The size of the first network can significantly impact the success of a product. If the network is too small, the product may not gain enough traction or usage to sustain itself. Conversely, if the network is too large, it may be difficult to manage and could lead to inefficiencies or a lack of focus. The key is to find the right balance, as different products require differently sized first networks. For example, for a product like Slack, a small team within a company is enough for the platform to work. However, for a product like a credit card, a larger network is needed, as demonstrated by Bank of America when they first launched their credit card in 1958 across the whole of Fresno, California.
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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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Networked products should focus on the smallest network needed to sustain the product. Different products require differently sized first networks. For Slack, a small team within a company is enough for the platform to work. But, when the credit card was first launched by Bank of America in 1958, it was done so across the whole of Fresno, California.
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