The Network Effects Bible is a comprehensive collection of terms and insights related to network effects all in one place. Produced by James Currier & the NFX team (www.nfx.com), an early-stage venture capital firm started by entrepreneurs who've built 10 network effect companies with more than $10 billion in exits across multiple industries and geographies.
Read the full Network Effects Bible at: https://www.nfx.com/post/network-effects-bible/
Follow us on Twitter @NFX
Network effects. Itâs one of the most important concepts for business in general and especially for tech businesses, as itâs the key dynamic behind many successful software-based companies. Understanding network effects not only helps build better products, but it helps build moats and protect software companies against competitorsâ eating away at their margins.
Yet what IS a network effect? How do we untangle the nuances of 'network effects' with 'marketplaces' and 'platforms'? Whatâs the difference between network effects, virality, supply-side economies of scale? And how do we know a company has network effects?
Most importantly, what questions can entrepreneurs and product managers ask to counter the wishful thinking and sometimes faulty assumption behind the belief that âif we build it, they will comeâ ⊠and instead go about more deterministically creating network effects in their business? Because it's not a winner-take-all market by accident.
The network effect is one of the most vital competitive advantages, and it can also rapidly change the firms to the lead in new industries/businesses .A network effect is a phenomenon when a service/product becomes more valuable as the number of people who use it increases, thereby encouraging the numbers of adopters.
It can also occur when other firms make products/services that is ancillary to an existing product/services, hence increases that product's value. The classic example of the Network effects is the telephone. The more the number of people who own telephones, the more is the value of the telephone network is to each owner. The network effect is quite often the result of word-of-mouth activities.
Numa era de mudanças organizacionais e perturbaçÔes globais sem precedentes, o relatĂłrio Global Marketing Trends 2022 apresenta as principais tendĂȘncias de marketing, fruto dos desafios de negĂłcio que enfrentamos
âSoftware is eating the worldâ said Netscape founder Marc Andreessen in his Wall Street Journal 2011 op-ed to describe how digital technology has transformed the world of business. We divide the disruption into two stages; efficient pipelines disrupting inefficient pipelines and platforms disrupting pipelines. Most Internet applications during the 1990s involved the creation of highly efficient pipelinesâonline systems for distributing goods and services that out-competed incumbent industries. Online pipelines tended to have very low marginal costs of distributionâsometimes as low as zero. This allowed them to target and serve large markets with much smaller investment. We are now in stage two where platforms disrupt pipelines. They bring news sources of supply to market, change value consumption by facilitating new forms of consumer behavior, change quality control through crowd sourced curation, and bring new market middlemen by aggregating fragmented markets.
Network effects. Itâs one of the most important concepts for business in general and especially for tech businesses, as itâs the key dynamic behind many successful software-based companies. Understanding network effects not only helps build better products, but it helps build moats and protect software companies against competitorsâ eating away at their margins.
Yet what IS a network effect? How do we untangle the nuances of 'network effects' with 'marketplaces' and 'platforms'? Whatâs the difference between network effects, virality, supply-side economies of scale? And how do we know a company has network effects?
Most importantly, what questions can entrepreneurs and product managers ask to counter the wishful thinking and sometimes faulty assumption behind the belief that âif we build it, they will comeâ ⊠and instead go about more deterministically creating network effects in their business? Because it's not a winner-take-all market by accident.
The network effect is one of the most vital competitive advantages, and it can also rapidly change the firms to the lead in new industries/businesses .A network effect is a phenomenon when a service/product becomes more valuable as the number of people who use it increases, thereby encouraging the numbers of adopters.
It can also occur when other firms make products/services that is ancillary to an existing product/services, hence increases that product's value. The classic example of the Network effects is the telephone. The more the number of people who own telephones, the more is the value of the telephone network is to each owner. The network effect is quite often the result of word-of-mouth activities.
Numa era de mudanças organizacionais e perturbaçÔes globais sem precedentes, o relatĂłrio Global Marketing Trends 2022 apresenta as principais tendĂȘncias de marketing, fruto dos desafios de negĂłcio que enfrentamos
âSoftware is eating the worldâ said Netscape founder Marc Andreessen in his Wall Street Journal 2011 op-ed to describe how digital technology has transformed the world of business. We divide the disruption into two stages; efficient pipelines disrupting inefficient pipelines and platforms disrupting pipelines. Most Internet applications during the 1990s involved the creation of highly efficient pipelinesâonline systems for distributing goods and services that out-competed incumbent industries. Online pipelines tended to have very low marginal costs of distributionâsometimes as low as zero. This allowed them to target and serve large markets with much smaller investment. We are now in stage two where platforms disrupt pipelines. They bring news sources of supply to market, change value consumption by facilitating new forms of consumer behavior, change quality control through crowd sourced curation, and bring new market middlemen by aggregating fragmented markets.
