Case Study 4 - Friendster
Case Study 4 - Friendster
Case Study 4 - Friendster
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Executive Summary:
Friendster was a social networking service that allowed you to set up user
profiles, connect with other people, and communicate with them.
Founded in 2002, Friendster became the world’s most prominent social network
for a short time. It was later overtaken by Myspace as well as Facebook and was
ultimately shut down in June 2015.
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What Is Friendster?
Friendster is (or rather was) a social networking website that allowed you to
create user profiles and connect with (as the name suggests) your friends,
family, and colleagues.
Much like Facebook these days, users were able to make new connections by
adding them to their list of friends.
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Friendster was later rebranded and relaunched into a social gaming site with
a focus on Southeast Asian users.
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In 1996, he joined Netscape, which sold to AOL in 1998 for $10 billion, as a
software engineer. Subsequent roles in tech at various Valley-based startups
would follow.
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As the story goes, Abrams had the idea for Friendster after his girlfriend
broke up with him. He ended up registering on Match.com but found the
experience extremely frustrating.
In an interview with The New York Times, one of Friendster’s seed investors
recalled about his encounter with Abrams: “He told me himself, he started
Friendster as a way to surf through his friends’ address books for good-looking
girls.”
Replay
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Wayback Machine
By fall 2003, the site had amassed close to three million users – all while still
being in its beta test phase. Its growth was fueled by dozens of media
publications from sources as reputable as Time Magazine, Esquire, Vanity
Fair, or Entertainment Weekly.
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The media coverage went so far that Abrams was even invited as a guest on
“Jimmy Kimmel Live”. During the show, he even boasted that Yahoo’s founders
had never been guests on a late-night television talk show.
Around the same time, Friendster was also able to raise its first-ever
institutional round of funding. PayPal founder Peter Thiel, former Yahoo
Chief Executive Tim Koogle (who also joined Friendster’s board), and others
poured a little over $1 million into the company.
Prominent investors weren’t the only ones taking a liking to the company,
though. Just days after the funding round was announced, Google made a $30
million offer to purchase Friendster. Abrams declined since he believed that
Friendster would be worth significantly more in the future.
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The entrepreneur was seen frequenting parties instead of focusing to fix the
many problems that befuddled Friendster. For instance, at one point, the
firm’s servers became so overwhelmed that it took 40 seconds for a page to
load.
In April 2004, the company announced that Abrams stepped down from his
role as CEO and was being replaced by Tim Koogle who had just joined its
board. Koogle himself only lasted three months in his role, oftentimes not
even being seen at the office.
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His eventual replacement became Scott M. Sassa who previously held the role
of president at NBC Entertainment. Under Sassa’s leadership, Friendster
continued to mostly ignore fixing its most nagging issues, instead adding
features that no one really needed (such as a net calling service on college
campuses).
In May 2005, less than a year after his appointment, Sassa was already being
released from his duties. Taek Kwon, previously VP of product and
technology at Interactive Corp.’s Citysearch.com, became his replacement.
Furthermore, Friendster laid off 5 out of its 55 employees.
Kwon was able to at least partially stop the bleeding. Under his leadership,
Friendster completely redesigned its website, copying many of the features
that made Myspace so popular (such as the ability to publish blog posts).
Despite the successful overhaul, Kwon only lasted in his position for about six
months. In December 2005, he and many of his colleagues decided to depart
from Friendster. The company even had troubles meeting payroll.
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As a result, rumors about a potential sale began to emerge. The board hired
Montgomery & Co., a boutique investment banking firm, to find a buyer. For
instance, Viacom was offered the chance to acquire Friendster for $5 million,
which was less than investors had poured into the company to that point.
For once, that meant expansion into Southeast Asia where most of
Friendster’s users and growth were coming from. The company launched
different language versions of its website and even opened local offices in
countries like the Philippines.
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Investors also began to regain trust in the company. In August 2006, eight
months after the firm’s initial investors saved the company, DAG Ventures
(with participation from two original investors Kleiner Perkins and
Benchmark Capital) put another $10 million into the company.
By the beginning of 2007, Friendster’s engineering team had finally fixed the
nagging issues that were slowing its site down so much. Additional features
such as a classmate function (to connect with people from high school or
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college) or fan pages (to follow artists and other celebrities) added further
appeal to the site.
