe now it's Transmit.

Coda, Coda 2. If anybody's played Firewatch, they had a hand in building the game Firewatch. And they're truly like a gem of the Northwest, of indie Mac and iOS development. Just an awesome software shop. And they have this,

they're just quirky people. Like it's an interesting little aside, but like Cable releases this hilarious blog post every year that's like the most amazing fireworks packaging he's found for the 4th of July. And he's like a connoisseur of ridiculous fireworks packaging. They have all kinds of just like crazy company traditions. There's this incredible blog post that they've put up about how they created the super unique sign that's on their building now as they've grown. And they have

a shop in downtown Portland. And I remember I've been following Panic for years and we're about to dive in a little bit to the story of how Audion was competing with SoundJam and the different fates that they ended up taking. But there's this incredible blog post. Anybody that's interested in the story should go and read the long story by Cable Sasser of Audion's sort of history and story all the way through to its resting place that they have on their website. Yeah. And we're going to quote liberally from it in a minute. But it's so funny to think about if all of this were playing out today, you know, Apple's going looking to buy a company to get into what's clearly a big technology wave,

which is digital music and digital audio. And their two options are two indie dev software shops. You know, today there would be 15 VC funded companies all pursuing the same thing, you know, all having raised 50 million plus. Yeah, David, why weren't there? Like there was venture around at this time. We were, you know, we were around at this time. Was it all going into internet companies and an MP3 decoder with a desktop UI just not splashy enough? Well, yeah. I mean, there certainly was venture at the time. I mean, this was the middle of the tech bubble. But I think a couple of things. One, we're talking about Mac only. And that was just a tiny, tiny portion of the market at that point, at least from a VC perspective.

And two, I mean, I think we're also just really early in the consumerization of the Internet. I mean, you know, Amazon is around and e-commerce is a thing. Pets.com is a thing and Cosmo and Webvan and all those. But the idea, like there's no Facebook, there's no MySpace. The idea of consumers doing things for free and quasi-legally. Napster, of course, is around and AOL has bought Winamp at this point, which we'll get into. But for whatever reason, it wasn't a huge focus area for VCs. Yeah. One way that you can operate as a VC is put on your hat of what's the world going to look like in five years? What's the world going to look like in 10 years? What's the world going to look like in 20 years? And people believed in the digital music revolution, which now seems obvious in hindsight. But what's not clear to me is, did people besides Steve Jobs, who has always had this passion for music and say it's part of Apple's DNA and part of who they are as a company is loving music. Did other people, including technology investors, also believe that the digital music revolution was coming? Or did this catch just everyone completely by

surprise? And that's why you see no funded companies in the space. Yeah, I don't know. It's a great question. I'd love to go back and have been a VC back then and thought about it. But the reality is too, none of these companies were big exits. I mean, not even Napster and Winamp. Nope. Really interesting just how much the infrastructure around these companies, the platforms that enable them to build big businesses. I mean, maybe not in music today, as we'll get into later in the show, but certainly, you know, you think about Facebook, you think about Instagram, you think about Snapchat, you know, just how much that's changed over, you know, what is a long time in technology, but not that long, you know, relative to other businesses. Right. They're obviously successful in meeting with SoundJam, and they know the folks there well since they were all former Apple employees.

But Audion and Panic, they've separately been negotiating with AOL, which owned Winamp and was considering also acquiring Audion and bringing it into the fold and having it power sort of the Winamp version for Macs. And when Apple reached out to them, they didn't realize what Apple wanted, that they wanted to buy them. And so they thought that they needed, even though they hadn't yet been acquired by AOL, they thought it was only right to ask AOL to be part of the meeting too. Yep. You think about the panic guys. These are not like business tycoons. The stories that we've talked about where you have incredibly savvy sort of investment-minded CEOs running these empires. This is a couple of guys sort of working on this thing out of a passion project and just a burning desire to ship the best software for this use case that they possibly could.

And so for them, they didn't think about like, oh, do we have a no shop clause or anything like that? It was much more like, well, we've already started talking with these guys AOL. So even though it's AOL and they're not the most benevolent people in the world and we're not even sure we want to go work for them, it's probably a good idea to see what they think first. Inclusive in this, yeah. Yeah, yeah. And it's so funny. At the same time, of course, there's all sorts of corporate bureaucracy at AOL and executives are changing and they can't make the meeting happen.

So it just doesn't happen. They, Audion and Panic, never meet with Apple. Well, they meet later, but at this point in time, they don't meet with them. And then the deal with AOL ends up falling through too. So they don't get acquired by AOL either. And it's unclear that they actually would have wanted to, especially given all the corporate bureaucracy that was going on there at the time. But instead, Apple needs to move forward. And so they acquire SoundJam at some point during kind of mid-2000. And Kincaid and Robin and Heller

all come back to Apple, join, and they start basically ASAP turning it into iTunes because they find out that Steve Jobs wants to launch iTunes at Macworld in January 2001, six months later. And they're doing this very quietly. SoundJam users got no notification. There was no public announcement that nobody really knew that Apple owned SoundJam and it wouldn't be around for the foreseeable future at this point. Yep. And there's some rumors in the industry that start leaking, but nobody really knows what's going on. And the Panic guys definitely don't know what's going on. So they, come January, go to Macworld like every indie. David, there is one absolutely amazing little tidbit in here. And that's when Cable Sasser

at Panic got word that something may be going on with sound jam and it wasn't totally clear what he called the tech support line for uh for sound jam for the publisher yeah yeah hey uh is it like a good idea for me to buy the next version of sound jam like implying, is it going to continue to be maintained? Yeah, supported. And got this like shaky, like, yeah, I don't see why not. So they're worried.

