I have a piece at the Harvard Business Review this morning. Click here to read.
The summary of the piece:
More and more startups are popping up, offering customers new services and products that save them money. And while their offerings are attractive, they have one shortfall: They don’t capture value for the company.
Fortunately, there is a strategic model that startups can follow that allows them to focus on service and capture value at the same time — double play. Building double play into a startup operation means that a startup understands the current positioning it has and then find ways to capture extra value in that process. In double play, there is a high level of dependency within the business units, making it possible to create a virtuoso circle of value capture within a symbiotic relationship. There are three core phases in creating double play: discovering the best product your business can offer, identifying value points in your company, and then monetizing that value.
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