The second problem was going to be scaling that. The first challenge was getting the content. It was very easy for us to convince them to give us the assets around their bestselling titles. When the iPad shipped in April of 2010, we had our software running and we were able to go and meet with the publishers. This was before the iPad had even come out. We had built the application on the iPad. The way we did that was we got permission from one of them to build a demo. We went out and partnered with Pearson, McGraw-Hill, Cengage, Wiley, and Elsevier to get them to bring their bestselling textbook titles to our platform. ![]() On the supply side, you have to go work with publishers because, as a startup, you’re not going to build the entire higher education curriculum all by yourself. Sramana Mitra: When you started Inkling, what was the value proposition that you went to market with? It has just taken a lot more time and energy. We turned out to be partially right in that assumption. It was absurd.Īs an outsider looking in, you can’t help but think, “There has to be a better way here.” A bunch of us believe that the iPad was going to be a foundational technology that was going to enable an entirely new mode of learning. You see this insane paradox where you had spend $200 on this state-of-the-art technology to explore a topic freely and be engaged, but instead the teachers were telling them to close them and open the textbooks. I saw students with laptops but not using them because the textbook was taking their attention. ![]() Matt MacInnis: Yes, I was walking into classrooms as part of my work. Sramana Mitra: Your observation that the future of textbooks was not just digitization of what already existed was the impetus to think about Inkling and what you wanted to do differently at Inkling. Matt MacInnis: For probably six or nine months, we explored and brainstormed whether there was a viable business here. Sramana Mitra: This thinking behind your startup is happening while you were still at Apple?
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