I very much doubt that I'd execute on this if it were dropped into my lap, but hypothetically supposing I saw a way to productize this, I would not need customers. It would be like inventing an AI which could successfully trade stocks in all market conditions. Sure, I suppose I could sell it for $99.95 on infomercials, but the more obvious path is to proceed directly to total world domination.
I would go raise capital, call in all of my favors with the witch kings of SEO, pull off Demand Media in parallel for as many niches as I could scale to (and if I productized this and had capital available, that number would be very high indeed), and sell out at a truly ridiculous multiple prior to the borg deciding my business model needed to be nuked from orbit.
Anyhow, good news for HN readers: the fact that this strategy is still done by bingo card makers and boutique SEO consultants and not a department dedicated to it at the New York Times means that you still have an opportunity to make a lot of money at it before your competitors with mega-brands, link juice flowing out their ears, and vast reserves of capital figure out how to exploit it.
I very much doubt that I'd execute on this if it were dropped into my lap, but hypothetically supposing I saw a way to productize this, I would not need customers. It would be like inventing an AI which could successfully trade stocks in all market conditions. Sure, I suppose I could sell it for $99.95 on infomercials, but the more obvious path is to proceed directly to total world domination.
I would go raise capital, call in all of my favors with the witch kings of SEO, pull off Demand Media in parallel for as many niches as I could scale to (and if I productized this and had capital available, that number would be very high indeed), and sell out at a truly ridiculous multiple prior to the borg deciding my business model needed to be nuked from orbit.
Anyhow, good news for HN readers: the fact that this strategy is still done by bingo card makers and boutique SEO consultants and not a department dedicated to it at the New York Times means that you still have an opportunity to make a lot of money at it before your competitors with mega-brands, link juice flowing out their ears, and vast reserves of capital figure out how to exploit it.