đź“ŤA Business Model for the Blockchain Web đź’Ąđź’Ąđź’Ą

Royalty-integrated equity (RIE) is a form of equity that the blockchain enables which addresses both shifting business incentives away from pure profits and growth, and also can create a more accessible form of capital ownership.

Simply put, RIE is a fungible token that integrates royalty payments on transfer. In other words, RIE creates shares of stock in companies that can pay small royalty fees back to their respective companies when they are traded. How does this work?

Currently, there is a standard for NFTs to be built with royalties: a function in their smart contracts that pay back small percentages to the original creators. This could be implemented in cryptocurrency tokens, taking the royalty from the payment for transferring the tokens. So when a token is traded on an exchange, a small fee is paid back to the token issuer (and likely the exchange).

With RIE, buying shares in a company would mean not just investing in that company’s stock, but sending money directly to them in the process.


Previously, I wrote about the Blockchain Web, a concept for applying blockchain to improve current internet services. This sequel models an alternate vision of monetization and financial success for businesses in the Blockchain Web, leveraging the new technology.

Notably, this does not include DeFi solutions, but rather follows a different line of economic incentives. I’ll discuss the current economic environment and the alternate vision from web3. With these in mind, we can look at how a new form of equity—combining aspects of current company equity and the emerging tokenomics—can shift incentives to more stable, useful and better distributed outcomes.

Today’s Economic Model

The internet business model is as capitalist as it gets, with a severe prejudice for growth over anything else, be it in user numbers, usage statistics, or profits. This is demonstrated in companies like Facebook or Apple being measured by their growth in usage and ad revenues. In The Nature and Logic of Capitalism, Robert L. Heilbroner points out how central to capitalism is “the use of wealth in various concrete forms, not as an end in itself, but as a means for gathering more wealth.” As the internet companies follow this constant drive for more and to be bigger, they dominate: Big Tech has become the oligarchical ruling class of the internet ecosystem.

Heilbroner describes how this affects dynamics of the members within this ecosystem:

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A Business Model for the Blockchain Web

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💎💎💎 PGF7T crypto info, Web3, NFTs, Dapps 🚀

PGF500 has a token on the Ethereum network, called PGF7T, which you can use to pay for subscriptions and services within the PGF500 platform.

You will need to have Metamask to pay with PGF7T token.

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We have chosen to adopt blockchain technology for the launch of 2 innovative decentralized Dapps.

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We believe in Web3 and in the strength of communities.

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The token is on the Ethereum smart contract 0x9fadea1aff842d407893e21dbd0e2017b4c287b6 ,

and the code is public at https://etherscan.io/address/0x9fadea1aff842d407893e21dbd0e2017b4c287b6#code

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QuickSwap smart contract:

0xdd0fDc648a9dbC9be5A735FE4561893a13399Da2

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🔴 It is possible to buy and sell PGF7T tokens on Uniswap and QuickSwap Exchanges.

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Price:  PGF7T

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Our NFTs

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Enjoy the Journey 🚀

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PGF500 Team

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đź’Ąđź’Ąđź’Ą The Fundraising Wisdom That Helped Our Founders Raise $18B in Follow-On Capital

Two years, our team at First Round, led by partners Bill Trenchard and Brett Berson, began to quietly build out a program to help our founders navigate the choppy waters of follow-on fundraising.

Long had we observed founders caught off guard by what was needed to raise their Series A after having a relatively easy time at the seed stage (only further exacerbated by an influx of seed funding in the market).

All together, we have immense knowledge in fundraising that we’ve accrued witnessing our companies raise over 1,000 rounds and $18 billion in follow-on funding. It’s possible for startup founders to know more about almost every facet of company-building, but fundraising is one area where we’ll always be able to offer more experience.

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Realizing how well positioned we were to help, we built a program called Pitch Assist — a four to six week bootcamp for our startups that are getting ready to raise follow-on capital. At the end of the program, they emerge with a well-designed deck, a strong narrative, and a clear strategy for how to approach the fundraising process.

Unlike normal fundraising advice, Pitch Assist is an immersive program where we advise, build presentations and rehearse side-by-side with First Round founders. Trenchard, in particular, has experience on both sides of the table, having started and fundraised for 5 companies before joining the firm.

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What follows is an inside look at how we run the Pitch Assist program, and what startups everywhere can apply from what we’ve learned helping create fundraising pitches and processes for over 10 years.

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FIRST, FIX YOUR TIMELINE

Given the cyclical nature of tech and venture, there are distinctly good and bad times to raise capital. “Avoid August, the second half of November and December, when many venture firms slow down.

The year-end holidays and summer dog days are dead zones for fundraising, so why set yourself for an uphill process? July can be slow, too. You can finish your fundraising process in late July — just don’t start it then,” says Trenchard.

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The Fundraising Wisdom That Helped Our Founders Raise $18B in Follow-On Capital

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First Round Review

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🔶 Y Combinator: Advice for Companies With Less Than 1 Year of Runway. Cash Burn, Decision Making, Staying Alive

Let’s imagine that you are the founder of a company that has successfully raised an angel or institutional round and are currently in a situation where you have 12 months or less of runway.

The hardest part of dealing with a low runway situation is managing your own psychology. You have to simultaneously manage your own anxiety to not be overly negative about your prospects, but also not be irrationally positive. It’s a delicate balance.

The first step is to understand exactly how much cash and runway you have.

Before reading further, make sure you have read both The Fatal Pinch and Default Alive or Default Dead.

If you are Default Dead then it is your responsibility as a founder to immediately take actions to become Default Alive. The mechanisms by which you can move from Default Dead to Default Alive are straightforward: Either you need to grow revenue more quickly, cut costs, or both.

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Advice for Companies With Less Than 1 Year of Runway

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