Both 2021 and 2022 have been hallmark years in all things Web3, crypto, and blockchain. The market has dramatically expanded - weâve seen new highs and some sobering lows alongside extraordinary and constant innovation. Here at Vayner3, weâve grown from a small group of passionate crypto- natives to an end-to-end Web3 consultancy with 25+ enterprise clients across CPG, Retail, Fashion, Automotive, and Tech. Recent events have certainly surfaced clear bad actors and put the space in the spotlight for the wrong reasons, but we remain optimistic about our Web3 future. This paper will help explain why.
Web3 is the next evolution of the internet, consumer behavior, and culture powered by blockchain technology. Our definition of Web3 includes new technologies - cryptocurrencies, NFTs, DeFi, and the âmetaverseâ - but it also includes an important cultural and behavioral layer. Over the last 2 years, we have seen a renaissance begin in digital art, fashion, sports, music, and identity. As consumers spend more and more of their time online - and younger generations grow with a more intertwined version of physical and digital realities - we expect todayâs fundamentals of emerging Web3 technology and culture to grow exponentially with profound implications.
In this paper, we attempt to dissect the meta Web3 narrative, dive into the data, and identify true signal in a (very) noisy market. We look at what matters most to marketers and operators at large enterprise organizations considering Web3 tech, and we focus on the near-term future. We stay grounded in business and technological realities, and we fully acknowledge that macroeconomic forces and regulatory changes could play a major role in how 2023 unfolds. All things considered, we remain convinced: Web3 is going increasingly mainstream in 2023. Letâs build the future together.
Growth Hacking / Marketing 101: It's about processRuben Hamilius
Â
Outline of the repeatable growth process startups should adopt to do Growth Marketing. Show & tell deck on basic principles and mindsets of Growth hacking for early stage startups.
Presented at the Singtel Group-Samsung Regional Mobile App Challenge 2015
in the Startup Mentorship Programme
Dispatches From The New Economy: The On-Demand Economy And The Future Of WorkIntuit Inc.
Â
From delivery, transportation and household errands, to professional services and consulting, the on-demand economy is changing the way people consume goods and services. It is also changing the way people work. Intuit and Emergent Research forecast that the number of people working on-demand jobs will grow from 3.2 million Americans to 7.6 million by 2020. This is a once in a generation opportunity to empower the future of work and a new face of entrepreneurship.
Dispatches from the New Economy: The On-Demand Workforce provides a detailed analysis of the demographics, motivations and challenges of workers pursuing on-demand jobs. The data comes from a study from Intuit and Emergent Research that examined people working via eleven on-demand economy and online talent marketplace companies. Study participants included: Deliv, Field Nation, HourlyNerd, MBO Partners, OnForce, Uber, Upwork (formerly Elance-oDesk), Visually, Wonolo, and Work Market.
Methodology
A total of 4,622 workers who find work opportunities via the platforms provided by the participating partner companies completed an online survey between September 11 and October 1, 2015. The results were weighted to reflect the proportion of workers in each of the following segments: Drivers/Delivery, Online Talent Marketplaces and Field Service/Onsite Talent. The weights were developed using earlier survey work that sized the on-demand economy. The largest weighted share of on-demand worker respondents from any single company is 16%, with most partner companies providing less than 10% of the respondents.
Content: (1) How the core interaction defines a platform (2) How a traditional (pipeline) value chain differs from a platform value matrix (3) What's inside and what's outside the platform
These slides provide complimentary course materials for the Ch 3 of Platform Revolution - How Network Markets are Transforming the Economy and How to Make Them Work for You. Final slides provide reading supplements and links to other chapters for industry and academia.
A reproduction of the official pitch deck template recommended by leading VC firm Sequoia Capital.
YOU MIGHT ALSO LIKE THESE PITCH DECK EXAMPLES & TEMPLATES:
> Airbnb pitch deck @ https://pitchdeckcoach.com/airbnb-pitch-deck
> Sequoia Capital pitch deck template @ https://pitchdeckcoach.com/sequoia-capital-pitch-deck
> FREE pitch deck template download @ https://pitchdeckcoach.com/free-pitch-deck-template
> Pitch deck guide with hints, tips, and a worked example @ https://pitchdeckcoach.com/pitch-deck-template
NEED HELP WITH YOUR PITCH DECK?
See how I can help then book a free call @ https://pitchdeckcoach.com/
MORE PITCH DECK RESOURCES @ https://pitchdeckcoach.com/pitch-deck-template#resources
Why do business platforms beat products every time? This is my keynote at EMERCE eDay. We cover changes in global brands, how feedback effects work, how innovation is different, and examples of coming platforms.
This is a 5-step model for creating a metrics framework for your business & customers, and how to apply it to your product & marketing efforts. The "pirate" part comes from the 5 steps: Acquisition, Activation, Retention, Referral, & Revenue (AARRR!)
Platform Revolution - Ch 01 Intro: How Platforms are Changing CommerceMarshall Van Alstyne
Â
Content: (1) Evidence platforms beat products in value, recognition, speed (2) Platform definition (3) Firm implications
These slides provide complimentary course materials for the Ch 1 of Platform Revolution - How Network Markets are Transforming the Economy and How to Make Them Work for You. Final slides provide reading supplements and links to other chapters for industry and academia.
