Part-up/Strategy

To reach our ambitions follows a strategy to be an open decentralized collaborative organization with a business model for further development and platform maintenance.

Our business strategy consist of two lines:
 * Long term: Enabling 'freelancers ' to work for Part-up for free (with extra functionality in premium accounts). Freelancer is the broad term we use for anyone who's free to decide who to work with and what to work on. In other words: we're supporting teams of individual workers (both paid and voluntairly) to team-up, execute teamwork and split-up. We're reaching this target group by offering Part-up as facilitating infrastructure to the co-working spaces.
 * Short term: Selling tribes to organizations to create a selection of (hidden) part-ups and their own flexible workforce. We're eager to learn the best pricing model, starting with the model we're using in The Netherlands (free for social impact initiatives, 7500 for a starters kit and 25000 for a default enterprise solution). We see the need to flexanize their way of working (self-managed teams, less hierarchy, less bureaucracy and more co-creation with their outside world) in most (Western?) countries.

Internationalization
Part-up is border less.
 * Part-up: https://part-up.com/partups/part-up-goes-international-sxAf22AwjGFQDoH4K

Part-up goes global (short and long term) following the two lines (mentioned above) of business that we've started in The Netherlands.
 * 1) Enabling 'freelancers' to work for Part-up in freemium and premium accounts. We focus on facilitating co-working spaces (that we see arising everywhere, especially in Western and Northern European countries) and universities (enabling students to part-up) to offer Part-up as a solution to their users.
 * 2) Selling tribes to organizations through our website (following a conversion freemium -> premium -> enterprise use)

Impact
This has the following impact on our daily activities:
 * Engaged users
 * Easy user on boarding process, leading to quick conversion freemium -> premium -> enterprise use. (through intercom and extra products)
 * Easy enterprise on boarding process, leading to successful usecases (international implementation kit)
 * International community management
 * We invest in superb user support in English
 * We stimulate/reward international use
 * Story telling
 * Spreading usecases (analyzing, filming, blogging, etc.)
 * Resellers program.
 * We visit international conferences and seek for international press
 * We find international ambassadors (the Martijn Aslander/Yuri van Geest for each country) and local early adopters
 * We facilitate the organization of local events
 * International press: publish the international successes and (disruptive) potential
 * Platform improvements
 * Easy to buy tribes (starters kit and enterprise accounts) through the platform.
 * Part-up main language is going to be English. Our communication and organization are as transparent as possible. Sharing our mission (why), way of working (how) and achievements (what) is crucial. Our community tribe improves the use of social media in English (wiki and blog)
 * We allow (start with volunteers) to translate Part-up into other languages (French, German, Spanish, etc.)
 * We add location based matching to Part-up
 * Advanced analytics
 * We improve conversion: users -> platform sales by diving into user statistics. What they do (like)? What they don't do (dislike)? Where do they buy, leave, get enthusiastic, etc. We learn and adopt.
 * Offering Part-up to co-working spaces and universities.

The role of ambassadors
There is a crucial roll for first users: our ambassadors in all of the above activities. We help them to get most of out of Part-up and have successful part-ups.

The role of students
Students will soon become either freelancers, start-uppers or join some legacy company. They have potential to take this on global level quickly. For example (thanks to Ilkka Kakko): "In Otaniemi campus (Urban Mill for instance) there are students daily from 20-30 countries, I am sure that the same applies in university campuses in Netherlands...they either go back home or move somewhere globally, but if they have created some communities and good ties in the competence platform they will be automatically great promoters."

Our strategy is to activate pull, in stead of push.

What we don't do!
We don't (at least not in 2016)
 * Hire a local team
 * Advertise
 * Push our B2B solution / cold calling / etc.