Super funny. This blog post is great. And it's so kind of cable to history and to the community to write with such candor about everything that happened. Yeah. And he's such a great writer, too.

And you really get the sense that, you know, he and Steve had panic or, you know, they were doing this because they love making great software and still do. Yeah. So they go to Macworld in 2001. And the rumor is that Apple is going to do something big in music. And they're sitting in the audience and jobs comes on stage and announces iTunes. And they're like, well,

that looks a lot like sound jam. And it has visualizers. It's, you know, much more full featured. Like, and we should really harp on this point because it's easy to lose that point today with the bloated behemoth that iTunes has become,

but it was beautiful. It was revolutionary. It was revolutionary. Yeah, it was so revolutionary for the time. Yeah, define new user interface paradigms that would come back into the Mac and Finder and standard APIs later. It was always the bleeding edge by a year or two on what we would see in the OS in the future.

And it was so well thought through, but with all of the great cool features that existed in SoundJam and a lot of them. I mean, SoundJam and Audion had this war back and forth of releasing a new feature, trying to make mine better than the other guys, trying to make mine more beautiful and more well thought through. And suddenly then iTunes comes and it's like the messianic incarnation of what both of them had been striving for yeah and not to mention free so included in mac os and completely free for download whereas both sound jam and audion were box software that you had to go to best buy and pay 40 or 50 dollars for so both free

and bundled with the platform, like shipping with the OS. Yeah, huge, huge announcement. But Cable and Steve at Panic, they're undeterred. And this is all in the blog post, which we'll again link to in the show notes. After the keynote, they're walking around on the floor at Macworld and they see Steve Jobs. Now, they actually have a meeting. Jobs had reached out to them and Apple, well, I don't know if it was Jobs, Apple had reached out to them. This is amazing how this happened. Cable emailed Phil Schiller. That's right. To get a meeting, or I think, I can't remember exactly why he emailed Phil, but didn't really

get a response back. And then emailed Steve, just like, I think they always email Steve whenever they release new software, hoping that like, maybe he'll take a look. Oh, they'd emailed Phil because he was an Audion user and they had him in the system. Oh, that's right. He was a registered user. Yep. Yep. So then they email Steve and they're like, hey, Steve, as usual, we ship some new software. We think you'd really like it. Before the iTunes announcement. Yes. Yes. And they get a response back that ended up setting this meeting from Steve Jobs. And one of the fascinating things is it's the mail client that is encoded in the headers

is still the next email client. He's not using Mac OS 9. Yeah. And it's not from Steve at Apple. It's from Steve at Pixar. Yeah. And it's just like a little one-liner email that's basically like, hey, are you interested in throwing in with us at Apple, it's from Steve at Pixar. And it's just like a little one-liner email that's basically like,

hey, are you interested in throwing in with us at Apple? And like, what does that mean? Is that an acquisition offer? Does he want to hire them? It's just so, yeah. Only Steve Jobs, he's been CEO of Apple on an interim basis for four years at this point. He's not using a Mac. He's emailing from his Pixar email address and he makes an acquisition offer

with one line in a response. Only Steve. Yep. So now they've got this second meeting set. So the first one sort of fell through. So so they get a they get a second meeting set up for a couple days after mac world but they they were there and in the audience they see steve on the floor afterwards and so they go up to him and they say you know hey steve like it's us we're we're the you know the audion guys and um cable transcribes this in the blog post and steve says to cable's recollection something like oh hey ste, you know, nice to meet you. So tell me, what do you think of iTunes? And Cable says, well, I think it looks great. You guys have done a great job. But, you know, I still feel that we'll do all right with Audion. And then Steve says, oh, really? Well, that's interesting, because honestly,

I don't think you guys have a chance. So Steve Jobs. And Cable says, well, Steve, I really think it'll still find an audience. We've got a lot of higher end features that you guys probably won't ever add. Steve says, yeah, like what? And then Cable's like, well, you can keep count of how many times you've played a song and you can even rate your songs by popularity. And Steve responds, why the hell would anybody want to do that? And sure enough, they ship that in iTunes in the near future. iTunes 2.0 in the near future. So then a couple of days later, they have the formal meeting at Apple headquarters at Infinite Loop. And Steve's there. Well, actually, before Steve walks in, Phil Schiller's there and Phil

says to them, you guys remember the last time we tried to meet with you, it was actually because we wanted you guys to make iTunes, not the sound jam guys. And they're kind of stupefied by this. And then right after that, Steve jobs walks in and supposedly throws his feet up on the table and gets right to the heart of things. He asks him a bunch of questions. He wants to know how big they are, how long they've been doing this, why they're doing it. And then he says,

