Lead generation tools for a marketplace?

The best way to solve chicken and egg problems for marketplaces is to prove market need on each side independently first with a low-cost MVP-type test. Once you've proven the market on both sides with metrics it is much easier to leg in supply and demand with a strategic or enough funding to match a market on a local or niche level to ensure liquidity. For a deeper analysis, here is a post on medium that I wrote... http://bit.ly/1k2vYbY Also, feel free to schedule a call with me if you'd like to dig deeper.

I'm the CTO of https://3dagogo.com a marketplace of proven to print 3D designs. We look at the two sides differently. There's not a single customer. In our case you have designers and purchasers ( sometimes the same person can be both ). Cost and methods for acquiring designers are very different than those to attract purchasers. I would clearly separate the sides and come up with separate cost structures. In my opinion when you're looking at the marketplace from the purchaser perspective, the other side's acquisition costs can be seen as fixed marketing costs.

Not totally clear on what you are asking, but if the questions is; does giving out a referral code to an existing user in hopes that they would refer another work? My experience (largely in B2B software) is not all that well, at least not without some sort of incentive. Even if your user is super satisfied with the product/service you are providing, simply giving them a code to give another person doesn't necessarily drive them to make the handoff. Now, two things. First, if you either incentivize the existing user with say a discount on his next bill or a free goodie, then he'll be more likely to do it... Even better, if you do that, plus give the referred user some kind of benefit, like a discount on his first bill, free trial or other goody, then it can work rather well. Second, all that said, know that referrals in general are gold. You should test and do whatever you can to get referrals. Generally @Leads360 we found that providing really high quality customer service (more so than even the best product) lead to referrals. To that point, our sales people worked in tandem with customer service in this way. Whenever a CS person realized they gave a great customer experience they would let the sales person know and they would then reach out to that customer while still warm from the nice touch and simply ASK for a referral. I was always surprised when we could get referrals simply by asking. I like to stick with 1 referral at a time, just ask for 1 person to be email connected with, don't overwhelm them with the statement "hey, can you refer your friends and colleagues to us", be specific. Something like "I see on LinkedIn you're connected with John B from ACME corp, I'd really like to speak with him about our product, would be willing to make an introduction for me".

I like to separate your question into 2 sub-questions: #1 How do we determine which side to charge? #2 How much is the right amount to charge? On #1, my answer is that you can charge the side(s) for whom you add the most value. In your examples, Uber really solves a big problem for drivers, it's that they sit idle for a good part of the day, so are willing to pay a lot for new leads. (their alternative is no work) Consumers are charged more for the convenience of a private car but they are probably not so much willing to pay more for a taxi, even if they can hail one from their phones. For AirBnB, it's a mix, it's a way for landlords to monetize idle capacity which they are willing to pay for, but it's also a way for a renter to pay less than they would normally pay for a hotel. On #2 (how much), I like to triangulate a number of factors: - What's the maximum amount I can charge one side, while still being a good deal for them. - How much do I need to charge so that I can become profitable? (the economics are quite different if you charge 3% vs. 12%) - What are comparable services charging for substitutes/competitive offerings? I will just add that there is no formulaic way to determine pricing strategies (curated vs. open), and it's a lot more about what's the comparable and what the value delivered is. That's how I approached the question while deciding the business model at ProBueno.com (my startup)

I always suggest going "uncomfortably narrow" initially so that you can really dial in the user experience and build liquidity first. Going broad will be tougher as there's too much noise to signal. Also, it's best to fake the supply side initially of you can to improve the buyers side first, then figure out supply & quality afterwards if customers are buying and you've proven out a demand strategy that will work.