In December 2007, Friendster even launched its very own developer platform,
allowing others to create and advertise apps on its platform. The move
mimicked previously launched platforms by Facebook as well as Myspace.
Replay
To double down on the growth that the firm experienced in Asia, it hired
Richard Kimber, previously Google’s Managing Director of Sales and
Operations for Southeast Asia, as the firm’s newest CEO in August 2008.
Alongside the hire, Friendster had also raised another round of funding from
IDG Ventures, adding another $20 million to its balance sheet. At that time,
Friendster had close to 75 million users, up from 45 million just a year prior.
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Singapore). Meanwhile, its San Francisco office had only a handful of people
left.
Replay
The office choice wasn’t a coincidence though. Over the course of 2009,
Friendster began shopping itself around Asia, making it clear that it was up
for grabs. Those advances finally came to fruition in December 2009.
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$3.4 million to Morgan Stanley and other parties that helped with the
Replay
sale (M&A lawyers, etc.)
$2.5 million in cash in Friendster’s bank account
$2.1 million paid to Friendster CEO Richard Kimber
$1.4 million to other Friendster executives
Replay
Then, a month later (August), it sold all of its previously registered patents to
Facebook for $40 million. At the time, the patent purchase became one of
Facebook’s largest-ever acquisitions (before it paid $19 billion for WhatsApp,
$2 billion for Oculus VR, or $1 billion for Instagram).
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Meanwhile, MOL had some different plans for Friendster. The same month it
sold its patents to Facebook, Friendster added a social games portal, dubbed
Friendster Games, offering free MMO (massively multiplayer online) games.
Replay
The next year, in April 2011, Friendster announced that it would delete all of
its user’s data on May 31st. In June, Friendster relaunched as a social gaming
website that allowed its users to play dozens of games together,
communicate while doing so, and buy credits to boost their performance
(that’s where MOL’s expertise came in).
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Wayback Machine
The site continued to be live up until June 2015 when it was eventually shut
down. MOL stated a challenging business environment as well as a lack of
user engagement as the reasons for its ultimate closure.
Performance Problems
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The single biggest reason why Friendster failed was that its website was often
overwhelmed with the massive traffic it had.
Those features then added to Friendster’s server load, further slowing down
the website. The board members, which had invested in companies like
Amazon and Google, were more consumed with making Friendster the next
internet giant instead of getting the basic stuff right.
Competition
Another big reason for Friendster’s failure was the extensive competition it
faced. In an interview with the L.A. Times, founder Jonathan Abrams would
later recall:
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Most of Friendster’s users would eventually migrate over Myspace, which was
then beaten out by Facebook.
Executive Turnover
From its inception in 2002 to its eventual sale in late 2009, Friendster would
experience changes in its C-suite.
In fact, the company had a total of six different CEOs over that very same
time span. Each and every one of those CEOs brought with him a unique
leadership style and vision for the company, which made it tough to plan for
the long-term.
In the previously cited New York Times article, Jeff Winner, the firm’s former
Head of Engineering, talked about his experience of working under three
different CEOs in a span of 12 months:
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around.”
Moderation
Last but not least, another major factor why Friendster failed was the
extensive content moderation enforced by the platform.
Friendster was frequently banning users whenever they stepped out of line.
Many of these users ended up migrating over to Myspace, which was much
more lenient with its content moderation efforts.
Danah Boyd, a U.C. Berkeley Ph.D. and current researcher at Microsoft, made
a pretty interesting comparison between the two networks:
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out in a super clean police state where you can’t chew gum let
alone goof around and you’re told exactly how to speak to
others. Hanging out on MySpace is more like hanging out in a
graffiti park with fellow goofballs while your favorite band is
playing. That said, there are plenty of folks who don’t want to
be hanging out in a graffiti park and they are not sticking
The problem with Friendster’s content moderation efforts was that the
company was simply too strict. The platform famously removed the profiles
of users who put up joke pictures, like photographs of their dogs in place of
themselves.
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The last time Friendster’s valuation was disclosed was during its acquisition
by Malaysian payments company MOL Global. It allegedly paid $39.5 million
to acquire Friendster in December 2009. The company allegedly turned down
a $150 million offer the year before it was acquired.
Viktor
Hi folks, Viktor checking in! Years of experience in various tech-related roles
have led me to start this blog, which I hope provides you with as much
enjoyment to read as I have writing the content.
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