do you have any other ideas for apps you want to work on? And Cable replies, well, we've got an idea for a digital photo management platform. And Steve replies, yeah, don't do that one. And then everybody laughs and and there's this like team of apple people in the room that all laugh and the panic guys look at each other like uh okay they all know something we don't and then i think either phil or steve at

that point is like we're building that it's going to be called eye photo yeah and uh so the panic guys at this point are probably literally in a panic and so steve continues and he says hey so so here's how i kind of see this playing out if you stay independent and try to compete with us it's like you guys are a little push cart going down the railroad tracks and we're a giant steam engine about to run you down. And then he follows up with, but we want you guys to work with us. You guys have shown us that you can do a lot with a little. You guys kick ass. Your software totally kicks ass. Cable, your marketing kicks ass. We think you do incredible work and we want you to join us. So...

And that, yeah, I mean. Imagine getting that offer. They have complete autonomy now. They have no idea what it looks like if they join Apple. It's hard to know to really have a negotiation around what those details could look like. And so then they're faced with this. And I think Cable goes into this in the post that basically it should have been a hard decision, but they both already sort of knew that the answer was no and that they were independent by uh um it was kind of their nature and that's what they were

gonna go and keep doing and so i think this was largely before the term aqua hire had been coined but you know an attempted aqua hire yep so they end up turning apple down and um cable doesn't talk about it in the blog post but i wonder wonder if Steve repeatedly telling them that he's going to basically insulting their chances and telling them he's going to steamroll them, which he was totally right. Right. Had something to do with it, too. Wait, Steve Jobs was kind of a jerk, but completely right about something. I've never heard that narrative before. Never.

I mean, that's all these. I love going back and covering these Steve Jobs stories because both of those things are true. He was a jerk and he was right. Really, for all his personality foibles, he really was a visionary. It's interesting. There's not much of what would have happened otherwise in the story that we haven't really covered.

I guess what would have happened otherwise, there's one fork where maybe they acquire Audion instead of Sound Jam and then sort of the same thing happens where, but the two parties are switched. You could imagine the Audion guys, instead of shutting down the software a few years later, end up quote unquote throwing in with Apple and joining. And maybe those guys go on to VP positions at Apple. But really, Apple was going to make iTunes. They had some expertise in-house that they'd already started with Music Player, but really wanted to build on top of a product

that already had some market validation and some of the hard work done and a lot of the MP3 decoding and file management. And there were two companies doing it. They wanted to grab one. They could have grabbed both. And here we are where we are today. Yeah. But they did grab SoundJam. And as best as we can tell, all the SoundJam guys are still 15, 17 years later, all at Apple. And Jeff Robin is actually, he's VP of Consumer Applications. He remains the lead software designer for iTunes. He worked with Tony Fadell on the iPod. Supposedly, he actually led the TV project that kind of never came into being that Steve was his pet project right before he died.

But ended up, I mean, Apple TV and the new Apple TV did come out, but I don't think that's the sort of full vision of what they were working on. And another fun little Steve Jobs aside, Robin was so important that in 2005, Time Magazine wrote an article, I think about probably about iTunes and the iPod, and referred to Robins. But Steve wouldn't let them refer to him by name, only describe him because he was worried about competitors, quote, poaching his talent.

It became a famous, one of the many famous Steve-isms. That couldn't be a more perfect segue into what I believe the acquisition category is. And for me, I was debating between whether this is a people or a technology acquisition. And I think when you hear comments like that, and you sort of take a step back and look at what was going on here, yes, they forked the SoundJam code base to ship iTunes. It's based on a lot of SoundJam code. But this was a people acquisition. Apple was going to do this regardless. Yeah. And it's not like some insane new piece of technology that needs to be developed in a

research lab where they're actually acquiring the technology itself. It's not like some insane new piece of technology that needs to be developed in a research lab where they're actually acquiring the technology itself. It's really the people that have played around with this newish MP3 software, right? And really understand that file format and really understand how people want to interact with music. And they really acquired the expertise of the SoundJam folks.

Yeah, I mean, and really it was, as we were talking about in the beginning of the episode, both the SoundJam and the Panic folks, I mean, they'd spent years in the guts of, you know, the MP3 codec, you know, audio technology, and, you know, all of the guts of making this work. I mean, this was not something

that was baked into operating systems. So they're really, in terms of people who knew how to do this and make great music software for the Mac operating system, I mean, you were looking at five people in the world, and three of them were at one company and two of them were at the other. Yep. It's funny, the timing of this episode is interesting for a couple of reasons. Listeners, a lot of the time, we'll try and do an episode specifically timed with a news event or a tech trend that's going on. I thought when we picked this episode that we weren't doing that at all. I was like, you know what?

It's about freaking time that we do Sound Jam. And when I was doing a little bit of research for this, I found, and this is a good blog post on Marco Arment's website, marco.org, that the MP3 file format patents actually expired last month. On the 16th of April, the MP3 technology as referenced originally in US patent number 6,009,399 and administered and held by Technicolor expired. So MP3 for the first time is a patent-free file format. And it's funny how I don't think it was ever really a big issue before. I didn't really look into if there were major lawsuits or if Apple had to license the MP3 technology. But it's interesting that now you can build an MP3 app and feel completely legally on solid ground to do so.

