詳細解説
映像は赤いカーテンの前に立つ若いElon Muskが、ノートPCを置いた教卓の横で話す講演形式です。文字起こしでは、Stanfordでエネルギー物理を学ぶ予定だったが1995年にインターネットの商業化機会を見てZip2を始めたこと、当時は広告収益が未成熟だったため新聞/メディア企業向けに紙面コンテンツをオンライン化するソフトウェアを売ったことが語られます。Zip2売却後は金融サービスがインターネットで革新されていないと見てX.comを始め、当初の総合金融ポータルより、1日で作った「メールで送金する」機能への反応が圧倒的だったため、メール決済に集中したと説明します。Confinityとの合流、PayPalへの改名、ユーザーが送金相手を招待するバイラル成長、上場とeBay売却にも触れます。その後、Apollo以降に宇宙開発が横ばいになった理由を探り、Mars Oasis構想、ロシア製ロケット購入交渉、結局は米国でも低コストで信頼性あるロケットを作れるはずだという仮説からSpaceXに至った流れを話しています。単なる起業家精神論ではなく、市場の非効率、顧客の即時支払い能力、実際に強く反応された機能への集中、コスト構造の分解という実務的な思考が中心です。
文字起こし（原文/抜粋）
So my background in brief I'll talk a little bit about Zip2 and PayPal and then mostly about space and what we're doing in space.
So originally came out California to do energy physics at Stanford actually and ended up putting, this is in 95 and ended up putting that on a hold to start Zip2.
And Zip2, I'll tell you a little bit about the full process of exactly what happened there.
In 95, it wasn't at all clear that the internet was going to be a big commercial thing.
In fact, most of the venture capitalists that I told you hadn't even heard of the internet, which sounds bizarre.
On San Niel Road.
So, but I wanted to do something in the air, I thought it would be a pretty huge thing.
And I thought it was one of those things that I came along once in a very long while.
So I got a deferment at Stanford and I put I'd give it a couple of quarters.
And if it didn't work out, which I thought it probably wouldn't, then I'd come back at this school.
And actually, I talked to my professor and I told him this, he said, well, I don't think it would be coming back. And there was a last conversation I had with him.
But they went a lot of ways in the only way to get involved in the internet in 95 that I could think of was to start a company.
Because they went to a company that's going to work for a far from Natscape, maybe one or two others.
And then I didn't have any money. So I thought, well, we've got to make something that's going to return.
It's going to return money very, very quickly.
So we thought well that the media industry would need help, converting its content from a print media to electronic.
And they clearly had money. So if we could find a way to help them move the media to the internet, that would be an obvious way of generating revenue.
And there was no advertising revenue on the internet at the time. So, and that was really the basis of the two.
And we ended up building quite a bit of software for the media industry.
Primarily the print media industry. So we had as investors and customers, hers corporation, Knight, Ritter, most of the major US print publishers.
We built that up and then we had the opportunity to sell to Compact in early 1999 and basically took that offer.
It was for a little over $300 million in cash. And that's a currency I highly recommend.
We had that. But I wanted to do something more after the two.
So, post the sale. In fact, immediately post the sale. I didn't really take any time off.
I just want to think of where the opportunities in this early 99, where the opportunities remained in the internet.
And it seems to me that there hadn't been a lot of innovation in the financial service sector.
And when you think about it, money is low bound with, you don't need some sort of big infrastructure improvement to do things with it.
It's really just an entry in the database. The paper form of money is really only a small percentage of all the money that's out there.
So it should land itself to innovation on the internet. And w
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