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Throughout high school and into college, Blecharczyk wrote customized tools for spammers. He eventually developed a suite of e-mail marketing products to help them organize and orchestrate their campaigns and maneuver around internet service providers that were desperately attempting to shut off the spam deluge. The orders poured in, as did the cash.

when traditional advocacy failed, Uber could mobilize its user base and direct their passion toward elected officials. Uber was not the first company to employ this tactic, but it quickly became among the best at it. In its ensuing first wave of political battles—in places like Cambridge, Massachusetts, Philadelphia, and Chicago—Uber would enlist the support of its customers and, usually, win.

So there's a couple of things you need to do. The first thing you need to do is grow really, really fast. You either want to be below the radar or big enough that you are an institution. The worst is being somewhere in between. All your opposition knows about you but you are not a big enough community that people will listen to you yet.

You have to get what I guess I'd call escape velocity. If a rocket takes off, there's a bumpy ride before you get to orbit, and then there's a little bit more stillness.

The second thing is you need to be willing to partner with cities and tell your story. We found the most importatn thing to do is to go and meet city officials. If people dislike you or if peope hat you, it's often normal to ignore them, to avoid them or to hate them back. The only real sol...

everyone is going to give you advice, Kalanick told him. "Ask for the story hind the advice. The story is always more interesting

"I was personally always of the philosophy that the great companies, the Paypals of the world, don't get scared by regulation, " she told me. "I never wanted to be the kind of lawyer that just said no

Uber said sign-ups jumped 850 percent after the strike. Drivers had inadvertently brought Uber more attention.

书籍介绍

“每一个伟大的初创企业都始于无人看好的小项目。”

本书作者布拉德·斯通通过对优步、爱彼迎两家知名互联网公司的发展历程进行介绍，阐释了互联网公司如何突破现有经营模式、寻找新的商业路径，并通过技术领域的不断变革推动创新。

21世纪，互联网技术飞速发展，互联网公司不断涌现，一些初创企业从各方面寻求突破和创新，通过新的产品思维和方法论，塑造了一系列新的平台、服务、结构、产品形态和用户关系。它们突破传统的商业规则，通过不断尝试和优化，提供了更好的、不断升级的用户体验。

无论从营业额、市场估值还是员工规模方面而言，优步和爱彼迎都属于历史上增长速度非常快的那类公司。它们共同书写了互联网发展史第三阶段中那些令人难忘的故事。

布拉德·斯通的这本书，是一幅互联网经济发展史的局部侧写，它关乎快速增长，以及科技与商业的神奇力量。