Interesting. Yeah, I never would have thought about that. I mean, we just take it for granted at this point. Oh, it's a standard. Yeah. I mean, when we started doing this show, it was the first time I actually thought about and had to deal with MP3 file formats and different types of digital audio formats

for the first time in years. Yeah, I can get hairy. By the way, if you're ever producing a podcast, there are so many file format things that can make it go wrong. It is so freaking touchy. Oh, yeah. Fortunately, consumers don't have to deal with this anymore.

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at price points that make sense for them. In fact, it's pretty wild. There are over 125,000 businesses now using Huntress, and they rave about it from the hilltops. They were voted by customers in the G2 rankings as the industry leader in endpoint detection and response for the eighth consecutive season Yep. So if you want cutting-edge cybersecurity solutions backed by a 24-7 team of experts who monitor, investigate, and respond to threats with unmatched precision, head on over to huntress.com slash acquired or click the link in the show notes. Our huge thanks to Huntress. Should we move into tech themes? Yeah, let's do

it. So one big obvious one for me is comparing the world of 2000 to 2005 to the world today. I went from being the music on a zip drive person to music on an external drive person to having every single one of my files on my computer itself. And I remember like buying CDs and buying CDs and buying CDs and downloading music and just having this like incredible, huge music library and being so proud of it. Like I would go over to a friend's house and we would hang out together and like show off cool songs that we had. And like what, I had the entire Beatles CD collection

imported into my computer. This was the version of your album collection, you know, when our parents' generation growing up, you know, it was so important. It was such a stamp of who you were or your cassette tape or eight track collection in the seventies. And today, yeah,

I mean, today I'm a very loyal Spotify user and it really exemplifies how much of ownership and much of products that I would buy have shifted to subscription to my life. Like I don't have a car. I, you know, I use Uber.

I don't buy movies. I subscribed to Netflix. I don't have a music library, which was a part of my identity for a while because I subscribed to Spotify and it's all available on demand and I can stream it and I can get it anywhere on any device. And it's really this world that we live in of everything as a service and everything as a subscription. And I think- Yeah, you don't have collections anymore.

Totally. And I think that's only going to continue to happen. And I think, honestly, at Pioneer Square Labs, when we think a lot about new businesses to start, it's like, where's their additional white space and things that people buy now that they could subscribe to? Yeah. I think a super interesting question for you and for all of us is, as those signifiers of identity have disappeared with the transition from ownership to renting to subscription of content. What are the new signifiers of identity? Identity, yes.

Is it the filters you use on Snapchat? I mean, but those are available to everyone at any time too. You're essentially subscribing to those. Right. How can people be creative in a way that defines themselves? And express their individuality, yeah. In a world of so much wide availability. to everything on demand and subscription versus ownership, but also of the massive, massive broadening of reach of social networks, you know, of Instagram, of Facebook, and of Snapchat in its own way too.

I mean, I think a lot of, while it opens up communication and the possibility to be seen and heard to so many people to so much wider of an audience it also at the same time has a you know homogenizing effect yeah totally i mean it's interesting to start thinking more about like things that haven't been homogenized yet that could be like you see signs you know right now like everyone gets the same opportunity to post an instagram shot and you just get to pick pick what pixels are you lighting up, what colors in that square that make you an individual. And there's all these people doing food photography. And then on the other side of the coin, there's people drinking Soylent.

And deciding that what that guy eats is... I don't need to differentiate myself on what I eat. And I don't actually take that much joy in it. So whatever, I'll just drink Soylent and it is quote unquote nutritious and everything that I need. And it's interesting to start thinking about there's people that pride themselves on taking the photos of food and there's other people that have written that off and they're like, nope, that's the way that I'm going to be the same as everyone. And it's almost like when you think about a business, where are we going to differentiate and where are we going to be world-class and where are we going

to just try and outsource our non-core competencies or be table stakes in these areas that aren't our core competencies? As you port that to people, do you think that we're getting less and less opportunities to be different and define our own core competencies because there's an ease of availability to be table stakes and everythingencies because there's an ease of availability to be table stakes and everything else because there is everything as a service or you sort of can outsource everything? Yeah, I mean, I really think so. The really interesting question is like, are we at the crest of the wave here or the nadir of the wave in terms of is individuality and individual expression, especially in physical things

and collections, is it going to continue to decline or is there going to be a reaction and a pushback to this homogenization to the extent that people are feeling it and people are going to want to go back? I think this might be why you're seeing physical album sales and LPs, vinyl is coming back. Vinyl continues to grow 50% year over year. Yeah. Yeah. I think it's why you're seeing a really vibrant, you know, pen and pencil, paper notebook, you know, Moleskine's and other, you know, Moleskine is corporate now, you know, boutique notebooks, you know, all sorts of things. You're seeing it in clothes and fashion. You know, I wonder if there is something similar, digital and tech enabled sort of route to more honest and individual expression that can start to emerge. Yeah, that's really interesting. I've got a couple more that are not nearly as ethereal.

