How Cappasity’s platform ‘traits’ will describe a new competitive advantage

Introduction

The lack of 3D content in the market place today, is stifling 3D industry growth for tomorrow. Cappasity is set to revolutionise the AR/VR and 3D industry by delivering the first ‘content orientated’ platform service for the creation, distribution, trade and commercialization of 3D content. The Cappasity services platform converges with a decentralized ledger (Blockchain) to deliver cost effective, trustless, transparent and immutable ledger services for the recording of provenance and transactions against the emerging use and value of 3D content.

Inherent in the Cappasity platform and ecosystem architecture are a number of traits. It is these ‘value traits’ that can ensure Cappasity’s early ‘competitive advantage’ as it goes about building its ‘content orientated’ 3D ecosystem.

Trait Nos 1 — Gatekeeper (Scalability)

Traditional market leaders are interested on maintaining the ‘status quo’. They are usually defined by long historical relevance around long entrenched ‘ways of doing business.’ Inherent in these long relationships in an unwillingness (inability) to scale, thus enabling a few to remain entrenched and protected from meaningful disruption. The platform architecture acts as an agent of ‘evolutionary push.’ The 3D industry offers an opportunity for Cappasity to operate as a new ‘gatekeeper’ and intermediator. Cappasity, by virtue of its model and architecture allows for a very scalable, transparent and democratizing approach to intermediation. This is evidenced in developers, community members and contributors, adding value within the Cappasity platform.

The release of Cappasity iOS Framework this week is an example of Cappasity’s ability to scale via the contribution and value of others.

Trait Nos 2 — Aggregator

Arguably, the greatest benefit (trait) of a platform architecture is in its ability to aggregate the many ‘unorganized’ and ‘dispossessed’ to a shared purpose, function and achievement. The platform takes highly fragmented effort, endeavour, industries and sectors and aggregates into a single domain creating amazing access, utility and potential collaborative efficiencies.

Cappasity recognized early in its development the value of being an ‘agent of aggregation.’ History has taught us, a burgeoning 3D industry brings many new companies with many great ideas and services that answer parts of the 3D services and industry puzzle. Typically, these services are a jumbled mess of differing formats, codecs and implementations. The Cappasity platform takes the raw entrepreneurial talent of the many and uses Software to ameliorate, condition and combine the collective effort into a greater ‘industry value add’ well beyond the scope of a single entity operating alone. These collaborating and collective efficiencies begin the process of scalability.

Trait Nos 3 — Unlock spare capacity

If aggregation is one of the principle benefits of a platform design, so too is a platform’s ability to unlock spare and under-utilised capacity. Platforms allow for a democratization of access. The traditional business models define pipelines as the defining paradigm. This model is not fair and also locks away a great many from access and participation by virtue of ‘barriers to entry.’ An example of the unlocking of spare capacity is evidenced in community driven, content orientated platforms, Facebook being the best known example. Content is uploaded, it is organized and presented in way valuable to the community supporting it. Cappasity, like Facebook, understands the value of content and uses the same content orientated focus to enable us all to engage in active 3D content creation via its platform architecture and Software as a Service.

Bringing 3D content creation beyond a point of specialized equipment, software and training enables, for the first time, everyone to participate for personal or business use in the 3D content creation process. This, by itself, represents a mass unlocking event of potential user cases, over many different domains, and together with aggregation, sets up the environment for creating scalable business economies in favour of the Cappasity platform. The unlocking of spare capacity also allows the level of ‘total capacity’ to be understood so as meaningful predictions and services can be envisaged and developed.

Trait Nos 4 — Transparency

After the process of aggregating comes a business making informed decisions about who to transact with. This is where platforms introduce transparency. The platform architecture enables the producers and consumers to understand each other better. In the pass there was almost a combative mindset where a consumer believed he/she could only do well if the producer does not. The Cappasity model is not a ‘zero sum game,’ both participant benefit.

Pricing around specialized products is highly opaque. This means, in traditional models, consumers do not understand pricing methodologies and if comfortable with a producer you would not move, even if paying too much, as you did not understand, nor could you learn about the alternative pricing of a competitor’s product. Platform architectures and models change this. Platforms enable a transparency where, with the inclusion of feedback loops, you learn, through testimonials of others experiences, nuances of the product or service.

Trait Nos 5 — Sharing of market Intel

The sharing of market intelligence is an important aspect of the ‘economies of use’ argument for a Platform architecture. Market intelligence drives better decision making in all facets of a business. This is the essence of the economic use of resources argument, access to capital and human endeavour being two of the most important inputs to production. Platforms create intelligence which enable greater business and platform intelligence but also teaches and shares intelligence with the market participants on how to participate in the market better and more efficiently. This process is engineered by feedback loops, informational returns which are configured to support many different aspect of the business and glean data for better reporting, decision making and sharing. By example, the Cappasity network will learn what 3D content is most in demand and undertake activities to foster, enhance and promote this creative content development.

Trait Nos 6 — Feedback loops

Platforms have the ability, by design and architecture, to scale in a way not possible with a traditional business pipeline because traditional businesses do not have or use ‘feedback loops.’ Cappasity engage many feedback loops throughout their platform and ecosystem. As the Cappasity ecosystem is a living breathing and evolving community of content creation and interactions, feedback loops are internalised and examined. This is done to refine and aid in the decision making process around questions of price, supply, development, collaboration and commercialisation.

Conclusion

Cappasity has very carefully chosen a platform architecture supported by decentralized ledge to offer, 3D content platform and ecosystem services.

Converging Cappasity’s knowledge of 3D technology, process and procedure, with platform traits, sees a new competitive advantage born.