The SaaS Founderâs Journey: What Matters at Each StageDavid Skok
Â
From a talk given at SaaStock 2017 in Dublin, this slide deck covers the three stages of a startup, the most important question founders should be asking to ensure survival/success, and how to build and scale a sales funnel.
Beyond Uber: How the Platform Business Model Connects the WorldApplicoInc
Â
What do Airbnb, Alibaba, and Uber all have in common (besides multibillion-dollar valuations)? None of these companies directly create the value that their users consume. They all operate with a different business model: the platform. This talk explains the platform business model and how it works. It also looks at why this phenomenon is much bigger than consumer ecommerce and is starting to disrupt more traditional enterprise markets, including everything from enterprise software and CRM systems to healthcare and finance.
The Product Market Fit Cycle (Updated to v. 2.0)Carlos Espinal
Â
This presentation was used for my talk at HowToWeb 2014 in Bucharest Romania and is the updated presentation to my blog post on the subject - http://thedrawingboard.me/2013/05/03/the-product-market-fit-cycle/
Outbound prospecting for highly targeted lead flowDavid Skok
Â
This presentation described how and when outbound prospecting (Cold Calling 2.0) can work to provide a predictable flow of leads from highly targeted prospects.
This was our final Series A deck. Read more about raising the round in this blog post:
https://medium.com/@DanielleMorrill/welcome-brad-feld-to-the-mattermark-team-announcing-our-6-5m-series-a-dd9532fc1b39
Platform Shift: How New Business Models Are Changing the Shape of IndustryMarshall Van Alstyne
Â
Companies that can transform their traditional business models into network models will have a competitive advantage based on new insights into pricing, network effects, supply chains, and strategy. These principles show how dotcom companies like Airbnb, Amazon, Apple and Uber managed, in a relatively short time, to attract millions of clients worldwide. But they apply also to traditional product companies like Sony, shoe companies like Nike, and spice companies like McCormick. New business models help these companies extend existing transactions to new, associated products and services. Platforms beat products every time. This talk reveals the secret of Internet-driven platforms, why they happen, and what changes they imply.
An introduction to Insurtech. I gave this presentation to two of the main companies in the insurance sector in Italy.
Fabrizio Villani - mobile: 0034/631404975
email: fabriziovillani@hotmail.it
twitter: @FintechItalia
LinkedIn:https://es.linkedin.com/in/fabriziovillani
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
Â
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Both 2021 and 2022 have been hallmark years in all things Web3, crypto, and blockchain. The market has dramatically expanded - weâve seen new highs and some sobering lows alongside extraordinary and constant innovation. Here at Vayner3, weâve grown from a small group of passionate crypto- natives to an end-to-end Web3 consultancy with 25+ enterprise clients across CPG, Retail, Fashion, Automotive, and Tech. Recent events have certainly surfaced clear bad actors and put the space in the spotlight for the wrong reasons, but we remain optimistic about our Web3 future. This paper will help explain why.
Web3 is the next evolution of the internet, consumer behavior, and culture powered by blockchain technology. Our definition of Web3 includes new technologies - cryptocurrencies, NFTs, DeFi, and the âmetaverseâ - but it also includes an important cultural and behavioral layer. Over the last 2 years, we have seen a renaissance begin in digital art, fashion, sports, music, and identity. As consumers spend more and more of their time online - and younger generations grow with a more intertwined version of physical and digital realities - we expect todayâs fundamentals of emerging Web3 technology and culture to grow exponentially with profound implications.
In this paper, we attempt to dissect the meta Web3 narrative, dive into the data, and identify true signal in a (very) noisy market. We look at what matters most to marketers and operators at large enterprise organizations considering Web3 tech, and we focus on the near-term future. We stay grounded in business and technological realities, and we fully acknowledge that macroeconomic forces and regulatory changes could play a major role in how 2023 unfolds. All things considered, we remain convinced: Web3 is going increasingly mainstream in 2023. Letâs build the future together.
Growth Hacking / Marketing 101: It's about processRuben Hamilius
Â
Outline of the repeatable growth process startups should adopt to do Growth Marketing. Show & tell deck on basic principles and mindsets of Growth hacking for early stage startups.
Presented at the Singtel Group-Samsung Regional Mobile App Challenge 2015
in the Startup Mentorship Programme
Dispatches From The New Economy: The On-Demand Economy And The Future Of WorkIntuit Inc.
Â
From delivery, transportation and household errands, to professional services and consulting, the on-demand economy is changing the way people consume goods and services. It is also changing the way people work. Intuit and Emergent Research forecast that the number of people working on-demand jobs will grow from 3.2 million Americans to 7.6 million by 2020. This is a once in a generation opportunity to empower the future of work and a new face of entrepreneurship.
