Chapter 4 Moving from Pipes to Platforms Thank you Sangeet Paul Choudary
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Tokenomics is not Economics Chapter Four from pipes to platforms.
In Chapter Three, we established a few things, such as,
- First, it is the miners, who set up the network
- Miners extract economic rents for the lifetime of the platform
- In the first Use Case, Local guest service providers are paid in advance
- In the first Use Case Local artists, local restaurant owners, local tour guides, hunting guides, and other local service providers fulfill guest requirements in App, paid in real-time, all networked on an IoT backbone.
Problems solved with this Platform First Approach?
- Millions of Tourism Livelihoods Lost
- Billions of Trees Burned
- The Digital Divide
- Rural Bandwidth Provisioning, Last Mile
- US GDP Growth
Chapter 4 Moving from Pipes to Platforms with Sangeet Paul Choudary
Successful Platforms= Network of Networks with a Place and a Purpose
Sangeet Paul Choudary shared This idea on the impact of the platform economy in 2016.
Platform businesses scale in a manner that is very different from traditional business models, Platform businesses scale without commensurate effort and costs involved from the business itself.
Sangeet Paul Choudary
Scalability is also available on the platform, often at or near zero marginal cost. And fundamentally this applies to every industry across the board.
In The Platform Revolution, Sangeet Paul Choudary called the traditional industrial businesses model the pipeline model. And that model works like this,
– You have somebody creating value from raw materials
– you have someone assembling these raw materials
– you have distribution
Whether you think of products, whether you think of services, whether you think of media, telecom, or any industry, works in this pipeline model starting at one end and pushing things out the other end.
The success of this model is to push more out at the minimum cost possible. And that is where the mass distribution mass production model came into being (Ford). But today, the way the world works is changing the business model is not just the pipeline anymore (Printing Automobiles locally).
Three shifts are happening
First of all, things are getting connected everywhere
The second is that every connected thing is becoming intelligent because It sends data, and it gets back intelligence. Connectivity and intelligence are working together. it’s not just connected it is Intelligent.
The third shift is that the means of production are no longer with the big companies anymore
The business acts as infrastructure and enables producers and consumers from outside to come in and interact with each other.
The business does not create the product itself.
Think of the iPhone.
The iPhone is not just an end product, which Apple sells and they are done. You see after the iPhone comes out, all of us personalize the iPhone because of our interactions with developers on the App Store. Without interactions, we used to have the Nokia model, which was two years of research launch 40 Different handsets confuse everybody and then sell 40 Different handsets in the pipeline model.
The same thing is happening in many different industries.
If you look at how hotels used to work they used to work in the pipeline model. Airbnb works in this platform-based model and is seeing this happening right now in the car industry, the energy industry, and a lot of different industries that are moving in this direction.
What’s interesting and important about the platform business model, and I’ll come back to this repeatedly is that the platform model is centered around the code interaction between two participants in the ecosystem (Peer to Peer). The goal of a platform business model is to be an infrastructure on which these interactions happen.
And the repeated goal is to keep increasing the quality and the quantity of these interactions using the feedback loop. In a platform model, once your customers and your suppliers start interacting with each other, you start improving the quality of those interactions and that is how you scale.
If you think of LinkedIn, LinkedIn started by enabling simple interactions to help professionals to connect and just provided the infrastructure to enable these interactions.
It also focused on increasing the quantity of these interactions. So it connected with your Outlook, Gmail, Calendar, and all of those things. It had gotten all of this data about different professionals. And it started using this data to connect these professionals with interesting job opportunities.
And then LinkedIn realized that unlike Facebook and did not have good engagement, so it started with third interaction. It started bringing influencers on the platform to start publishing content. And over time, opened that so that everybody could start publishing their content as well.
This LinkedIn model or the platform model is to keep the central infrastructure on which more than more people can plug in and keep interacting in new ways.
And this is where the value of the platform model comes in.
Because the more interactions you enable, the more opportunity there is for you as a business to capture that value. When we run these businesses, we stop measuring consumers and instead measure participants.
We don’t just look at who’s buying a product and or how many they buy.
We look at key performance indicators (KPIs) that show how people are participating in our platform business. We try to start converting our products into services that integrate with our customers. And then we start basing our revenue models on customer success (CX).
So we start moving from a consumption-driven model to an outcome-driven model. And in the same industry and location, if you have one business selling a consumption-driven model (Nokia), and another business selling an outcome-driven model (iPhone), the outcome-based model will have a better CX across the board (absolute value of 100%).
Remember the S-Curve?
I will use the use cases mentioned earlier in this document to illustrate this process.
