Distributive Enterprise Proposed Business Model Rationale: Difference between revisions
| Line 19: | Line 19: | ||
=Business Model= | =Business Model= | ||
*'''Individuals collaborate on product design, productization, and business development.''' | *'''Individuals collaborate on product design, productization, and business development.''' | ||
*'''Individuals are willing to generate revenue from the products (financial feedback loops)''' | *'''Individuals are willing to generate revenue from the products (financial feedback loops)'''. This incentivizes stakeholdership for high retention. | ||
*'''Inclusion produces a positive feedback loop, not a negative one.''' Freeloader dilemma is addressed by work being transformative in terms of eliminating war and poverty, base | *'''Inclusion produces a positive feedback loop, not a negative one.''' Freeloader dilemma is addressed by work being transformative in terms of eliminating war and poverty, base | ||
*'''We engage large market, common items'''. | *'''We engage large market, common items'''. | ||
*'''We stop at a tipping point of 6% of the economy'''. That makes a few trillion dollars. | *'''We stop at a tipping point of 6% of the economy'''. That makes a few trillion dollars. | ||
*''' | *'''Modular assets are produced for a wide range of revenue streams.''' This can capture the interest of many people, from book writers, to programmers, to designers, to builders, to philosophers. | ||
=Resources= | =Resources= | ||
*[[Open Source Marketing]] | *[[Open Source Marketing]] | ||
Revision as of 14:52, 24 February 2018
To accelerate innovation, distribute wealth, not support malgovernance, and defund war, we pursue Extreme Manufacturing enterprises:
- House building. Includes production operation of CEB block.
- 3D Printing. Includes filament maker, cnc circuit mill, small laser cutter.
- CNC Torch Table. Used for building all heavy machines.
The Distributive Enterprise per se, executed via the Extreme Manufactureng
Challenges
Most companies must organize for structure with the typical business functions: product design, business development, recruiting, operations, manufacturing, accounting, sales, and marketing.
Examples of complex products exist in software - where remote developed one of the most complex products on earth - such as the Linux kernel.
A team must be in place to deliver the various parts of a working business. If we take Linux as an example, there were companies that immediately began to use the software product, and thus paid for further development. In the linux model, volunteers quickly transitioned to related jobs as programmers.
The open source model does well for 'engineering' or 'product development' that people like to do for fun. Design and engineering is fundamentally creative work. On the other hand, it appears to be much more difficult to arrange for volunteer efforts on business development, recruiting, operations, manufacturing, accounting, sales, and marketing.
Business Model
- Individuals collaborate on product design, productization, and business development.
- Individuals are willing to generate revenue from the products (financial feedback loops). This incentivizes stakeholdership for high retention.
- Inclusion produces a positive feedback loop, not a negative one. Freeloader dilemma is addressed by work being transformative in terms of eliminating war and poverty, base
- We engage large market, common items.
- We stop at a tipping point of 6% of the economy. That makes a few trillion dollars.
- Modular assets are produced for a wide range of revenue streams. This can capture the interest of many people, from book writers, to programmers, to designers, to builders, to philosophers.