For example, the Apple 1 started out looking like a product that was clearly built by hackers. It was so crude, that it’s no wonder IBM didn’t view it as a threat to its mainframe computer business. But disruptive products often grow out of microscopic niches like the one pioneered by Apple.
If you’re building a market, learning is the most important thing. The structure of a well-defined product launch process is actually deadly in this situation, because it assumes that you know what business model will work, but that is actually what you’re searching to find. Your goal is to fail fast – and learn faster. Most importantly, when you’re building markets, you need to be building dynamic business models that evolve.
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