Therefore, collaborative products can only truly exert and test their value when the number of people reaches a certain level. Only some people use the executive list same collaborative product. They not only have to bear high operating costs, but also can only exchange information with a limited number of people. Obviously, it is impossible to achieve user needs executive list and product goals. And because of the complexity of collaborative products, the cost of enterprise replacement is extremely high, employees will not be willing to frequently replace their office executive list tools, and for the person in charge of the enterprise, they must also be unwilling to cause high deadweight losses due to wrong choices.
The product is like embarking on a road of no return, and the force of inertia will make this choice self-reinforcing. Therefore, enterprises will strive to rely on the largest platform or find products that can fully match themselves, seek advantages and executive list avoid disadvantages and reduce risks; starting from this, products can identify their key points, whether you are comprehensive enough to support the needs from all walks of life Realize, or you are flexible executive list enough to easily undertake independent and individual needs, find him, and promote him externally.
Form your own path dependence, and don't delusionally think that your product can take care of all parties. In the current wave of Internet products, every wave can only swing its own boat, and only users can truly survive. Second, the white and black executive list of the product When it comes to the B-end market, KP, KP, KP (key people) must be played executive list on a loop in everyone's mind. The KP of B-end products is the "boss", because the boss is often a dedicated resource of the enterprise (must play a role on a specific platform and the investment is difficult to recover).