Loading...
Answers
MenuIf your business needs two type of users(like Uber or Clarity, you need Driver/Expert as well as passenger/Entrep.) how do you enter the business?
Which type of users is essential? Who should you focus on to acquire first?
Answers
For any Marketplace platform to function & grow well both sides of the user base needs to be developed in tandem. Initially depending on the service the Marketplace is trying to provide, it is important to focus on users that will provide the service.
Uber: Drivers, Clarity: Experts, eBay: Sellers, UpCounsel: Lawyers etc. At the same time these service providers need optimum infrastructure, tools etc to showcase their services in order to attract consumers. Once you have a good number of service providers, you should begin promoting & targeting consumers. Without consumers the two-sided marketplace will not function.
Though you can begin focusing on the consumers later, it might make sense to begin targeting a small sample of users so they serve as initial users/beta testers of your two-sided marketplace.
Hope this helps. Happy to connect further over a call to get into specific strategies.
Best
I've done this before and the answer is tricky: you do both at the same time. It's essentially a conundrum, right? What came first the chicken or the egg?
I can help you organize your thoughts and give you actionable items to complete so you can attract and acquire both types of users/customers at the same time. The key to it is collecting customer information before your product/service even exists.
I can coach you through the process, tell you exactly how to execute, and what tools to do it with.
If our call isn't effective and you don't think I helped, I will refund your money. I'm harder on myself that you will be, so I'll refund your money if I don't think I helped you much.
I have worked at a large marketplace company for over 7 years. The general answer to this is to find service providers (or "experts" in clarity speak) first, and then go after the buyers.
1. Getting providers is cheaper than finding buyers
2. Buyers won't come to your site without an "inventory" of providers
3. Providers create SEO karma
4. You will figure out the issues with your idea or service as soon as you start talking to providers.
Of course, the specific answer depends on your business idea.
Related Questions
-
How can I make a million dollars?
First, I agree with Chad in that the pure pursuit of money is unlikely to render anything significant. By using a monetary value as a primary goal, you're only diluting the real drivers of success: passion, crafting great customer experiences, building an incredible team and culture etc. That said, making $1m isn't that hard. :) I love this thinking by Amy Hoy and that's how I would go about making $1m: http://unicornfree.com/30x500. Using that logic, this is what I'd do: * To earn $1m in a year, I need to earn +- $80k a month. * To earn $80k a month, I need 1600 customers paying me $50 per month. * So what can I build that could attract 1600 people to pay me $50? * Or, what could I build that could attract 400 people to pay me $200 per month? This logic works on two drivers: * Cumulative revenue and growth. So SaaS works best in this regard, as you only need to focus on having new signups that are greater than your churn. * Building something that people are willing to (really) pay for and going for quality over quantity. If you are building something that sells for $5 pm, you'll need to sell at much higher volumes (which are tricky). In terms of doing that, these are the areas of my business that I would prioritize: 1. Build an awesome team that do things they're passionate about. 2. Prioritize customer experiences above anything else. Do everything in your power (regardless of whether it can't scale) to add value and help your customers. 3. Build a brand and reputation that has long-lasting value.AP
-
As an accounting graduate with no money and no connections, how do I start my own consulting firm? And how do I get clIents?
STOP. DO NOT DO THIS.... I would never want help from someone like you. Don't get me wrong -- you aren't evil (that I know about) but you don't seem have any value that I could pay for. What would you be "consulting" a CEO like me about? How do you expect to make my business better when you don't have a clue about your own business? THAT'S THE TRUTH... Fuck the truth. If you want to get clients then you hustle -- every waking moment. You try an angle and fail and then try a different angle. You can't outsmart your way to bigger results. 2 plus 2 does not equal 4 -- it equals you going bankrupt. If you want to be successful then you need to exert massive amounts of effort to get off the ground. So get your ass out there and start asking everyone you meet: "What is that one big accounting question that's been bothering you for some time now? If I can't help you i'll buy you a cup of coffee" Then just go be a badass...DW
-
What companies have successfully implemented both B2B and B2C products or services? Which should I start with for the non-profit sector?
I would suggest the first question to ask is "what problem do I solve?" And of those people I solve problems for "who do I create the most value for?" In the non-profit world you need to add "How does my business help the non-profit run better and/or help the group the non-profit focuses on?" For example, if you've created a platform that drives donations, your company "has created a platform that helps you reach fundraising goals faster." What you don't want to do is market and sell to B2B and B2C audiences simultaneously. They have different ways of buying - a B2B audience needs to have their benefits quantified (using your thing makes me x amount more) - and it's extremely hard for a startup to be able to do both well. Better to start with one, execute really well and move into the other. Feel free to give me a call and we can dig into who your most valuable audience is.AV
-
If I have a business idea for a large company, how can I give it to them and mutually profit, without them just taking the idea and squashing me?
Probably not the answer you're looking for, but companies have so many unimplemented ideas that the likelihood of partnering to implement someone else's idea is really low. And besides which, the idea is not something that has much value in and of itself. If you're passionate in the idea, build it yourself. That's the only way you can have leverage.TW
-
How has Uber grown so fast?
Obviously, they do the fundamentals well. Good brand. Good experience. Good word of mouth. Good PR. Etc. Etc. But after my interview with Ryan Graves, the head of Global Operations at Uber (https://www.growthhacker.tv/ryan-graves), it became clear that they are operationally advanced and this is a huge part of their success. I'll explain. Uber isn't just a single startup, it's essentially dozens of startups rolled into one because every time they enter a new city they have to establish themselves from essentially nothing (except whatever brand equity has reached the city ahead of them). This means finding/training drivers, marketing to consumers, and building out local staff to manage operations for that city. This is where Ryan Graves comes in. He has a protocol of everything that must be done, and in what order, and by who, to ensure the best chance of success in a new city. So how has Uber grown so fast? Essentially, they figured out how to grow in one locale and were relentless about refining their launch process to recreate that initial success over and over in new cities. No plan works for every city, and they've had to adapt in many situations, but it is still a driving factor for their success.BT
the startups.com platform
Copyright © 2025 Startups.com. All rights reserved.