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March 16, 2013 01:00 pm GMT
Editors note: Sunil Rajaraman is the co-founder and CEO of Scripted.com, a marketplace for businesses to create content at scale; Scripted has a pool of 80,000 freelance writers and 1,000 customers. Follow Sunil on Twitter @subes01. Like many others, Iread the news about Zaarly,reported by TechCrunch’s Rip Empson last weekend, with some degree of shock. Zaarly is a well-funded business with an extremely talented team and ample resources to execute on their original vision, so I cannot understand why they decided to pivot so early in the game. Bo Fishback, co-founder of Zaarly, offers a detailed explanation here, but I cant help but think they gave up on their original vision way too early. Zaarly’s pivot highlights a much larger point, which is that marketplaces take a lot of time and effort to build. Why are marketplaces difficult to build? The reason is liquidity; Simon Rothman of Greylock Partnerswrites the best material on the subject. There is always imbalance until you have that moment. People point to Airbnb and Uber as great examples of startup marketplaces, but theyve only hit liquidity in certain big cities. Try searching for Airbnb listings in niche markets and youll see what I mean. oDesk is just about there, but remember it took them 10 years and a lot of resources to build up both sides of the marketplace successfully. Josh Breinlinger wrote a great piece aboutthe early days of oDesk, which provides some perspective on how difficult it is to get the flywheel spinning so to speak.Achievingliquidity is akin to nailing low-cost customer acquisition on both sides of the marketplace. Most companies only have to worry about customer acquisition cost in onedimension, e.g. if you are selling hard drives, the hard drives have a fixed cost associated with production + distribution. Marketplaces are effectively fighting a two-front battle. In his article, Rip noted how Zaarly is doing revenue-wise: At the peak of their reverse Craigslist days, Zaarly was processing $1 million in transactions a month. Lets examine this further: $1M in transactions * 15% fulfillment * 10% transaction fee = $15K in monthly net revenue As a marketplace entrepreneur, you do not want people necessarily making a living off of you. That sounds pretty abysmal, but it illustrates just how difficult it is to build marketplaces. Despite raising ~$15 million, Zaarly appeared to have a pretty significant imbalance in its marketplace; I would assume
Original Link: http://feedproxy.google.com/~r/Techcrunch/~3/kMH9nNzbMdo/
If You Think 10% Is A Good Transaction Fee For Your Marketplace, Then It Will Struggle
Editors note: Sunil Rajaraman is the co-founder and CEO of Scripted.com, a marketplace for businesses to create content at scale; Scripted has a pool of 80,000 freelance writers and 1,000 customers. Follow Sunil on Twitter @subes01. Like many others, Iread the news about Zaarly,reported by TechCrunch’s Rip Empson last weekend, with some degree of shock. Zaarly is a well-funded business with an extremely talented team and ample resources to execute on their original vision, so I cannot understand why they decided to pivot so early in the game. Bo Fishback, co-founder of Zaarly, offers a detailed explanation here, but I cant help but think they gave up on their original vision way too early. Zaarly’s pivot highlights a much larger point, which is that marketplaces take a lot of time and effort to build. Why are marketplaces difficult to build? The reason is liquidity; Simon Rothman of Greylock Partnerswrites the best material on the subject. There is always imbalance until you have that moment. People point to Airbnb and Uber as great examples of startup marketplaces, but theyve only hit liquidity in certain big cities. Try searching for Airbnb listings in niche markets and youll see what I mean. oDesk is just about there, but remember it took them 10 years and a lot of resources to build up both sides of the marketplace successfully. Josh Breinlinger wrote a great piece aboutthe early days of oDesk, which provides some perspective on how difficult it is to get the flywheel spinning so to speak.Achievingliquidity is akin to nailing low-cost customer acquisition on both sides of the marketplace. Most companies only have to worry about customer acquisition cost in onedimension, e.g. if you are selling hard drives, the hard drives have a fixed cost associated with production + distribution. Marketplaces are effectively fighting a two-front battle. In his article, Rip noted how Zaarly is doing revenue-wise: At the peak of their reverse Craigslist days, Zaarly was processing $1 million in transactions a month. Lets examine this further: $1M in transactions * 15% fulfillment * 10% transaction fee = $15K in monthly net revenue As a marketplace entrepreneur, you do not want people necessarily making a living off of you. That sounds pretty abysmal, but it illustrates just how difficult it is to build marketplaces. Despite raising ~$15 million, Zaarly appeared to have a pretty significant imbalance in its marketplace; I would assumeOriginal Link: http://feedproxy.google.com/~r/Techcrunch/~3/kMH9nNzbMdo/
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