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“How on Earth was Uber, with its reported $10 billion loss from operations since 2016, and other gigantic creatures of the Internet Economy, able to flip the tedious “viability-profitability-expansion” route into an entirely new direction—“viability-expansion (maybe) profitability”? Elementary—by ensuring consistent financing or, simply put, by having access to capital on the fly and turning their business models into platforms instead of building traditional pipes, so that acquiring new businesses is not a question—it is the answer.” — Victoria Silchenko
How on Earth was Uber, with its reported $10 billion loss from operations since 2016, and other gigantic creatures of the Internet Economy, able to flip the tedious “viability-profitability-expansion” route into an entirely new direction—“viability-expansion (maybe) profitability”?
Elementary—by ensuring consistent financing or, simply put, by having access to capital on the fly and turning their business models into platforms instead of building traditional pipes, so that acquiring new businesses is not a question—it is the answer.