Dispatches from the New Economy: The On-Demand Workforce provides a detailed analysis of the demographics, motivations and challenges of workers pursuing on-demand jobs. The data comes from a study from Intuit and Emergent Research that examined people working via eleven on-demand economy and online talent marketplace companies. Study participants included: Deliv, Field Nation, HourlyNerd, MBO Partners, OnForce, Uber, Upwork (formerly Elance-oDesk), Visually, Wonolo, and Work Market.
Methodology
A total of 4,622 workers who find work opportunities via the platforms provided by the participating partner companies completed an online survey between September 11 and October 1, 2015. The results were weighted to reflect the proportion of workers in each of the following segments: Drivers/Delivery, Online Talent Marketplaces and Field Service/Onsite Talent. The weights were developed using earlier survey work that sized the on-demand economy. The largest weighted share of on-demand worker respondents from any single company is 16%, with most partner companies providing less than 10% of the respondents.
Content: (1) How the core interaction defines a platform (2) How a traditional (pipeline) value chain differs from a platform value matrix (3) What's inside and what's outside the platform
These slides provide complimentary course materials for the Ch 3 of Platform Revolution - How Network Markets are Transforming the Economy and How to Make Them Work for You. Final slides provide reading supplements and links to other chapters for industry and academia.
A reproduction of the official pitch deck template recommended by leading VC firm Sequoia Capital.
YOU MIGHT ALSO LIKE THESE PITCH DECK EXAMPLES & TEMPLATES:
> Airbnb pitch deck @ https://pitchdeckcoach.com/airbnb-pitch-deck
> Sequoia Capital pitch deck template @ https://pitchdeckcoach.com/sequoia-capital-pitch-deck
> FREE pitch deck template download @ https://pitchdeckcoach.com/free-pitch-deck-template
> Pitch deck guide with hints, tips, and a worked example @ https://pitchdeckcoach.com/pitch-deck-template
NEED HELP WITH YOUR PITCH DECK?
See how I can help then book a free call @ https://pitchdeckcoach.com/
MORE PITCH DECK RESOURCES @ https://pitchdeckcoach.com/pitch-deck-template#resources
Why do business platforms beat products every time? This is my keynote at EMERCE eDay. We cover changes in global brands, how feedback effects work, how innovation is different, and examples of coming platforms.
This is a 5-step model for creating a metrics framework for your business & customers, and how to apply it to your product & marketing efforts. The "pirate" part comes from the 5 steps: Acquisition, Activation, Retention, Referral, & Revenue (AARRR!)
Platform Revolution - Ch 01 Intro: How Platforms are Changing CommerceMarshall Van Alstyne
Â
Content: (1) Evidence platforms beat products in value, recognition, speed (2) Platform definition (3) Firm implications
These slides provide complimentary course materials for the Ch 1 of Platform Revolution - How Network Markets are Transforming the Economy and How to Make Them Work for You. Final slides provide reading supplements and links to other chapters for industry and academia.
The SaaS Founderâs Journey: What Matters at Each StageDavid Skok
Â
From a talk given at SaaStock 2017 in Dublin, this slide deck covers the three stages of a startup, the most important question founders should be asking to ensure survival/success, and how to build and scale a sales funnel.
Beyond Uber: How the Platform Business Model Connects the WorldApplicoInc
Â
What do Airbnb, Alibaba, and Uber all have in common (besides multibillion-dollar valuations)? None of these companies directly create the value that their users consume. They all operate with a different business model: the platform. This talk explains the platform business model and how it works. It also looks at why this phenomenon is much bigger than consumer ecommerce and is starting to disrupt more traditional enterprise markets, including everything from enterprise software and CRM systems to healthcare and finance.
The Product Market Fit Cycle (Updated to v. 2.0)Carlos Espinal
Â
This presentation was used for my talk at HowToWeb 2014 in Bucharest Romania and is the updated presentation to my blog post on the subject - http://thedrawingboard.me/2013/05/03/the-product-market-fit-cycle/
Outbound prospecting for highly targeted lead flowDavid Skok
Â
This presentation described how and when outbound prospecting (Cold Calling 2.0) can work to provide a predictable flow of leads from highly targeted prospects.
This was our final Series A deck. Read more about raising the round in this blog post:
https://medium.com/@DanielleMorrill/welcome-brad-feld-to-the-mattermark-team-announcing-our-6-5m-series-a-dd9532fc1b39
Platform Shift: How New Business Models Are Changing the Shape of IndustryMarshall Van Alstyne
Â
Companies that can transform their traditional business models into network models will have a competitive advantage based on new insights into pricing, network effects, supply chains, and strategy. These principles show how dotcom companies like Airbnb, Amazon, Apple and Uber managed, in a relatively short time, to attract millions of clients worldwide. But they apply also to traditional product companies like Sony, shoe companies like Nike, and spice companies like McCormick. New business models help these companies extend existing transactions to new, associated products and services. Platforms beat products every time. This talk reveals the secret of Internet-driven platforms, why they happen, and what changes they imply.
