From vision to success, constantly learning
When creating a genuinely new and initially unknown platform business (cf., for example, launching a new version of an existing product or service), it is strategically important to find a clear vision that carries far. It is equally important to phase the implementation of the vision into clearly manageable and comprehensible phases (e.g., generation, validation, and scaling), as well as further defined milestones; where each phase begins, where it ends, and further from where the next phase begins.
The milestones and milestones can be used to monitor, measure and analyze the progress of the new business phases and, on the other hand, to identify challenges and needs for change as they progress. Other strategically important choices can also be attached to the defined steps, such as attracting / joining according to the partners, the share of platform equity (whether dependent on others vs. shifting the focus to one's own ownership), etc. However, the aim should be to maximize one's own income / profit expectations.
Any new expansion, regionally or in the form of a new service, will, in principle, follow the same phasing as when the first service was initially launched and validated. With the replay, the existing service, users, accumulated know-how, processes and tools will accelerate the development and expansion of the platform and the business built on it. The desired vision, market situation / opportunity and available resources determine the scale and strategic approach of the investment at each stage (whether to build another platform, buy from an existing player, build from scratch, approach customers through partnership (s) on a common platform, etc.).
The desired vision, market situation / opportunity and available resources determine the scale and strategic approach of the investment at each stage (whether to build another platform, buy from an existing player, build from scratch, approach customers through partnership (s) on a common platform, etc.).
The milestones and milestones can be used to monitor, measure and analyze the progress of the new business phases and, on the other hand, to identify challenges and needs for change as they progress. Other strategically important choices can also be attached to the defined steps, such as attracting / joining according to the partners, the share of platform equity (whether dependent on others vs. shifting the focus to one's own ownership), etc. However, the aim should be to maximize one's own income / profit expectations.
Any new expansion, regionally or in the form of a new service, will, in principle, follow the same phasing as when the first service was initially launched and validated. With the replay, the existing service, users, accumulated know-how, processes and tools will accelerate the development and expansion of the platform and the business built on it. The desired vision, market situation / opportunity and available resources determine the scale and strategic approach of the investment at each stage (whether to build another platform, buy from an existing player, build from scratch, approach customers through partnership (s) on a common platform, etc.).
The desired vision, market situation / opportunity and available resources determine the scale and strategic approach of the investment at each stage (whether to build another platform, buy from an existing player, build from scratch, approach customers through partnership (s) on a common platform, etc.).