Get a free consultation and deploy a flexible infrastructure for your media project in Selectel: https://slc.tl/8ChUH The hh business mobile app will help you find the right employee for your business Download the mobile app https://my.hh.ru/mI (0+) Learn to negotiate effectively on an educational course from a Harvard and IN SCHOOL professor: https://bit.ly/3FACn96 Today, on the "Russian Norms!" channel, the long-awaited hero is Igor Magazinik, one of the most successful serial entrepreneurs in the world who came from Russia. He has three global businesses under his belt, in which he co-founded and headed the development. All of them have made our lives more convenient and cheaper. Viber is the first messenger that challenged cellular operators and made calls within its phone book free. iMesh allowed users to exchange music and movies for free even before the advent of torrent. Taxi service Juno fought against consumer attitudes towards drivers and even made them partners of its startup. At the age of 16, Igor emigrated from Nizhny Novgorod to Tel Aviv on his own initiative, where he graduated from a class with advanced study of computer science and met his future partner and CEO, Talmon Marco, in the army. There are many mysterious facts in the cases of their joint companies, because their success could have been much greater. After a five-year race for WhatsApp, they sold Viber to the Japanese Internet holding Rakuten for $900 million in five days, and a month later Zuckerberg announced the purchase of their main competitor for $19 billion. In iMesh, they were able to negotiate with American copyright holders, and the Internet holding successfully existed for 20 years, unlike Napster, which quickly closed. Juno occupied 10% of the New York taxi market until they were bought by Gett for $200 million, but just 2 years later they closed the entire American expansion project. What were the main mistakes they made in the fight against competitors? What should be done to enter a heated market with global players? How to monetize free services with advertising and not lose users? Why you shouldn't be afraid of dilution of share in a startup and what is the best way to attract investment? "Success usually teaches us nothing," says Igor, who has already earned so much that he will never work. But now, together with his partners, he founded a startup incubator and is developing three startups at once, claiming a multi-million dollar capitalization: H2Pro - green hydrogen production, Altis - an AI trainer for home workouts and innovative shaving cream. Timestamps: 00:00 Why did Igor leave for Israel? 03:58 The Israeli army is a "forge" of tech startups. How does it work? 07:40 "It happened on its own." How Magazinik became an entrepreneur and co-owner of the iMesh startup? 10:06 How did the free file sharing service iMesh make money and what does the Shabtai family have to do with it? 14:26 From a lawsuit to cooperation with American copyright holders 20:59 "The word "messenger" didn't even exist yet" - How Viber was born from iMesh. How Viber was launched and gained an audience 28:46 What was Viber's largest expense item and its main mistake? 34:04 Why security didn't become Viber's main "feature" 36:02 How Viber did without investors, and how many millions of dollars were actually spent 39:47 "Emigrant messenger." In which countries was Viber most popular? 41:52 New communication culture: is it ethical to call via messenger? 42:56 What kind of monetization worked in Viber, and how messengers can pay for themselves now 45:06 "5 days": why the founders sold the startup so easily 47:40 What caused the sale of WhatsApp for 20 times more than Viber 51:34 How the shares were distributed when the company was purchased, and how much did Igor earn 54:01 How Magazinik evaluates the development of Viber by the Japanese company 56:27 Privacy of messengers as a method of competitive struggle between Telegram and Signal 01:02:09 What was the idea behind the creation of the Juno taxi service, and what were the drivers unhappy with 01:05:29 Why give drivers part of the company's shares 01:09:15 What share of the New York market did Juno occupy at its peak, and how much money did it take 01:11:15 Russian money in Juno 01:12:58 "Refusal of profit and subsidy." How the economy of a ride in a taxi aggregator works 01:17:02 Juno sold for $200 million to Gett 01:20:36 Investment strategy as Juno's main mistake and a lesson for Magazinik 01:24:20 When the ridesharing economy will converge and be profitable 01:34:04 What principles does Magazinik and Co's startup accelerator profess 01:48:20 "It's amazing that we do something every morning, and we don't like it" 01:50:04 How an AI subscription trainer can compete with real specialists 01:56:42 How the Israeli "startup miracle" wo