Hyperloop doesnβt seem to go anywhere and is now shifting from a consumer-oriented project to B2B supply-chain. Iβm talking about the Virgin copycat, but chances are that the original flavor will get there too (Musk just has deeper pockets).
When shifting from B2C to B2B the logic is as such: itβs the same product and technology anyway, we will have to address fewer customers and drastically decrease marketing efforts, and we will generate higher revenue per customer to match initial projections.
Hereβs why it never works:
1οΈβ£ Itβs never the same product
Key features and norms are never the same, the user journey is entirely different, and some past specifications become detrimental for the new target. At best, retrofitting the project will cost way more than expected and is set on a very unclear timeline.
2οΈβ£ You lost half of your team!
About half of your team focused on consumer approach has to be fired (which Virgin Hyperloop did just on cue), and thereβs no simple way to regroup and start fresh. Your project culture and mindset are operating under a lot of stress and wonβt deliver excellence anytime soon.
3οΈβ£ No B2B is not easier, itβs different
If it wasnβt no one would care about B2C to start with. Yes, you go down from a few million people to convince to work with you, to maybe a few thousand(s). But the average lead time goes from a few hours-weeks to a few months-years, the customer acquisition cost (CAC) is x10 or more, and you will have to deal with different layers of management, decision-making, bids, and purchasing with each customer.
4οΈβ£ Revenues per customer can be higherβ¦ eventually
But yes, on paper you can also get x100 or x1000 (or more) revenues per customer. Itβs only going to take a few years to get there and B2B customers will want to get tailor-made specifications matching their own process. The bigger they are, the more pressure you will get to version ad nauseam your product without solid revenues to get there.
Whatβs the takeaway? Sometimes, you just have to kill off a bad idea and deal with the sunk costs.