As our Kitewalk for dummies video suggests, Kitewalk's value proposition is horizontal. Geo-intelligence is a valuable service for potentially every single market vertical.
Positioning Kitewalk as a technology capable of bringing up the next Uber or the next AirBnB (as valid examples of geo-intelligent platforms) in just a few weeks is by itself an extremely interesting asset.
Still, it is tough to combine horizontal proposals and sales. No matter how much theoretical beauty can be extracted from horizontal proposals, the truth is that people need to feel, perceive, sense and touch vertical applications of such horizontal proposition in order to adopt it. Being generic and multi-purpose is not a winner. On the other hand, being too much specific forces you to choose a vertical. If that happens too soon in the Intellectual Property development process, it may be too late to come back to step zero afterwards.
Finding the appropriate equilibrium during the first months of a technological company is key for its evolution. You need to make fast decisions and, at precise moments of time, shoot on specific verticals, configuring flavors of your offer which perfectly fit the vertical pain points.
During the first two months of this Kitewalking experience, I have met key people on different sectors from lodging to sports. They have shared with me their communication pain points, what makes their work inefficient, what frustrates them more. As a result, we have created a couple of specific all-in-one vertical solutions and added both of them to our current portfolio:
Positioning Kitewalk as a technology capable of bringing up the next Uber or the next AirBnB (as valid examples of geo-intelligent platforms) in just a few weeks is by itself an extremely interesting asset.
Still, it is tough to combine horizontal proposals and sales. No matter how much theoretical beauty can be extracted from horizontal proposals, the truth is that people need to feel, perceive, sense and touch vertical applications of such horizontal proposition in order to adopt it. Being generic and multi-purpose is not a winner. On the other hand, being too much specific forces you to choose a vertical. If that happens too soon in the Intellectual Property development process, it may be too late to come back to step zero afterwards.
Finding the appropriate equilibrium during the first months of a technological company is key for its evolution. You need to make fast decisions and, at precise moments of time, shoot on specific verticals, configuring flavors of your offer which perfectly fit the vertical pain points.
During the first two months of this Kitewalking experience, I have met key people on different sectors from lodging to sports. They have shared with me their communication pain points, what makes their work inefficient, what frustrates them more. As a result, we have created a couple of specific all-in-one vertical solutions and added both of them to our current portfolio:
- Kitewalk Stays helps campsites, hotels and vacation centers managers to streamline their communications with their visitors
- Kitewalk Communities helps schools, associations and sports clubs to manage their internal members communication
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