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21 results for “platform consolidation”
Concept6 mentions across episodes
Consolidation
Topic3 mentions across episodes
consolidation
...Trulia. We added consolidation as a category. I think that's what I'd go with here. Because It's more network defects when you add more nodes to the network. Yeah. Like, even with all the differences we talked about, you know, at the end of the day,
1:19:30 / 1:20:45
from transcript1:19:30 – 1:20:45
...play on the show before. 48 episodes in, and here we are coming up with a new acquisition category for ourselves that is, like, one of the textbook reasons why companies are merged or acquired.
32:59 / 34:08
from transcript32:59 – 34:08
to build this migration thing, transition tool. So you have to build the migration tool because who's gonna migrate it? You can just present your spanking new system, but this data is still there. Even for Square, for a small business, I remember, th
24:42 / 25:49
from transcript24:42 – 25:49
...other platform shift, there was an upside to getting new distribution. Right. That didn't exist before. And but you had to overcome that. Like, you had to get, like, the Internet to people who didn't have the Internet before. You had to get SaaS to p
53:49 / 55:00
from transcript53:49 – 55:00
...a global platform, moving toward multiple pathways,
12:46 / 13:55
from transcript12:46 – 13:55
That is suddenly obvious that that is what the future is. It now feels old to do anything else. It's kinda like when you got a Retina iPhone for the first time, and you're just, like, holding your non Retina iPhone, and you're like, this is instantly
4:11:13 / 4:12:17
from transcript4:11:13 – 4:12:17
...On the platform layer, difficult to compete with the cloud. I recommend Yanis Varoufakis and techno feudalism to everyone. I think it's the key thing that's changed the game for startups now. I my first CRO was, an older dude, and he would reminisce
42:00 / 43:07
from transcript42:00 – 43:07
...your platform and offer it to everyone with better unit economics. Right? And you can't compete there, and it may hold, and maybe you're the one, but it's really hard because they have, like, monopoly advantages in how do you service software? We've,
43:25 / 44:52
from transcript43:25 – 44:52
...as a service world with customer lock in generating 30% margins. It's funny. I'm looking at the list of seven powers here, which are for folks who are new, counter positioning, scale economies, switching costs, network economies, process power, brand
2:06:45 / 2:07:48
from transcript2:06:45 – 2:07:48
sticky slash commoditized slash profitable, all of these are related terms, but not the same, all the models. Anyway, you start with the basic comment. In Cloudland, there was an oligopoly of Amazon, Microsoft, and Google, but you couldn't easily swi
56:08 / 57:18
from transcript56:08 – 57:18
...consolidation there. To my mind, like, it's pretty clear this is what's happening here, especially when you bring in, as we're talking about a minute ago, the whole economies of scale factor here. Yep. Listeners, this is probably a good time to say,
33:43 / 34:47
from transcript33:43 – 34:47
And it took about five years from VisiCalc to go from a 100% market share, because they're a 100 market share because they were the only one in the first, to 50% market share. It took about fifteen years after that for Lotus, which had, you know, 70%
25:57 / 27:33
from transcript25:57 – 27:33
their competitive advantage becomes their tech is so good and their infra is so good that they can do everything you were just talking about that Friendster couldn't do and that Myspace couldn't do. But in these early days, their competitive advantag
1:01:31 / 1:02:30
from transcript1:01:31 – 1:02:30
...consolidation era. Interesting. You think across multiple industries or particularly in the tech industry? Let's see. The regulatory argument would argue across multiple industries and the tech argument that I would make is that let's see. You would
51:45 / 52:45
from transcript51:45 – 52:45
...a platform shift necessarily in order for you to have, you know, like, important infrastructures with cut good multiples. Like, I I just think it's a durable part of any sort of application. But then the question is is what happens when it matures, l
17:14 / 18:16
from transcript17:14 – 18:16
not just because it has this beautiful app, but it's because it's a network of restaurants and Dashers and consumers. So you can't just attack one. You've got to go you can't vibe code your way to those two. Right? Exactly. Yeah. And so network effec
26:25 / 28:02
from transcript26:25 – 28:02
...consolidation, just generally for like these two products in the space, combining them is gonna allow them to grow much faster and with far fewer roadblocks. Because again, it all gets back to content, this flywheel effect between content and, that c
1:34:29 / 1:35:34
from transcript1:34:29 – 1:35:34
really can't afford to invest in a set of underlying capabilities that are ultimately what make these applications powerful for their customers, and that end up being repeated across a lot of these different application areas. So things like permissi
9:48 / 10:53
from transcript9:48 – 10:53
...category of consolidation. For folks who are new to the show, usually we say people, technology, business line, asset, or other. I guess it's a business line, but it's it's the same business line that they have. So it's really, you know, it's I think
1:06:43 / 1:07:45
from transcript1:06:43 – 1:07:45
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