An introduction to Insurtech. I gave this presentation to two of the main companies in the insurance sector in Italy.
Fabrizio Villani - mobile: 0034/631404975
email: fabriziovillani@hotmail.it
twitter: @FintechItalia
LinkedIn:https://es.linkedin.com/in/fabriziovillani
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
Â
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
COMMUNICATIONS OF THE ACM November 2004Vol. 47, No. 11 15.docxmonicafrancis71118
Â
COMMUNICATIONS OF THE ACM November 2004/Vol. 47, No. 11 15
N
etworks are hot. The
Internet has made it pos-
sible to observe and mea-
sure linkages
representing relationships of
all kinds. We now recognize
networks everywhere: air
traffic, banking, chemical
bonds, data communications,
ecosystems, finite element
grids, fractals, interstate
highways, journal citations,
material structures, nervous
systems, oil pipelines, orga-
nizational networks, power
grids, social structures, trans-
portation, voice communica-
tion, water supply, Web
URLs, and more.
Several fields are collabo-
rating on the development of
network theory, measurement,
and mapping: mathematics
(graph theory), sociology (net-
works of influence and communi-
cation), computing (Internet), and
business (organizational net-
works). This convergence has pro-
duced useful results for risk
assessment and reduction in com-
plex infrastructure networks,
attacking and defending networks,
protecting against network con-
nectivity failures, operating busi-
nesses, spreading epidemics
(pathogens as well as computer
viruses), and spreading innova-
tion. Here, I will survey the fun-
damental laws of networks that
enable these results.
Defining a Network
A network is usually defined as a
set of nodes and links. The nodes
represent entities such as persons,
machines, molecules, documents,
or businesses; the links represent
relationships between pairs of
entities. A link can be directed
(one-way relationship) or undi-
rected (mutual relationship). A
hop is a transition from one node
to another across a single link
separating them. A path is a series
of hops. Networks are very gen-
eral: they can represent any kind
of relation among entities.
Some common network
topologies (interconnection pat-
terns) have their own names:
clique or island (a connected sub-
network that may be isolated
from other cliques), hierarchical
network (tree structured), hub-
and-spoke network (a special
node, the hub, connected directly
to every other node), and multi-
hub network (several hubs con-
nected directly to many nodes).
Some network topologies are
planned, such as the electric grid,
the interstate highway system, or
Network Laws
M
IC
H
A
EL
S
LO
A
N
Peter J. Denning
Many networks, physical and social, are complex and scale-invariant.
This has important implications from the spread of epidemics and
innovations to protection from attack.
The Profession of IT
16 November 2004/Vol. 47, No. 11 COMMUNICATIONS OF THE ACM
the air traffic system; others are
unplanned. In his seminal papers
about the Internet, Paul Baran
proposed that a planned, distrib-
uted network would be more
resilient to failures than a hub-
and-spoke network.
A host of physical systems eas-
ily fit a network model. Perhaps
less obvious is that human social
networks also fit the model. The
individuals of an organization are
linked by their relationshipsâ
who emails whom, who seeks
advice from whom, or who influ-
ences w.
MECHANISMS FOR DIGITAL TRANSFORMATION IN THE EDUCATION AND HEALTHCARE SECTORS...IJNSA Journal
Â
This paper argues for the consideration of a decentralized, open, interoperable identity framework as a secure, scalable, user-centered meta-platform capable of leveraging many aggregate network advantages and delivery options for education and healthcare providers. An overview of the shortfalls and vulnerabilities of the current Internet and systems for identity management is first explained, followed by a summary of the status of development and primary proponents of decentralized, blockchain-enabled, self-sovereign identification (SSI). An examination of the Key Event Receipt Infrastructure (KERI) open-source decentralized key management infrastructure (DKMI) and its primary root-of-trust in self-certifying identifiers (SCID) is evaluated. This paper recommends KERI for consideration as a potential meta-platform overlay and solution for both the education and health industries as a means of attaining their primary goal of being more user versus institution-centric in their core interactions and processes. Finally, some pathways for future research are recommended.
Least Cost Influence by Mapping Online Social Networks paperpublications3
Â
Abstract: The online social network has become popular for sharing the information. Online social networks exhibit many platforms to create awareness of new products. In recent time Least cost Influence problem to find minimum number of seed user is most important topic in online social networks. The eventual target is to find the least advertising cost set of users which produce enormous influence. In existing many diffusion models are used. In this paper the stochastic threshold model is used to find the seed user in multiple online social networks to maximize the influence. This model decreases the processing time comparing to the other models.
Keywords: Stochastic threshold model, influence, diffusion, multiple networks, online social networks.
