Here’s what analysts at Goodwater Capital, a consumer tech investment firm, said Spotify did right in its path to an initial public offering.
Goodwater
Spotify scaled organically but controlled its go-to-market strategy
“By rolling out in Europe (2008) and the United States (2011) with an invite-only system, the company generated buzz and increased demand through perceived scarcity. This strategy also equipped Spotify with a lever to control growth given its variable cost structure, incurring royalty costs for each new user who listens to songs.”
It embraced social media trends, like users’desires to share music
“Unlike earlier music piracy services that destroyed value for music industry revenues with each share, Spotify created a viral loop that increased the value of the market and network with each new user. Spotify’s growth-oriented social features such as shared links, shared playlists, and aggressive integrations with social networks like Facebook in 2011 catalyzed rapid audience growth.”
Spotify filled a market gap and gave consumers what they craved
“By introducing an all-you-can-eat utility service for a fixed monthly subscription, Spotify offered a clear consumer value proposition that unlocked an audience of customers willing to pay for music and increased revenue across the music ecosystem.”
Its model was also attractive to the music industry at a time when licensing models needed to be reimagined
“With the industry’s declining performance, Spotify’s entry into the music market was timely – publishers and labels were receptive to trying new revenue models to revive growth, while consumers were ready to adopt a new paid option to access an unlimited jukebox.”