Yeah. Yeah. We've waxed philosophical on that too. Go ahead, you want to do yours quickly and then I'll jump in with a couple? Yeah, so it's interesting that companies acquiring former employees theme. When we started Acquired, as long-time listeners know, we do this to try and find common threads between successful acquisitions to really understand what makes a successful acquisition. And IPO. So that as we build companies in the earliest stages,

how can we build with those things in mind? That you need a very successful integration or a very successful IPO and you don't want to build something that's great early and then sucks when it's acquired or something. So one thing that I totally thought was going to be a theme that we have only seen once besides this episode is companies acquiring people that used to work for them. And that previous one is Steve Jobs and Next. And we talked about that it could happen in the Jet episode where potentially Mark Lorre could end up back at Amazon and there's a

bidding war with Walmart because Walmart really wanted to keep Jet out of the hands of Amazon. But we really haven't seen it. And if you would have asked me a couple of years ago, is that a common thread of someone leaving the company, starting a thing, and it getting bought and bringing them back in? It seemed like it was a common thing, but it has not been the predominant story of these very successful IPOs that we've been talking about, or these very successful acquisitions. If anything, it's kind of the opposite. I wonder if, you know, I think a lot of big tech companies are buying companies that are started by people from their rivals.

Like I think about, you know, Facebook buying Instagram, and obviously, you know, that is our benchmark here at Acquired. I mean, even as Instagram just continues to crush it, I mean, that is going to go down as one of the best purchases of all time in any industry, technology or otherwise. But, you know, Kevin Systrom came from Google and there's so much Google DNA that has come into Facebook through acquisitions. And similarly, you know, Apple DNA into Google or Facebook and Amazon or, you know, what have you. Yep. All right. I've got one more. And that one is this rising tide lifts all ships concept where if any of the listeners are familiar with like the IndyMac

ecosystem, there's this concept of getting Sherlocked, where Apple introduced search, sort of Sherlock the feature. And that was a third party utility before. And when it got built into the platform, you know, that we're very sorry, thank you for the idea. Thank you for building our platform, we've destroyed you. And there are times where that is terrible. And there are other times where they do a bare bones implementation on the platform level and it gets better for everyone. And an example of that, I mentioned Mark Arment before, but he built Instapaper before doing Overcast. And with Instapaper, Apple came out with Safari reading list that was baked into the operating system and into the browser. And that actually raised

awareness of the category of the concept that you could save things to read later and was good for Instapaper. And it's interesting to think about how sometimes that's the case, but sometimes it kills you. And in this case, Audion guys were hoping, well, maybe Apple did sort of a bare bones thing here. And for pro sophisticated users, they can find out about music management through Apple and then come and buy our software. And that totally didn't happen. iTunes was too full-featured, number one. It was free, and it was bundled into the platform. And it's something where I've always thought before, well, maybe people freak out too much when a platform launches a thing, and they should think more about the Instapaper strategy of how can you create something

that the platform by their nature by needing to serve a wide variety of people aren't going to serve the narrow band like how can you thrive in that narrow band but you really need some serious pro features and serious narrow band differentiation in order to make your thing worth paying for when it's competing with free and baked into the platform. Yeah. Oh, man. This is such a great lead-in into my biggest tech theme I wanted to discuss. But I'm wondering, thinking about this, how much this has to do with Steve Jobs. Like when you think about,

I mean, Sherlocking was like, you know, happening in the Steve Jobs era and certainly, you know, iTunes-ing, which absolutely killed Audion as they wrote about in the blog post, you know, Steve was right. And he told them to their face that, you know, when he was launching iTunes, he was like, yep, we're going to steamroll you guys. Like you should throw your lot in with us. And he was right. And then it's later kind of in the tail end of Steve's tenure. And then after Steve with stuff like podcasts, you know, talking about Marco and,

you know, and the Apple, you know, default native podcast app. But I use Overcast now that Marco makes and so do so many other people. And it's the indie software that's so much better or like with Maps, you know, when Apple launched Maps and it was like, oh, you know, are they going to kick Google out? And like, no, the best thing that ever happened to Google Maps on iOS was Apple launching Maps. I wonder if it's really that both the focus that Steve had on really, well, on a doing individual apps, right. And having a ton of focus on them, be having them be key parts of his overall vision. I mean, his vision for the digital music revolution and making Apple relevant again wasn't just iTunes.

It was fitting into a whole piece of an ecosystem that he was building. And Apple's really not done well on that since Steve. Yeah, that's interesting. iTunes is relatively deep. They're not taking a broad, shallow approach. They took a full-featured approach. And that full-featured approach resonated with everyone. They did this amazing job of making it deep without being

complex. And part of that is the praise of the UI design. But another part of that is the fact that maybe Steve kind of was the everyman in his interests, where when he decided this is a passion of mine and music is a passion of mine and music is a passion of mine and we're going to go deep into music and be a music company, that actually was something that just did resonate with tons and tons and tons of people and that he was kind of like a symbol for the everyman. Yeah. This is the tech theme I wanted to discuss and bring up is one we've talked about so many times on this show, which is, you know,

when you're making a product, and I think this just illustrates it so well, you know, you need to make something that people want. And the best way to do that is, and to know you're making something people want is to make what you want. And especially if what you want is, is aligned well with mass market like right those are the mass market and the timing of waves and technology yeah um of which you know digital music at this point in time was a huge one yeah um you know i was thinking is doing the research and prepping for the show and and like we just talked about you know steve say whatever you want about his personality some people love him. Some people hated him.

