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Ch3 – Architecture & Ch5 – Launch, G2 member, End-to-end principle on…

- - - - enables the parties to decide whether, what and how, to engage in any further exchange.
        
        example
        
        Upwork: allows companies and freelancers to exchange information about themselves to facilitate hiring decisions
        
        Uber: provides information about driver availability and location
    - - most of it are exchanged outside of the platform
        
        Uber: delivered on real city streets using actual cars
    - - credit card / Bitcoin / cash / attention / fame / influence / reputation
  - - - producer, who creates value
      - consumer, who consumes value
      - +
    - - exchange of value information
      - +
    - - algorithmic, software-based tool
  - - - Attracting consumers to platforms
        
        keeping the interest to users who visit or sign up for the platform
        
        encourages users to keep returning to the platform by feedback loop
      - +
    - - platform making it easy for producers to create and exchange
        
        reducing barriers to consumer
      - +
    - - platform creates efficiencies by matching users with the most relevant goods and services
        
        static information
        
        ex: identity, gender
        
        dynamic information
        
        ex: relationship
- - - - Use a non-platform demonstration project
      - Amazon- used online prooduct listings to attract customers (opening its system to external producers)
        
        small revenue from every transcation
    - - Connect with an existing user base from a different platform
      - PayPal - eBay's online auction platform
      - Justdial - local commerce marketplace, facilitating consumer transactions with more than four million small businesses
    - - Create value units that will be relevant to at least one set of potential users
      - Quora
        
        editors would ask questions and answer the questions themselves
        
        two ways of conversation with users
    - - Provide incentives to attract members
      - Microsoft (XBox), Sony (PlayStation)
        
        connect consumers with content produced by game developers
    - - Create a business around products or services
      - Delicious - social networking site
        
        allow users to share lists of web bookmarks - links to internet content
    - - Design platform to attract producers
      - Indiegogo and Kickstarter - Crowdfunding
        
        infrastructure to host and manage the funding campaign for customers
    - - Use one or more traditional push marketing strategies to attract high volume of interest and attention to the platform
      - Tinder - dating app
        
        task easier, crowded, networked
    - - targeting a tiny market that members are in interactions
      - Facebook - social media
        
        campus community (every university)
    - - Four Key Elements
        
        The value unit
        
        VU - the picture that user shares with friends
        
        The external network
        
        allowing value units to spread and exposed to potential users
        
        The sender
        
        shares a pic
        
        The receipt
        
        create own photo and receipt becomes the sender ( Create a Cycle)
        
        Example: Instagram
  - - - YouTube
        
        Focus on producers
        
        Anyone can upload videos
        
        Votes and Filter Tool
        
        Producers can bring their customers to the platform
        
        Creating a community that users would not be easily to leave
        
        Launched in Feb. 2005
      - Megaupload
        
        Focus on viewers
        
        Launched in Mar. 2005: the late-mover problem
        
        Seeding content in categories
        that were policed on YouTube
      - Vimeo
        
        Focus on producers
        
        Launched in Nov. 2004
        
        The same strategy with YouTube
        but with higher quality tools
        
        Creating new strategies based on
        the change in YouTube's strategies
  - - - Existing partnerships | talents | resources | loyal customers | markets
        
        Competitors were rarely surprised
        Market can't changed quickly
        Customer expectations change slower
        
        These advantages
        can create complacency
    - - New partnerships | talents | resources | loyal customers | markets
        
        Competitors were usually surprised
        Market can change quickly
        Customer expectations can change faster
        
        Understand and master
        new rules of the game
  - - - Platform business
        (Products/Messages are unlimited)
        
        create awareness differently
        
        Participant incentives connect to
        platform interactions
        
        User commitment | Active Usage
        but not only
        Sign-ups | Accquisition
    - - Traditional business
        (Products/Messages are limited
        
        create awareness directly
        
        Marketing function was divorced from
        the product (TV, newspaper, e-mail, event,...)
  - - - Palm Piot & PDAs
        
        Money Transfer/Payment
        (via mobile device equipped with infrared ports)
    - - Chicken or egg problem
        
        New customers
        (Sign up - get 10$)
        
        New sellers
        
        Referral fee
        
        New sellers
        
        Active users
        
        New customers
        
        User acquisition
        
        Positive feedbacks
    - - Launch a new bot
        
        1,000,000 users
        (3 months later)
        
        PayPal vs. Billpoint
    - - Oct. 2002: eBay gave up on Billpoint and acquired PayPal in exchange for $1.4 billion in stock
    - - PayPal continued to grow with 3,000,000 accounts
- - - - Allow two or more passengers traveling in the same direction to find one another and share a ride, thereby reducing their cost while increasing the revenues