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announced. There was a point where I had to change our front page to read Yahoo instead of Viaweb and then it really hit me. Viaweb is gone. Viaweb doesn t exist anymore. That was so weird. And I told myself, Look Paul, don t get sentimental. You built this thing to sell it. That was the whole point, and now you ve sold it, so stop whining. But boy, it was strange to think that when I clicked on publish and replaced the Viaweb front page with the Yahoo front page, Viaweb would never be seen again. It was also kind of weird that when the deal closed, we all became Yahoo employees. It was like one of those dreams where you have to go back to high school. Up till that point we d been independent, and then suddenly we were employees, with bosses. And the weirdest thing was, we, or I at least, actually started to think of them as bosses. Now whatever I did was either submitting or rebelling, whereas before it had been just doing.

I think Yahoo is smarter now about dealing with startups than they were then. We were one of the first companies they bought, and I think the idea was, back then, that what you should do with an acquisition is integrate it, in the same way that a sugar cube becomes integrated with your tea. We basically got dissolved within Yahoo, and all the people working on Viaweb or Yahoo Store as it then became got dispersed to all the corresponding bits of Yahoo. The engineers got put with the engineers and the people working on customer support got put with the support people and the sales guys got put with the Yahoo sales guys. It seemed to Yahoo that this was the most efficient, organized way of doing things, but actually it was terrible for us. We had been this little tight-knit group that worked really well together and suddenly we were spread out all over Yahoo.

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Graham: Never believe it s a deal till the money s in the bank. Even at the point where you walk in that room to sign the final papers, there s still a 10 percent chance the deal s going to fall through. At the point where people say, We want to buy you, the chances of it falling through are like 80 or 90 percent. So you can t let yourself believe. If someone wants to make you an offer, fine, but don t change your plans based on that. Just keep going. Livingston: Looking back, what surprised you most in your experience with a

One of the policy decisions you have to consider before launch is whether or not you are going to provide custom modifications to your customers. In some cases, the answer will be obvious. Customers of a low-priced ($100 $1000), high-volume product will not be amenable to paying you $50 $200 per hour to modify their application. The cost-benefit ratio simply is not in their favor. If your product is fairly high priced (five figures and up) and volume is not great, there will be a strong temptation to modify your product to meet a specific customer s requirement. No off-the-shelf program completely satisfies anyone. Purchasing canned software always means a compromise by the customer between the cost of the program and the completeness of the solution. Sometimes the user s requirements are so unique that no off-the-shelf product will satisfy their needs. When requirements trump cost, a 100 percent custom-written application is necessary. In between 100 percent off-the-shelf and 100 percent custom is a whole range of tempting alternatives. Everyone who evaluates your product will give you a list of things they d like to see that your program doesn t do and will drop broad hints about getting the go-ahead to purchase if only one or another feature could somehow be included. So let s divide modifications into two classes. The first kind is generic; that is, anybody who uses your software would be happy to see that feature and find it useful a report sorted on a field you didn t think to put into the original specification, for example. The other kind of modification is specific to the customer, and no one else would ever want to see it the company logo at the top of each report, for example.

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