But he was someone who was very often right about things and right about things in a big way like this. And I think this is a key component of why he was so right was he had an experience in his mind that he had a vision of that was so clear to him and that he wanted. And then he was so exacting in managing the products to really, really solve that need and bring delight to what he wanted. And that aligned with technology trends and with what lots of people wanted. And I think there's a real danger in if you take the opposite approach and you manage a product just to either feeds and speeds and specs or to just try and time a wave without thinking about solving the problem, that's when you can run into a lot of trouble. Yep. Agreed. codex and we are we are standing on the shoulders of giants here we are and we'll continue to and five ten years from now people will be like gosh i can't believe actually you know you had to write like you know in swift or in in objective c it's this self-reinforcing and improving cycle

and technology that makes magic happen yeah layers of abstraction that abstraction that you used to have to write assembly language or even before that, the hex or the binary. And then you get the event and machine language. And then ever since, you just keep building more abstraction layers on top of the stack. And then you get HyperCard and you get these visual forms of programming languages and you get playgrounds where you can see your iOS code sort of move around in real time. And we have yet to, there've been many times where people have envisioned the way that we will program visually and easily in the future. And you don't actually have to know about the guts, but often to do the specialized thing or to do the best thing,

you really do need to know a lot about the guts. And I'm very curious to watch and see. I think to do the easy thing, we're going to have platforms. But to do the hard thing, no one who built the platform envisioned the really hard, differentiated thing that you want to do. So I think there's always space if you want to be different at the difficult product level. There's always a space to know what's under your layers of abstraction. Again, Steve Jobs, it's back to his favorite Alan Kay quote, you know, if you really care about software, you should really care about hardware. Yeah. Okay, last one I wanted to make real quick is just this whole idea that, again, we've talked about on this show and this episode and others is it's really hard to compete with free in technology. And if you have a utility app and it's just a utility, somebody, if there is a big enough market for that, somebody is going to come along and make it free and you are not going to be able

to capture long-term value just from utility. But what does capture long-term value, you know, is either an ecosystem like iTunes and the iPod and the Mac and the digital hub and sort of bundling. There's two ways to make money in business, bundling and unbundling, as we talked about on the last show. Or taking an approach of creating a network around it like Instagram did. I mean, Instagram was hypstematic. It was a photo filter utility, but they created a network around it, not just a utility. And I think there's a big lesson there. Utilities can be a great wedge of an entry as a product into building a customer base, but you can't stop just there if you want to build a sustainable

business. You have to create either an ecosystem or a network around it. Yep. Yep. Yep. Love that point. All right. Should we go into grading? Let's do it. Okay. So the financials are silly on this one. Like we don't even have numbers to run. Like the purchase price of this thing was so small. For all we know, we might not even, they might not have even really bought it. They might've just hired the guys. Yep. Totally. Totally. And getting an opportunity. If you're those guys and they say, hey, we'll pay you a little bit more than you're making on your own right now, you'll get a stable wage

and we're going to distribute it to way more people and give you some team members. It's like, all right, done. Deal. It sounds great. And you get to be the key architects on what became, grew into, the most powerful and best product ecosystem

and business in the history of technology. Yep. And so just for fun, I went and looked at last quarter's financials. They break out services revenue. So Apple has the Mac, iPod, no, Mac, iPhone. They break out a few different product lines and one of them is services. And that's basically recurring revenue that comes from iTunes related things. So it's, you know, Apple Pay, it's Apple Music, iCloud, those sorts of things. And that alone last quarter was $7 billion. So just on those sort of services related, you know, those things that were born out of iTunes. But really, I think the fair way to assess this is like, it kind of allowed, of allowed, along with Mac OS X, a next-generation operating system, iPod, an amazing piece of consumer hardware, the iPhone, the most revolutionary consumer technology product of all time.

It kind of enabled the way that they were going to do the digital music revolution and the digital hub. Let's be clear. No iTunes, no iPhone. Right, right. And like last quarter, they did $52 billion in revenue last quarter across all their product lines. And we talked about this,

that like the numbers are almost silly when you look at the next acquisition. And it's like, well, you know, I think Apple had done like a trillion dollars of revenue since buying Next. Almost all of it in some way attributable to Next. It's sort of that same ridiculous thinking. So I was like, okay, duh, A plus. But I'm going to walk it down to an A for this reason. Apple was going to do this with or without either of these two companies.

They were going to do this anyway. No doubt. They would have figured it out. They would have found a way to hire the right people. This is square in their core competency. It's not like they needed Instagram that came with a whole network effect. It's not like they needed Pixar that came with IP. It's not like they needed some core research-based technology. They were going to do this. So A-plus on the foresight and the vision and the plan to

create iTunes and have this strategy. Also freaking brilliant acquisition. Great. It was sort of the obvious thing and it was a good on them for doing it. Give them an A because of the outcome of what that small investment has really become. But I don't think all of that value is attributable to the acquisition in the same way that it was for next. Yeah. I mean, I think this is everything you would want in an A plus in an acqui-hire, which is what it was. And in terms of our, you know, sort of grading benchmarks on this show. Yeah. I mean, I think I, I give it an A minus just like great, super great execution. Probably had very little impact on the ultimate trajectory here. But it did accelerate things.

