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Traditional sectors like retail or manufacturing can apply the concept of atomic networks by starting small and gradually expanding. For instance, a retail store can start by creating a network of loyal customers and then expanding to include suppliers and other stakeholders. Similarly, a manufacturing company can start by creating a network of suppliers and then expanding to include customers and other stakeholders. The key is to start as small as the product or service will allow and then gradually expand the network as the product or service gains traction.
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BoA understood that for a credit card to work, a large enough pool of people must buy in—enough for merchants and consumers alike to derive value from the new system. Despite the difference in scale—Slack with 4 or 5 colleagues, BoA's credit card with 60,000 Fresno residents—the principles of atomic networks are the same. Start as small as your product will allow. Once the first network has been nurtured, the process can be repeated (when a product reaches its "tipping point," which will be discussed in the next section).
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When a networked product launches, it faces a chicken-and-egg problem: people need to use it for it to be worth anything. So how do you start the very...
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