Title: Least Cost Influence by Mapping Online Social Networks
Author: Bessmitha S, Shajini N
ISSN 2350-1022
International Journal of Recent Research in Mathematics Computer Science and Information Technology
Paper Publications
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
Â
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties â USA
Expansion of bot farms â how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks â Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Â
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Â
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
Â
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
Â
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Â
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
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The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. Whatâs changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
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Clients donât know what they donât know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clientsâ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
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Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
3. Roadmap
Part I - Why Network Effects Are Important
Part II - How Networks Work
Part III - Network Properties
Part IV - Building and Maintaining Network Effects
Part V - Related Concepts
3
5. 70% of the value created in technology since 1994 has been driven by
network effects. Still, too few Founders understand network effects
well, nor know how to design them into products.
5
6. There are 4 main
defensibilities in the
digital world:
Scale, Embedding, Brand,
and Network Effects.
Of these four, network effects
are the most powerful.
6
8. The NFX map applied to
category-leading companies
Network Effects
Case Studies
9. We donât think most people really understand Facebook yet. It is
the most powerful network effects company weâve ever seen, with
no less than six of the thirteen known network effects currently
working in its favor. On top of that, Facebook has fortified itself
with all three other defensibilities: brand, scale, and embedding.
Network effects have defined Facebook throughout their history.
10 years ago we wrote that Google should buy Facebook at any
cost because of their powerful network effects â and time has
more than vindicated the argument. More than any other factor,
Network Effects predict the future of Facebook.
Read the full case study here.
9
10. Trulia revolutionized the US real estate market by successfully
creating an online marketplace for real estate. Truliaâs Founder
& former CEO Pete Flint (currently a managing partner at NFX)
says Trulia built three distinct types of network effects into the
core of its business â data, marketplace, and market network
â in order to achieve success, leading to a massive $3.5 billion
exit and an industry-shaping merger.
Read the full case study here.
10
11. Most people think of Uber as a true 2-Sided Marketplace. As
shown in the NFX Map, true 2-Sided Marketplaces have some of
the most powerful network effects and therefore strong
defensibility. But, in reality, Uber is an asymptotic marketplace
which has much weaker network effects. For this and other
reasons, Uber is more vulnerable than most realize.
Read the full case study here.
11
13. Networks are any set
of nodes and links
Nodes are network participants. Not all
nodes are equal in function and importance.
Central nodes have a high relative number
of links, and marginal nodes have fewer
links.
Network size can be measured by the total
number of nodes in a network, and degree
is a measure of the number of links each
node has.
Links are the connections between nodes in
a network. Links vary in terms of
directionality, the strength of the
connection, and the frequency of activity.
Network density is the proportion of links
to nodes within a network.
Read more about Nodes and Links
13
14. Network
Density
Network density is the ratio of its links to nodes. The higher the ratio, the greater the density of the network.
Typically, the higher the density of the network, the more powerful its network effects are.
Founders should build products to promote higher network density. Within a network, density is usually
distributed unevenly. At the beginning, Founders should typically focus on the âwhite-hot centerâ of your
network, where the density and activity are highest, and let the network grow from there.Read more about Network Density
14
15. Directionality
A link between nodes can be either
directed or undirected.
Directed links denote one-way
relationships. When the interaction
between one node and another isnât
reciprocated, itâs a directed link.
Undirected links are two-way,
reciprocal relationships. The
interaction between two nodes on a
network with undirected links flows
both ways.
Read more about Directionality
15
16. One-to-One vs.
One-to-Many
Relationships between nodes in a network can be one-to-one, or they can be one-to-many.
YouTube is an example of a network with one-to-many links (accounts with large
followings that they donât follow back).
Facebook has one-to-one connections at its foundation.
Read more about One-to-One
vs. One-to-Many
16
17. Clustering
Within real-world networks, nodes
are unlikely to be dispersed evenly.
They tend to cluster or form local
groupings that are more tightly knit
than the network at large.
If you look at how you use services
like Slack or Facebook Messenger,
where you form subgroupings that
are more tightly-knit and active than
the broader network, you can see
some examples of clustering.
A âclustering coefficientâ measures
the degree of clustering in a network.
Often, the higher the clustering
coefficient, the faster the value of the
network increases as usage grows.
Read more about Clustering
17
18. Critical Mass
The critical mass of a network
refers to the point at which the
value produced by the network
exceeds the value of the product
itself and of competing products.
Most products with network effects
must ultimately reach critical mass
in order to fully take advantage of
the defensibility provided by their
network effects.
Before the size of the network
reaches critical mass, the product
remains quite vulnerable and may
not have much value to users.
Read more about Critical Mass
18
19. The Network
âLawsâ
These laws describe the rate at which network value increases as they scale.
Sarnoffâs Law describes broadcast networks, which increase in value in proportion to N (with N being the
number of nodes).
Metcalfeâs Law describes networks without clustering, which grow in value at a geometric rate (N^2).
Reedâs Law applies to networks with clusters, which increase in value at an exponential rate (2^N)Read more about the Network Laws
19
21. Irregularity
Real-world networks tend
to have clusters, hot spots,
and dead spots.
This is because complex
systems have
irregularities. The nature
and configuration of
nodes and links can vary
widely throughout a
single network.
