My understanding is that after product delivery they are free to contact the backers/buyers for feedback and incorporate their insights in to the next development cycle, but they don’t have to either
Great assessment. My immediate concern with the model is the question around execution – how do you deliver projects with this model? Innovation through collaboration has been proven to be successful, but with stock options belonging to the idea generators, how do you incentivize execution teams, if you have to bring them in? And who is the ultimate integrator?
I don’t think that the model would translate well to later-stage or non-product-based companies as the pre-purchase model would not be applicable, and therefore the incentive for crowdfunders dissipates; but given the democratization of innovation in today’s world, I think that we can expect a greater emergence of seed-stage product companies that can better satisfy the increasingly diverse preferences of customers than conglomerates with cumbersome cost structures and legacy assets would – and therefore IndieGoGo still could have a long runway of growth purely from greater participation on both sides of the existing platform.
How much of a role will trust play in how the integrated booking experience pan out? I imagine that Google might be suspected of using similar models of sponsored listings to promote travel options that pay for such sponsorship. With the move towards democratization of information, is there a non-zero-sum way to monetize an integrated booking platform?
Great post! Have you come across any data to suggest that the platform actually benefits from network effects, given that it is not an open platform for providing educational content? Has the use of course purchases increased stickiness?
Really interesting read. Do you think that there is still a place for locale-based general platforms, if craigslist were to add features etc to contribute to the user experience?
They are making money through the PaaS and SaaS model, which I assume will grow over time as more users switch to cloud computing, They also have larger and more involved contracts through Smarter Planet (e.g. online monitoring of energy assets, designing Smarter City solutions), which is where I assume that most of their revenue is coming from within the space. I think the key is that by keeping their platform open here, they can draw more users in and harness network effects on the development platform which will benefit their Smarter Planet projects.
Given that Rocket Mortgage requires people to upload lots of personal data, cyber security must be paramount in this space. Has Quicken taken any visible steps to assure customers of the safety of their information?
I wonder if SVOD really offers much explanatory power, given that live sports has been the most resilient type of content in scheduled programming. The social nature of watching sports, combined with the experience of watching it live and the suspense over the outcome makes it a far less likely candidate for On-Demand consumption at a later time. Presumably there is increased live streaming of the games by people who no longer have cable, but doesn’t the NFL/TV networks have control over where it is streamed so that they can continue to collect revenue?
I think this is a great idea but have some questions around the long-term viability. Battery technology has not changed much over the past few decades, so there is a degree of predictability that the software can make use of. With a renewed focus on improving storage, new battery technologies may emerge that behave unpredictably and require an entirely new learning curve. Do you see anything that STEM has done to fortify themselves against this risk?