Why I Never Recommend Marketplace Startups

You've probably heard stories like this. Someone built Uber for X or Airbnb for Y. And I get this question all the time. Why don't you talk about two sided marketplaces? Why don't you recommend them? It's not because I don't think they're cool. It's because I want you to actually succeed. Let's break down in today's lesson why I don't recommend them. First of all, today's question comes from Frederick on Q and A Wednesday. If you've got a question you want to ask here on Q and A Wednesday, just submit it over@100mba.net Q and you can submit your question there and we'll get answer it right here on the show. Let's start with what is a two sided marketplace? Well, a two sided marketplace is a business that connects two different groups of users, each with different goals, with different behaviors, frankly, with different needs. And you need to consider both of them if you want to make money, because you make money by facilitating the the transaction between them. Think about it. Uber connects riders with drivers. Airbnb connects hosts and guests. People with properties, and people want to stay at those properties, right? Udemy connects instructors, course creators and students. Sounds pretty simple, right? And again, I am a user of all these businesses, right? I love it as a consumer. And conceptually, it seems like a no brainer. Seems like a simple, easy idea. Build a platform, attract both sides, take a cut, get rich, right? Except it almost never works out that way. The businesses that you see, like the Airbnbs and the Ubers are the exception to the rule. For every success you see, there are thousands that are in the graveyard. So why do I have a problem with them? Well, let me explain. The first problem with a two sided marketplace is that you have to build two businesses. With a traditional business. And any of the businesses that I mentioned here on the 100 MBA show, you serve one customer, you build a product, you build a brand, you have an offer. And everything around that is solving a problem for one type of audience, member or group of people, right? With a marketplace, you're serving two at the same time. You're serving two demographics, two different people, two different marketing strategies, two different onboarding flows, two support systems, and often two sets of incentives. Let's look at Udemy for example. This is a marketplace that sells courses online, right? Instructors want to make money and grow their audience. That's one set of people. I'm serving as the creator of a Udemy type business. The other set are students, students Want high quality, low cost, learning on demand. Those are opposing goals. Instructors want high prices and high margins. Students want discounts. So Udemy has to constantly juggle, promot the trust between them. Content, quality, the margins. And they have a ton of issues with both sides being unhappy over the years. You, on the other hand, you don't want stress in year one, right? When you're starting your business, right? When you're starting your entrepreneurial journey, why tackle the biggest beast? Why do the hardest thing possible? Get some wins under your belt, get some money, right? Build some wealth, and then you can think of other options here. The second problem I have with a two sided marketplace is what I call the chicken and egg trap. We've heard of this before. Which came first, the chicken or the egg? Right. This is killer, by the way. You need supply to attract demand and demand to attract supply. Let me break it down. Let's take Airbnb, for example. When they started, no one wanted to list their homes because there were no guests right. On the platform. And no one wanted to be a guest because no one was listing homes. Right? So, so how did they do it? Literally, the founders and the founding team of Airbnb took professional photos of homes themselves. They wrote the listings for people. They manually onboarded hosts one by one in New York City and San Francisco, and they faked traction just to get it moving, right? They faked what the users would have to do, the hosts would have to do in the future. That's a ton of hustle before there's any revenue, right? Remember, they only make money when the transaction happened. They only make money when the host has a guest. That's how they earn a living. So now listen, I'm not against hustle, and that works when you're trying to build a billion dollar company, raising VC and funding. And if you're like most people listen to this podcast that are trying to build profitable, sustainable businesses to own your time and your life, this is the worst possible place to start. Also, you gotta remember that a lot of these marketplaces are fresh ideas in the market, meaning that you have to train a lot of people and a lot of times the first in the market doesn't make it. For example, with the Airbnb example I just showed, it took a lot education for people to feel like it's safe to do this, to actually rent somebody's living room out, or their guest room, or their whole home to a guest, like it's okay and the guests have to feel safe, that nothing weird's gonna happen. And a good example of this are like MySpace and Friendser. They were the first kind of social media before Facebook kind of became the leader. And no one has a Friendster account anymore because they were kind of too new. People didn't understand how to use this thing. Problem number three I have with two sided marketplaces. High burn rate, slow traction. Okay, let's look at Uber for example. To kickstart supply the they gave drivers phone plans, they gave them cash bonuses, they gave them vehicle loans, right? They guaranteed hourly rates. So they guaranteed they would make a certain amount of money every single hour they were driving around the car. Then they flooded cities with ride coupons, with referral bonuses, with paid ads to get people to use Ubers, right, the actual passengers. At one point, Uber was losing money on every single ride. Uber lost over $30 billion in its lifetime. Okay, I don't like the