Development path, page-5

I think the biggest issue is whether the company will keep its devices closed (a pipeline business, as I understand it to be at present) or open them up to outside development (a platform business).

https://hbr.org/2016/04/pipelines-platforms-and-the-new-rules-of-strategy

How can the company use/position its devices to access Spoten's customer base and the many other software services that would be highly relevant to its devices and the customer segments that use them (kids and seniors)?

Another ASX-listed company, MedAdvisor (MDR) claims in a recent update to have over 1M users, many of whom would be seniors that use its SAAS and other services to organise their medications and scripts (disclosure: I do not hold MDR). How can our company position its platform to access customer bases such as this?

This may require opening up the seniors watch to being internet-connected. Alternatively, could they open up the device to external development and existing services while retaining a closed private network?

Also, how can the company create a platform that drives a network effect, where users derive even greater benefits for no/limited additional cost as more users access the platform?