"Network effects benefit larger companies and their customers. Whoever gets to scale first will have a substantial advantage. Building a network-effects business is a mad rush. But what about the companies that are left behind? What about small firms?
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Are there effective strategies for companies that have a limited number of customers? Yes! There are many examples of smaller companies that compete successfully with (and sometimes even displace) larger organizations that benefit from network effects. Some of the smaller firms succeed by creating customer delight that does not reflect scale. Others find success by giving preference to one of the groups on the platform. Serving a small set of customers can also lead to stellar performance.
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As powerful as network effects can be, it is important to remember that WTP and customer delight are the currency that ultimately counts.
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Platforms serve multiple groups of customers, and while many create value for all groups, some choices betray the organization’s primary orientation. A travel site that sorts hotels by profit margin primarily serves the lodging industry. A site that sorts by customer reviews has the opposite orientation.
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If yours is a small company staring at a large platform, it is always worth asking whether you might be able to create meaningful differentiation by focusing on the WTP of the group that is less favored by your competitor. Etsy found success battling the superpower that is Amazon by doing exactly that—maintaining a sharp focus on the success of its sellers.
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Serving a Small Set of Customers
In all likelihood, this is the most counterintuitive move that platforms make when they compete against larger rivals that benefit from network effects. How can you succeed against big by being small?
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The key insight here is that every large platform serves many different types of customers. The attraction between the types varies, however, and building a smaller platform for individuals who greatly value one another is a promising strategy.
Failing to pay attention to differences in the mutual attraction of platform participants can have grave consequences.
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Underdogs lift WTP in ways that do not depend on scale. Network effects are one way to raise WTP, but there are many others. As long as these alternatives require no substantial investments, the smaller organization is not at a disadvantage in exploiting them.
Underdogs cater to neglected parties. Most platforms favor specific groups—customers or vendors. Serving the unloved group allows for meaningful differentiation.
Underdogs focus on a small group of customers who place a high value on connections with one another."
Isto ainda não é mainstream. A maioria ainda acredita no winner-take-all.
Trechos retirados de "Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance"
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