Next, up, Chapter 5 Some Sources and Quick Review
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eschew obfuscation, espouse elucidation
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Chapter 5 Some Sources and Quick Review
In Chapter One we established a few things, such as,
- In just a few months, globally, in just about every sector customer loyalty will be up for grabs
- Customer experience is the challenge of the recovery
- W3 CX solves a few things, and those things start with the network
- But not the network we have today It all starts with a smart network
In Chapter Two, we established a few things, such as,
- Smart Networks have things that have a lot of letters in them
- Platform=Network of Networks
- Successful Platforms= Network of Networks with a Place and a Purpose
- If a network has a purpose and a place, you can add value to your network.
- Add value to your network and it becomes a platform.
- Adding value generally happens when a workflow (use case), is matched to a network.
In Chapter Three, we established a few things, such as,
- First, it is the miners, who set up the network
- Miners extract economic rents for the lifetime of the platform
- In the first Use Case, Local guest service providers are paid in advance
- In the first Use Case Local artists, local restaurant owners, local tour guides, hunting guides, and other local service providers fulfill guest requirements in App, paid in real-time, all networked on an IoT backbone.
In Chapter four we established a few things, such as,
- Successful Platforms= Network of Networks with a Place and a Purpose
- Platform businesses scale in a manner that is very different from traditional business models, Platform businesses scale without commensurate effort and costs involved from the platform business itself.
- Things are getting connected everywhere
- every connected thing is becoming intelligent
- The means of production are no longer just with the pipeline companies
I will use the use cases mentioned in chapter one to illustrate this process namely –
Restaurants with long lines
Stores that for no apparent reason are just closed
Service providers that are overworked and less patent
Booking a room on the road with pets, or children is frustrating
Where can we eat? Road food at McD’s again
Rental cars are in short supply, events are not organized, and you may need to make multiple reservations, on multiple platforms, and then keep track of which member rewards card this trip is on.
For a mother of four, this is comparable to calculating the exact trajectory of a golf ball traveling from here to the moon. And if you need to change things, well that brings the trip pretty much to a halt. And all of that is acceptable.
In chapter 5 we covered this – For the most part, the Echo Tours and Travel on Indexic answer all of the issues and some very tidally at near zero marginal cost.
You book a travel experience and your experience is supported in the app. Changes are handeld in app. Campus travel is included in the flat fee of 30 dollars per person per day. These campuses are not that large. Some services need deliveries, bakery goods for instance. These provide excess unused capacity for add-hock transportation, which could be autonomous.
Bonus – and what if someone wanted pizza delivery at the top of Sherman’s pass?
Next up
Chapter 6
Buying a car has become an adversarial process, with the dealerships vs car buyers.
Then in chapter 7, The Medical Industry is reeling from a mass exodus of talent. A sobering new survey released by Elsevier Health, called “Clinician of the Future,” reveals a prediction that up to 75% of healthcare workers will be leaving the healthcare profession by 2025. For those of you doing the math, that’s only three short years away.
There are very few bakeries left. There are almost no local stores left selling locally grown and baked goods. Echo Tours Platform has integrated is into all campuses. Covered in Chapter Two
Then in chapter 8
Home Title Insurance
We can tell you where every single bitcoin fraction is with 100% accuracy, and we can trade millions of dollars worth of Bitcoin for ETH, and we can do it in a few minutes and for 10 bucks or so. Compare this to the title insurance industry.
Then in chapter 9
The 3 Trillion Dollar Grant writing research system has no one keeping track of negative results. New groups continue to research solutions that have been disproven before an estimated 60% of the time (almost 2 trillion dollars in waste).
Chapter 10 Wisps and why they were made illegal.
Buying a cell phone from one of the 3 major carriers is a joke. The distributorships fly the badge of the major carriers, but in reality, you are purchasing from a small locally run operation, with very little value added, In the mobile Store in Flagstaff, for instance, it’s okay to insult customers.
Chapter 11
In just a few months, globally, in just about every industrial sector customer loyalty will be up for grabs.
Customer experience is the challenge of the recovery.
Whether it’s more tailored products, greater digital parity with analog services, or faster turnaround, customer expectations of what great customer experience (CX) looks like have shifted significantly.
Chapter 12
The Solov Residual and why Tokenomics is not economics – Flashback to Crypto Kitties
Some Sources
Wireless Mesh Networking: An IoT-Oriented Perspective Survey on Relevant Technologies
Internet of Things (IoT) Lab, Department of Engineering and Architecture, University of Parma, Parco Area delle Scienze 181/A, 43124 Parma, Italy
*Author to whom correspondence should be addressed.
Future Internet 2019, 11(4), 99; https://doi.org/10.3390/fi11040099
Received: 7 February 2019 / Revised: 30 March 2019 / Accepted: 10 April 2019 / Published: 17 April 2019
https://www.mdpi.com/1999-5903/11/4/99
Network Security Approaches in Distributed Environment
Keshav Sinha (Birla Institute of Technology, India), Partha Paul (Birla Institute of Technology, India), and Amritanjali (Birla Institute of Technology, India)
Source Title: Research Anthology on Artificial Intelligence Applications in Security
Copyright: © 2021
https://www.igi-global.com/chapter/network-security-approaches-in-distributed-environment/270652
Monrat, Ahmed Afif & Schelén, Olov & Andersson, Karl. (2019).