For Founders, itâs
important to recognize
these irregularities and go
after the densest, most
active âwhite-hot centerâ
of the network.
Read more about Irregularity
21
22. Real Identity,
Pseudonymity,
& Anonymity
Many network effect businesses require users to create a profile thatâs visible to other nodes in
the network. Networks with profiles tied to a nodeâs real identity, like your real personal name or
real company name, are typically more effective at building network effects than networks with
pseudonymous profiles (e.g. user-generated handles like âTiger123â) or completely anonymous
networks.
Read more about network identity
22
23. Asymmetry
This term relates mostly to
marketplaces, whether that
marketplace is 1, 2, 3, or N-sided.
In nearly every marketplace, one
side - or one type of node - is
harder to acquire than the other.
In a âdemand-side marketplace,â
the demand side (buyers) are
harder to acquire. In a
âsupply-side marketplace,â the
sellers are harder.
Look for these various
asymmetries in a marketplace and
prioritize which types of demand
or supply will be the best to attract
first, second, and third. Then focus
on developing tactics to crack the
highest-value target first.
Read more about
network asymmetry 23
24. Homogeneous vs
Heterogeneous
Networks
Homogeneous networks are networks where all the nodes have the same function in the
network. One user is interchangeable with the next in the basic function they perform. In a
landline telephone network, for example, each node (telephone) performs basically the same
function as any other.
Heterogeneous networks are networks where there are two or more classes of nodes categorized
by both function and utility. Buyer nodes on eBay, for example, are on the network for
fundamentally different reasons from seller nodes.
Read more about Homogeneous
vs. Heterogeneous Networks
24
25. Asymptotic
Network Effects
Asymptotic network effects are
network effects with diminishing
returns.
Recall the basic definition of
network effects: as usage of a
product grows, its value to each
user also grows. In some cases,
however, network effects can start
to weaken after certain point in the
growth of the network.
Growth in an asymptotic network,
after a certain size, no longer
benefits the existing users. Examples
include Lyft/Uber and most data
network effects.
Read more about Asymptotic
Network Effects
25
26. Same-side network effects are direct network effects that occur on the same side of a multi-sided
(2-sided or N-sided) network. A platform like Microsoftâs OS, for instance, has a same-side
network effect because Microsoft users directly benefit from an increase in other same-side users
(on the demand side of the platform) since they can interchange Word, Excel, and other files with
a greater number of people. This makes both the platform itself and applications developed on
the platform more valuable for users.
Read more about Same-Side
Network Effects
Same-Side
Network Effects
26
27. Cross-Side
Network Effects
Cross-side network effects are
direct network effects that arise
from complementary goods or
services in a network with
more than one side. As
opposed to indirect network
effects, cross-side network
effects refers specifically to the
direct increase in value to users
on one side of a network by the
addition of users to another
side. More supply is better for
the demand. More demand is
better for the Supply.
Read more about cross-side network
effects 27
28. Indirect network effects occur when the value of a network increases as a result of one type of
node benefitting another type of node directly, but not directly benefiting the other nodes of its
same type.
Same-side nodes indirectly benefit each other because they create an increased incentive for
complementary users on the other side of the network to use the network, which in turn benefits
all the nodes on the same side.
Read more about Indirect
Network Effects
Indirect
Network Effects
28
29. Negative
Network Effects
In some situations, more network usage
or greater network size can actually
decrease the value of the network,
leading to negative network effects.
Negative network effects can happen in
two ways.
First, network congestion, where the
network becomes less valuable as a
result of increased usage-- as with traffic
in a road network.
Second, network pollution, where the
network grows too large and is polluted
with unwanted content -- like your
grandmother commenting on your party
photos on Facebook.
Read more about negative
network effects 29
31. âMultiplayer modeâ and âsingle-player modeâ are terms that came from the gaming industry, but are
useful for discussing network effects.
With single-player mode products, you get the full value of the product no matter who else is using
it. For example, filing taxes via TurboTax. With multiplayer mode products, some of the value of
using a product (and often the majority of it) comes from other users. A multi-player product lets you
feel and benefit from the activity of other users.
Products can have both single-player and multiplayer value. Watching YouTube videos is a
single-player experience. YouTube, with view count and comments, is also a multiplayer experience.
Read more about Multiplayer vs.
Single-Player Mode
Multiplayer vs
Single-Player
Mode
31
32. Switching costs refer to the costs in time, effort, or money that arise when you switch
from using one product to another incompatible product. When switching costs are high,
it tends to create customer lock-in because the customer has more of an incentive to stick
with the same supplier throughout their life cycle. Any product that has a lot of
defensibility will have high switching costs.
Read more about Switching Costs
Switching
Costs
32
33. Chicken or
Egg Problem
(Cold-Start Problem)
When you first launch a two sided network like
a marketplace or a platform, there is often no
value to one side of the network until the other
side is there too. So which comes first?
There are at least 19 tactics to help solve the
chicken or the egg problem.
