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MenuHow to attract users to both sides of a double-sided marketplace (legal Q & A)?
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You could try a "widget" on the lawyer's site which facilitates getting generic questions answered for free.
The idea being that in each practice area, there might be a handful of questions that they get asked frequently, and would commit to answering one-time. It could be used to qualify the web visitor (always a good thing) while satisfying the visitor by providing them an answer. Of course, the challenge here is that most lawyers might only be comfortable providing such watered-down generic advice, that the answers themselves wouldn't be very useful. But this way, you could provide value to lawyers somewhat comfortable with online discourse, while building up content. With enough lawyers and content, you could then expand the service to build towards your larger vision.
But as John has mentioned, many entrepreneurs have and are actively trying to win with this type of idea and have often struggled. CaseText is a recent YC grad that is doing some interesting work in this area.
Happy to talk through your product implementation.
Look to history - there are lots of legal services that have tried this and failed. What did they do or not do?
Unfortunately, you can't always turn something into a viral marketplace. IMHO there are too many built-in disincentives in the legal world to create the kind of viral loops you're looking for.
I would recommend you a blog post from The Family, a great French Accelerator, on this topic. They give you many advices on 2-side markets :
http://blog.thefamily.co/post/67650035686/koudetat-hacking-2-sided-marketplaces
There's certainly many things you can try for customer acquisition -- SEO, ads, partnerships, creative marketing campaigns, etc. In regards to those that are specifically referrals, I think clients can refer lawyers, and vice versa.. especially if you offer some tool / workflow that makes that relationship (once created) a much better experience.
This is how you do it:
You launch with ONLY one legal specialty, like real estate law for example. You share equity with 5 real estate lawyers, one who mostly handles closings, one who mostly handles landlord/tenant court and so on. Pick their brains individually, for the "easy money" questions they are routinely asked by their existing clients and the most routine services provided to their existing clients and become a high level expert in their respective areas.
Their involvement and your commitment to understanding their business is the first step towards getting your new equity partners to generate your content. For example your new partner that focuses on landlord/tenant court will reveal to you that when a landlord has a non paying tenant, that landlord usually notifies your partner after the delinquent tenant hasn't paid for 75 days, so his challenge is setting expectations for the landlord.
Then he/she will reveal that the first step is for your new partner to assess the landlord's situation and level of documentation/correspondence, followed by a 3-day rent demand letter, a summons and complaint and depending on the circumstances a court date within 45 days in either landlord/tenant court or Supreme Court. And then your new partner has to explain to his landlord client that a judgment is only as valuable as the ability to collect funds, meaning the tenant may not have enough assets to cover the delinquent amount owed. Then of course landlords can get blind sided as tenants fight for a "partial constructive eviction," which is essentially when the tenant says "Hey I would have paid my rent, but the heat was off or the toilets didn't work, so I wasn't able to conduct business, therefor I am entitled to reduced rent."
That is exactly how NYC Real Estate Law works right now and understanding the minutia is key b/c you need to share this information to be perceived as an expert.
You can offer lawyers and their clients meaningful value by analyzing what is being done currently, how it can be improved, but most importantly for right now: How it can be illustrated so you and your lawyer partners can be viewed as the experts you are; This is a great opportunity to illustrate these processes/systems using infographics, so if you don't have a designer, get one. Inform landlords how things work and they will appreciate it immensely, b/c it makes for more accurate reporting and conversations with their partners, more accurate financial projections etc.
Showing people how things work gets them involved and loyal, so I hope this helps.
Btw, who cares about other services that look similar on paper and failed, you are going to be dynamic and offer truly meaningful value and that always wins...
All the best,
Gregg M. Kennelly
For a double-sided marketplace, I recommend doing the following:
1. Pick a niche service specialty. If you're just starting out, determine which service speciality can get you the most early traction through secondary research. Make sure your basic premise (macro-level thesis) is solid.
2. Create your customer persona
3. Validate that by speaking with 30 prospects (or a statistically significant sample size).
4. Pivot (if need be)
5. Build your supply and create liquidity
6. Generate transactions and ...
I can go on about this, but I'm sure it will be never ending. Happy to talk more about this, if it would help.
Related Questions
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Broad niche or Targeted niche which way to go?
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.DM
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What is the best pricing (business model) to apply to a marketplace?
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)MR
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Holding funds in a 2-sided marketplace?
Check out https://www.balancedpayments.com/ They are made for marketplaces. Airbnb CEO among others invested in them and they have some of the best pricing/payout fees. Also some good info on http://www.collaborativeconsumption.com/2013/10/08/online-marketplaces-are-hard/ One of Balanced Payments co-founders is writing this blog series on marketplaces.MA
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How important is it for a marketplace startup to drive enough demand (customers) for your supply (sellers) to make a full time living off of it?
It's very important. (first, read this article by Josh Breinlinger - http://acrowdedspace.com/post/47647912203/a-critical-but-ignored-metric-for-marketplaces) The way you achieve success in a marketplace is by driving liquidity for both your supply & demand. Demand-side Liquidity = When users come to your marketplace, they can achieve their goals. Supply-side Liquidity = When supply comes to your marketplace they can achieve their goals... which are almost always to make money. If you're making a large amount of your supply-side users a full-time income, then you're helping them achieve liquidity. Now it's not so black and white and it doesn't always have to be a "full-time income." It depends what their goals are. E.g., 1) At Airbnb, renters aren't looking to quit their day jobs and become landlords full-time... they're just look to earn a substantial amount of income to offset their rent, mortgage, etc. So in this case, I would probably goal on # of renters that earn >$500 / month... and (in the first 1-5 years) try to grow this number by 10-20% MoM... and maybe by just 5% once you're in the mid-high tens of millions in yearly revenue. 2) At Kickstarter, the goal of the supply-side is to get their project successfully funded. They don't care if the project creator is "full-time"... they just want to make sure they meet their funding goal. This is why they talk about their 44% project success rate all the time - http://www.kickstarter.com/help/stats 3) At Udemy, our instructors want a substantial amount of their income to be driven from their Udemy course earnings... so we look at how many instructors are earning >$2k / month.DT
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When recording income for a marketplace startup, is it typical to use the gross transaction or just the fees collected per payment?
You usually only recognize the commissions as revenues and use the term "Gross Merchandise Value" (GMV) to describe the size of the marketplace (value of all transactions going through the site)BW
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