If Apple had had to build iTunes from scratch, then would it have taken longer? Maybe it would have given time for somebody else to really emerge, whether it was Rio or Microsoft or somebody else with with digital hub strategy. There's something to be said for acceleration. Yeah. Yep. Definitely something to be said for acceleration, but on the balance, you know, this is in and of itself, no Instagram, but is a component of,

as we've said many times on this show, what become the the best business and business model of all time yep okay follow-ups real quick so amazon the contender for the throne of business and business model of all time so much going on over there so much innovation and uh the latest being the echo show we talked about the echo look on the last episode. First a camera, now a screen. And shout out to other friend of ours and friend of the show, Rob Katz over at Amazon for being one of the key PMs on the Echo Show. Yeah. And it's interesting as more of this Alexa hardware starts to roll out, it's interesting thinking about what's a clear core evolution of what Alexa is for the mass market and what these Echos are for the mass market and what is like a side project. Like when the Echo Look came out, I was thinking,

okay, narrow use case, but this Alexa voice service is something that is cloud-based and you can put on a variety of hardware. So why not put it on some specialized things, especially if you can manufacture them cheaply and ship it with economies of scale. The Echo Look to me, I'm sorry, the Echo show to me feels like, hey, we released the Echo and now this is Echo version 2 and this one has a screen because there are so many freaking use cases when I'm yelling at Alexa

that I'm like, boy, do I wish I could see the product that she's trying to describe to me before I commit to paying money for it. Or, you know, there's a variety of things like see the song that's playing, see the product that she's trying to describe to me before I commit to paying money for it. Or there's a variety of things like see the song that's playing, see the timer countdown. The device needs a screen. Yeah. So great timing in this episode too. And talk about the power of a digital hub strategy. And you can see the potential here for something like the show and future versions of Alexa and Echoes to become the hub of Amazon, the hub of e-commerce. I mean, what is Amazon? It's an e-commerce company. When you're buying things and buying things through the Echo, gosh, it's really helpful to be able to see it.

Even the hub of messaging. Crazy. They're Trojan horse communication platform now. Yep. Next follow-up, relevant to right on the heels of our last episode on BAM Tech. Facebook announced yesterday that starting today, they have done a deal with Major League Baseball to stream live 20 Major League Baseball games on

Facebook this season. Very interesting. And I think, well, I'm not sure. Details are scarce. I guess we'll find out later today when the first one happens. But I would assume it will be done on Facebook's infrastructure, not BAM Tech's, which is interesting given BAM Tech is now an independent company outside of MLB. Yeah, it's interesting. Now, as soon as they split, there's competing business interests and MLB should do what's in MLB's best interest, which is make their content available on the most places to generate the most revenue for them. And so suddenly BAM Tech is an interesting thing for them. It's a great utility. It's an asset that they own a lot of and can, the majority of, and can guide what it does. But when it's that they own a lot of and can, you know, the majority of and

can guide what it does. But when it's in their own best interest for their core business, suddenly it's Facebook's infrastructure. Which let's continue to harp on the fact that the horizontal versus vertical problem that we touched on last episode that so many people fail at, Major League Baseball is doing a great job at knowing, hey, our main priority is our main priority. And this BAM tech thing helps us when it helps us, but otherwise go be your own business. Yep. And this is a great, we talked about on the show, why is it in MLB's interest to spin this off? Can see why it's in BAM tech's interest. But this is a great example of why it was in MLB's interest to do this. Now they can focus on the main thing and serve their customers where they are.

Yep, yep, yep. One more piece of follow-up? Yep. So we, yeah, Snap had their first earnings call where they, in a single day, dropped from 2229 down to 1805. You know, after being up even higher before that, they announced they had a $2.2 billion loss,

$2 billion of which could be attributed to stock-based compensation related to restricted stock units with a performance condition. So everyone's freaking out. It's back up to over $20 now. Everyone's freaking out about this loss. And yes, they're losing a lot of money. Yes, that's true. I'm much more concerned about the potential slowing of user growth from the Instagram, all the Instagram features really cutting them out before they have a chance to grow to a larger audience. But I think that the $2.2 billion loss was very overhyped. It's a one-time event with a lot of these RSUs. Much of it, the public already knew about that was the $700, $800 million CEO bonus. That is a very weird thing.

Go listen to the Snap episode if you're interested in that. But basically, all that should have been priced in and expected. It happened, I think it vested a little bit earlier than people thought, which is why it came as more of a surprise. Interesting.

