All right, class, here’s your homework assignment: Devise an app. Get people to use it. Repeat.
That was the task for some Stanford students in fall 2007, in what became known here as the “Facebook Class.”
No one expected what happened next.
The students ended up getting millions of users for free apps they designed to run on Facebook. And, as advertising rolled in, some of those students started making far more money than their professors.
Almost overnight, the Facebook Class fired up the careers and fortunes of more than two dozen students and teachers here. It also helped pioneer a new model of entrepreneurship that has upturned the tech establishment: the lean startup.
“Everything was happening so fast,” recalls Joachim De Lombaert, now 23. His team’s app netted $3,000 a day and morphed into a company that later sold for a six-figure sum.
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“I almost didn’t realiSe what it all meant,” he says.
Neither did many of his classmates. Back then, Facebook apps were a novelty. The iPhone had just arrived, and the first Android phone was a year off.
But by teaching students to build no-frills apps, distribute them quickly and worry about perfecting them later, the Facebook Class stumbled upon what has become standard operating procedure for a new generation of entrepreneurs and investors in Silicon Valley and beyond.
Startups once required a lot of money, time and people. But over the past decade, free, open-source software and “cloud” services have brought costs down, while ad networks help bring in revenue quickly.
The app phenomenon has accentuated the trend and helped unleash what some call a new wave of technology innovation — and what others call a bubble.
Early on, the Facebook Class became a microcosm of Silicon Valley. Working in teams of three, the 75 students created apps that collectively had 16 million users in just 10 weeks. Many of those apps were sort of silly: De Lombaert’s, for example, allowed users to send “hotness” points to Facebook friends. Yet during the term, the apps, free for users, generated roughly $1 million in advertising revenue.
Such successes helped inspire entrepreneurs to ditch business plans and work on apps. Not all succeeded, but those that did helped fuel the expansion of Facebook, which now has nearly 700 million users.
Venture capitalists also began rethinking their approach. Some created investment funds tailored to the new, bare-bones startups.
“A lot of the concepts and ideas that came out of the class influenced the structure of the fund that I am working on now,” says Dave McClure, one of the class instructors and founder of 500 Startups, which invests in lean startups.
Nearly four years later, many of the students have learned that building a business is a lot harder than creating an app — even an app worthy of an A+.
“Starting a company is definitely more work,” says Edward Baker, who was De Lombaert’s partner in the class and later in business. The two have founded Friend.ly, a social networking startup.
The Facebook Class changed De Lombaert’s life. His team’s app, Send Hotness, brought in more users and more money faster than any other in the class. And its success attracted the attention of venture capitalists.
“The class, more than anything, set the tone for us to try to start something big,” says Baker, 32, Friend.ly’s CEO.
Facebook did not actively participate in the class. But some of its engineers attended sessions. “It really felt like an incubator,” says David Fetterman, a Facebook engineer who helped develop the apps platform.
©2011 The New York
Times News Service