Survey of Blockchain from the Perspectives of Applications, Challenges, and Opportunities. IEEE Access. PP. 1-1. 10.1109/ACCESS.2019.2936094. Blockchain is the underlying technology of several digital cryptocurrencies.
Blockchain is a chain of blocks that store information with digital signatures in a decentralized and distributed network. The features of blockchain, including decentralization, immutability, transparency, and auditability, make transactions more secure and tamper-proof. Apart from cryptocurrency, blockchain technology can be used in financial and social services, risk management, healthcare facilities, and so on.
Many research studies focus on the opportunity that blockchain provides in various application domains. This paper presents a comparative study of the tradeoffs of blockchain and also explains the taxonomy and architecture of blockchain, provides a comparison among different consensus mechanisms, and discusses challenges, including scalability, privacy, interoperability, energy consumption, and regulatory issues. In addition, this paper also notes the future scope of blockchain technology.
https://www.pwc.com/us/en/tech-effect/emerging-tech/metaverse-survey.html
https://events.reutersevents.com/customer-service/customer-service-san-diego/brochure-thank-you
The next generation of clean energy vehicles is here.
https://michael-noel.medium.com/tokenomics-is-not-economics-426426ea44bc
https://blockchain-consultants.medium.com/
https://blockchain-consultants.medium.com/the-yin-and-yang-of-money-creation-9ff559826cdc
Next, up, Use Cases – second Use Case – Automible Manufactures Direct to Consumer.
Be sure to follow or subscribe so I can let you know when I publish the next in the series.
Michael Noel CBP
aka Biz Builder Mike Twitter – @BizBuilderMike Youtube @BlockchainWeekly
eschew obfuscation, espouse elucidation
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In Chapter five we established a few things, such as,
- Quick Review
- A ton of sources
Chapter 6 Use Case Two Peer-to-Peer Manufacturer Consumer Automotive
When will Web3 have its first frictionless, peer-to-peer car dealership, truly making the car buying a hassle-free experience? I’ve been struck by how surprised some of the industry’s top technologists, executives, and investors have been over recent advances in the state of the art and its growing accessibility — GPT 1, 2, 3, Dall-E 2, and Stable Diffusion just to name a few.
What’s even more stunning is the stuff that hasn’t launched yet, but soon will.
The rise of AI-generated text, images, audio, and video will follow and nothing will be the same. If you thought the consumer web and social media were disruptive, you ain’t seen anything yet.
Rivian Automotive, Inc. is an American electric vehicle manufacturer and automotive technology company founded in 2009. Rivian is building an electric sport utility vehicle (SUV) and a pickup truck on a “skateboard” platform that can support future vehicles or be adopted by other companies. An electric delivery van is also being built as part of a partnership with Amazon. Rivian started deliveries of its R1T pickup truck in late 2021. The company plans to build an exclusive charging network in the United States and Canada by the end of 2023.
Rivian is based in Irvine, California, with its manufacturing plant in Normal, Illinois, and other facilities in Palo Alto, California; Carson, California; Plymouth, Michigan; Vancouver, British Columbia; Wittmann, Arizona; and Woking, England. Additionally, Rivian has plans to build another US$5 billion factory in Georgia. The company raised over US$13.5 billion in financing following its IPO.
Christian von Koenigsegg, the founder of Koenigsegg Automotive, explains what it takes to start your own car company. Filmed in Sweden, 2018.
We’re starting to see the means of production moving outwards to smaller and smaller companies as well as smaller businesses are scaling much faster and cheaper.
This would all be great except for one thing, Direct to Consumer Automobile Manufacturing is illegal.
It is true- Most states expressly prohibit manufacturers from selling cars and trucks directly to consumers; others achieve a similar end by requiring that manufacturers that sell any of their vehicles through dealers cannot engage in any form of direct consumer sales.
Who will be the first to provide a platform for small Automobile Manufacturers, without a distribution network, come together to build a platform.
I’m ready to build it, are you?
Be sure to follow or subscribe so I can let you know when I publish the next in the series.
Social Media – Please Connect at –
linkedin.com/in/MichaelNoel –
https://BizBuilderMike.com –
youtube.com/@BlockchainWeekly –
https://Twitter.com/BizBuilderMike –
https://www.patreon.com/BizBuilderMike
How can I help?
aka Biz Builder Mike Twitter – @BizBuilderMike Youtube @BlockchainWeekly
eschew obfuscation, espouse elucidation