sound of that. And that's not a typo, guys. $30 billion. Do you know that Uber was not profitable until very recently? Unless you're sitting on millions of investors dollars, don't try to copy that, okay? Chances are you're not Uber and you're smarter than that. You can build something that can help you build independent wealth without building a two sided marketplace. So why do people build marketplaces? Why do they do that? Because they seem scalable. They think if I build a platform, other people do the work, they create the content, offer the service, handle the delivery and I'll just take a cut. That's the dream. Everybody else is doing the work and I just build a platform. But what you don't see is the enormous uphill battle to get there. Marketplaces are often a phase two or a phase three business, not a phase one business. You need time, you need money, you need a huge initial audience. So, so what do you do instead? Build something simpler, Build something cleaner, something more profitable. And here's my honest advice. If you're just starting out or you're starting your first business, pick one customer, solve one problem and charge one price. Just make it super simple on yourself to make things easier to get the ball rolling, here are some of the more easier business models that actually make money. Service businesses, don't sleep on this freelancing coaching. Do it for you. Work people want things off their plate. If you can provide a service to solve a problem for them to fill in a gap, you're going to be profitable. Another option is productized services like editing or design or marketing packages, courses or digital products are great. Subscriptions or memberships or software Businesses you could start. Now you can start generating cash flow and learn how to sell as you go without waiting for network effects to kick in. You want to know how I started? Before I built a software as a service business, I had several other businesses. I had content businesses, I had courses, I had an E commerce business, I sold physical goods, I did arbitrage, I had a service based business, I built websites for people. I had several businesses before I started my software company. So I actually understood how to run a business and had some money to invest in my idea a little bit and also just some expertise and network that I can tap into. And, and that's when I started Webinar Ninja. I focused on one customer that solved one problem and I just focused on how I can make their life easier and make sure I'm solving something that's really painful in their life. And in my case was running webinars by themselves as a solopreneur or author or speaker or somebody with a small team. The tech was quite overwhelming. There were a lot of moving parts. Marketing was a whole, you know, thing that people didn't want to deal with. And I just made it easier for people to run and market their webinars with my software. Listen, if you listen today's episode and you're like, you know what? I'm still going to open up a marketplace. I'm still going to do two sided marketplace, despite what Omar said in today's episode. That's fine as long as you know what you're getting into, right? I'm not here to tell you not to chase your dreams. I'm here to tell you know what you're getting into, know what's in store, know the challenges ahead. Look, marketplaces can work because they do work, but only when you have access to a supply pool. When you have deeply understood both sides and their needs, like you, you know both sides of the marketplace and you're ready for years of unprofitable hustle, right? If you are ready to do that, great. But know that you need to have a lot of things on your side because most people, despite all this, still fail. So if you're tempting to launch Uber for whatever, stop and ask, is that what I want to be doing every day for the next five years? And think of what you're going to do every single day, your day to day tasks, how you're going to wake up, how are you going to show up, what are you going to do? Because it's going to be you in the beginning, answering customer emails and trying to get both sides to show up and convincing investors that, hey, this is a great idea, and you're struggling to generate revenue because, hey, the platform sits on this, you know, seesaw of I got to make sure these people are happy and these people are happy. If you want my advice, start with something that allows you to build wealth that you can own, that you can control, that you can grow without burning out or begging strangers to list their services. But if you still want to do it, go ahead. But don't tell me that Uncle Omar did not warn you. Okay? And again, listen, I'm here to support you in any way possible. If you have a question, if you have something you're struggling with, send me your question over@100mba.netq. And we'll answer right here on Q and A Wednesday, just like we did today. And if you're serious about starting and growing a business, you may want to join my weekly newsletter. It's absolutely free. It's called My three Things Newsletter. Every week, I send you three things. Something to think about, to grow your mindset, something that you can do so that you're actually building upon action. And number three, something to learn. So you're skilling up every single week. It's one of our most popular things that we offer. A lot of people love it because it's very direct. You know, we don't try to sell you anything. There's nothing pitched to you. It's just my way to be able to help you beyond the podcast. Just go to 100 MBA NET and sign up for any of our free guides or any of our templates. And. And you get added to the newsletter automatically. Nice and simple. Thanks again. If you made it to the end of the episode, you're my kind of person. You're a completionist. You're a hard worker. You want to make something happen in your life. Keep moving forward. I am here to support you. I will keep publishing episodes as long as you keep on listening to them. All right, I'll check you in the next one. Take care. Of.