It's a lot of hype. There's still a long game here. Let's see what the next eight earnings know, eight earnings calls look like. Yeah, I mean, to me, the Snap earnings call was like, I guess unsurprising. I mean, these things take time, but it's like, okay, well,

that didn't really answer the question. We got to wait till the next one, you know? And the question is user growth and can they reignite it? And it ticked up a little bit from the last couple of quarters, but not enough that it was. Snap has not yet and will need to in the next six to 12 months, maybe slightly longer, but I don't think they have that much time. yes or no and how they're going to reignite user growth. And this is like we talked about on the episode. I mean, just the exact same situation that Facebook was in right after their IPO with totally missing mobile. And it'll be very interesting to watch. And of course, that was

when Facebook acquired Instagram. And as of yet, you know, Snap has not made any major either internal product announcements or acquisitions along those lines. But I think these next six to 12 months are really when the next few years of Snap are going to be forged. Maybe they'll ship free AR, VR spectacles to everyone, get everyone on their platform. And then, I don't know. Well, that's one way to use your idea of cash that's right all right should we move on to carve outs let's do it so mine is accidentally very aligned i was looking through the way that i generally do carve outs is i'll look through my insta paper and say what i read this week and i'll flip through my overcast and say what podcast i listened to

this week and the one that stood out to me as the most interesting thing I consumed was the Internet History Podcast. Shout out to Brian McCullough, friend of the pod, and the Napster story with Jordan Ritter. Oh, yeah. So great. I'm so glad that episode came together, both of them friends of us and friends of the show. And it was that was a great episode. Highly recommend. Everyone go check it out. And Jordan, it's very relevant to this episode, talking about early days of the digital music revolution and Napster and MP3s. And Jordan is just a fantastic guest. He's very honest and open about the dynamics at the company and in the industry and how Napster played out. Very worth listening to. Yeah. Especially if you, if you are listening to acquired because you like narratives and you like

hearing the backstories of this stuff and you know, the details and what went down and inside baseball, it's all there. So also thank you, David, for doing my carve out explanation for me. I'm going to send mine. Sorry about that. I just totally hijacked your carve out. I'll send you my carve outs beforehand now. and that way you can prepare a little something. I couldn't help myself. I'm sorry. Pour myself a glass and just listen. Do you want to do mine? Well, I don't know what it is yet.

Mine is actually, well, I don't know if you could do mine. Fun, totally unrelated, as we know if you could do mine. Um, fun, uh, totally unrelated. As we've talked about on this show, my wife, Jenny, and I have been on a bit of a travel expedition over the last few months and we wrapped it up. We just got back to the States yesterday, which again is probably why if we're less professional on this episode, that's, we can blame it on the jet lag. Um, but one of our last stops before we came home was Israel and, uh, neither of us had ever been before and, um, was just such a, um, amazing eyeopening experience in so many ways. And, uh, I'm so glad we went and just really would recommend to everybody, if you have a chance, you know, if you, if you live in America

or you live in Europe or, or elsewhere in Asia or Africa, and you, you haven't been to Israel, you haven't been to the Middle East. So basically if you don't live in South America. Yeah. Well, if you live in South America, yeah. If you don't live in the Middle East, let's put it that way. Um, you know, highly, there's so much going on and I, you know, I feel like I understand so little still about that place, but I understand so much more about the world and about our own country, having actually been and seen what's going on there. And even though Israel is just a small part of the Middle East, it makes me want to go back, see more. I felt completely safe the whole time, as safe or safer than any major American city. And I just can't recommend enough to go see it with your own eyes. It's an amazing place if you haven't.

I felt very, very similar after my trip a few years ago. It's something to understand there for everyone. Yeah. Regardless of what religion or lack of religion you are or political persuasion. I mean, literally, it is the cradle of Western civilization, and it is worth seeing with your own eyes. Yep. We want to thank our longtime friend of the show, Vanta, the leading trust management platform. Vanta, of course, automates your security reviews and compliance efforts. So frameworks like SOC 2, ISO 27001, GDPR, and HIPAA compliance and monitoring,

Vanta takes care of these otherwise incredibly time and resource draining efforts for your organization and makes them fast and simple. Yep, Vanta is the perfect example of the quote that we talk about all the time here on Acquired, Jeff Bezos, his idea that a company should only focus on what actually makes your beer taste better, i.e. spend your time and resources only on what's actually going to move the needle for your product and your customers and outsource everything else that doesn't. Every company needs compliance and trust with their vendors and customers. It plays a major role in enabling revenue because customers and partners demand it,

but yet it adds zero flavor to your actual product. Vanta takes care of all of it for you. No more spreadsheets, no fragmented tools, no manual reviews to cobble together your security and compliance requirements. It is one single software pane of glass that connects to all of your services via APIs and eliminates countless hours of work for your organization. There are now AI capabilities to make this even more powerful, and they even integrate with over 300 external tools. Plus, they let customers build private integrations with their internal systems. And perhaps most importantly, your security reviews are now real-time instead of static, so you can monitor and share with your

customers and partners to give them added confidence. So whether you're a startup or a large enterprise and your company is ready to automate compliance and streamline security reviews like Vanta's 7,000 customers around the globe, and go back to making your beer taste better, head on over to vanta.com slash acquired and just tell them that Ben and David sent you. And thanks to friend of the show, Christina, Vanta's CEO, all acquired listeners get $1,000 of free credit. Vanta.com slash acquired. All right, listeners, I think that'll do it for today. We appreciate you listening as usual. If you are not subscribed

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