Several of them involve creating a single-player
mode product where one side (either the supply
side or the demand side, depending on the type
of marketplace) can derive value from the
software without a network in place.
Others involve attracting one side of the
marketplace with compensation, such as cash or
leads.
Read more about the Chicken or Egg Problem
33
34. Multi-tenanting occurs when there are low costs or no costs to simultaneously
participating in competing networks at the same time. When the two sides of a
marketplace switch between services to get to the other side of the marketplace at no cost,
thatâs multi-tenanting. For example, both riders and passengers frequently switch
between Uber and Lyft to find rides/passengers.Read more about Multi-Tenanting
Multi-
Tenanting
34
35. Disintermediation
Disintermediation is a vulnerability that mostly
applies to Marketplaces and Market Networks. It
happens when, after initially connecting through a
marketplace or market network product, users take
future transactions off the product and transact
directly, without paying a fee to the marketplace.
For example, you might hire someone to build IKEA
furniture using Taskrabbit, and then exchange
numbers so that you can hire them for future jobs
directly.
This is a significant problem for marketplaces and
market networks because repeat purchase is critical
to most transactional networks.
To help prevent disintermediation, you can provide
tools, reputation, insurance, compliance, leads and
other incentives.
Read more about Disintermediation
35
36. Retention is about how often your users return to use your product. This can make a big
difference in how powerful the network effects of a product are.
Recall that network effects happen when increased usage of a network leads to greater value.
Usage can increase in one of two ways: either new users join the network, or existing users
increase their usage.
Any drop off in usage from existing users will weigh against the growth of the network from new
users. Thatâs why retention is so important for building network effects.
Read more about Retention
Retention
36
38. Geometric Growth
vs. Linear Growth
Businesses with neither viral effects
nor network effects tend to produce
linear, straight-line growth. Linear
growth can produce a business, but
not the kind of high impact, exciting
growth weâre all looking for.
We all want the green-line growth
curve, but it is not a network effect.
Itâs a growth curve.
Founders should push themselves
and their teams to reach geometric
growth. Network effect businesses,
once they hit the tipping point,
typically show this type of geometric
growth.
Read more about Geometric
vs. Linear Growth
38
39. Viral effects are different than network effects, but many people confuse the two because they are
both positive feedback loops, and because they were experienced together in famous companies
like Facebook, Twitter, and WhatsApp over the last 15 years.
Viral effects are about growth -- when existing users bring you more new users for free.
Network effects are about defensibility: a product gets more valuable when more people use it. A
product or service with viral effects has a âviral coefficientâ, which is the number of new users
that join as a result of each user.
Read more about viral
effects & virality
Viral Effects
& Virality
39
New Users
New Users
40. 40
âPlatform
Business Modelâ
This is a recent term that is commonly used to
talk about ALL companies with network effects.
In our opinion, itâs too generic and conflates too
many concepts together.
We think that one network effect is a â2-sided
platform network effect.â We prefer to break
out the 13 different network effects because we
think it produces more a precise and revealing
analysis.
To raise money today, itâs popular to say âmake
your product a platform.â But we think this
refers to a specific type of approach where other
independent companies are building their own
products on your product.
Read more about the platform vs. network effect
business model
Not all network
effects companies are
platforms - platform
nfx are just one of 13
network effect types
41. Reinforcement
An important thing to know about
network effects is that once you have one
going, itâs much easier to build all the
other defensibilities on top of it,
including other network effects.
This âreinforcement effectâ is often
underappreciated by Founders,
especially when theyâre preoccupied with
growth.
Continually looking for and launching
new defensibilities is important because
they reinforce each other. The more you
have going the better, as long as you
donât lose operational focus in the
process.
Read more about Reinforcement
41
42. Scale Effects
Scale effects are easy to confuse
with network effects because
they both become stronger in
relation to the number of users.
Network effects cause products
to become more valuable to users
as the network grows, increasing
defensibility by increasing
product value.
Scale effects, on the other hand,
lead to lower per-unit production
costs as the fixed costs of
production are spread out among
a greater number of units â
meaning a higher profit margin
which can increase defensibility
against competitors with less
favorable margins.
Read more about Scale Effects
42
43. 37
Brand defensibility is different from network effects. Like scale, the strength of your brand is correlated
with the growth and usage of your product, so itâs easy to confuse brand with network effects. However,
they work very differently.
Brand arises when people know who you are and what you do. A well-established brand identity comes
with psychological switching costs. People are less likely to switch to an unknown or lesser-known brand
from yours because psychologically they will default toward whatâs familiar.Read more about Brand
Brand
43
44. 37
Embedding is an effective defensibility strategy that involves integrating your product directly
into a customerâs operations so the customer canât rip you out and replace you with a competitor
without incurring significant cost in terms of time, energy, or both.
Embedding can work with network effects to make your business more defensible, but they are
separate concepts. Business models based on embedding include Oracle and WorkDay.Read more about Embedding
Embedding
44
45. NFX essays bring to light what most never see
about network effects, growth, and more
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