Count Trillions, TAM, GDP, and Objective Metrics as a Compass for Long-Term

When numbers comparable to the GDP of small countries are mentioned in a conversation about a virtual worlds project, it can elicit a skeptical smile. "Is he seriously aiming for a trillion?" many might think. But this is a fundamental misunderstanding of the essence of strategic planning. Allow me to clarify our position.

We will not be upset if don't have a trillion. And We do not plan to monopolize the entire digitalization market. This is not only impossible but also contradicts our philosophy of an open ecosystem.

So why then do we operate on such scales? The answer is simple: to understand the context in which we exist and to avoid building illusions.

TAM, SAM, SOM, and GDP: Not Goals, but a Coordinate System

These metrics are not a plan for world domination. They are objective indicators that replace the subjective "it seems to me."

    TAM (Total Addressable Market): This is the total global potential in digitalization and virtual worlds. We consider it to answer the question: "What is the theoretical upper limit of this field?" It's like studying a map of the entire ocean before setting sail.

    SAM (Serviceable Available Market): The portion of the TAM that we can realistically target with our product—for example, the B2B segment and content creators.

    SOM (Serviceable Obtainable Market): The portion of the SAM we can capture in the foreseeable future (e.g., 5-7 years). These are our real goals and KPIs.

Considering TAM is not "TAM delusion."

The "TAM delusion" mistake occurs when a startup claims: "Our TAM is $10 trillion, so give us money and we'll take at least 1%." This is foolish because 1% of such a market is still an unrealistic figure.

Our approach is different. We use TAM and the analysis of global GDP by sector to:

    Weigh and assess the significance of our niche. Understanding that we operate in an area whose potential is comparable to the largest sectors of the global economy gives us confidence in the chosen direction.

    Be objective and avoid being unsubstantiated. When we speak with investors and partners, we operate not with subjective feelings, but with data. We show that we understand the market structure and our place in it.

    Estimate how much money can be "converted" into VR. Essentially, we are assessing what volume of economic activity (sales, training, design, communication) can eventually flow from the physical world and flat screens into interactive 3D spaces.

Why is this necessary? Because the company will not stop at software.

Our current goal is to create the best software constructor in the world. But our 25-year strategy implies evolution. And here, the analysis of the global market becomes an indispensable tool for finding new growth vectors.

A prime example is Sony.

It started 100 years ago with portable radios and rice cookers. By analyzing the market and its competencies, it moved into audio equipment, then televisions, then game consoles, film, and financial services. Each new step was based on a deep understanding of adjacent markets and technological trends.

Acting similarly, we are already laying the groundwork for future directions today:

    Own VR/AR devices. By studying the TAM of the hardware market, we understand the potential and risks. When our software becomes the standard, creating our own "window" into the virtual world will be a logical step to ensure a seamless user experience.

    Specialized vertical solutions. A deep analysis of the GDP of sectors like healthcare, construction, and logistics will show us where creating highly specialized tools on top of our core will be most in-demand and profitable.

    Service and cloud infrastructure. Studying the cloud services market (IaaS/PaaS) helps us plan the development of our VR-as-a-Service direction.

Conclusion: Counting Trillions Means Seeing the Horizon

Our research of the global market is not a plan for conquest, but strategic reconnaissance. It is a necessity for any project that plans not just to "make a startup and sell it," but to build a long-living company capable of constant evolution.

We count money not because we crave to take it all. We count it to understand the landscape, to see opportunities beyond the horizon of the current product, and to start building bridges to them today. This is not greed. This is strategic vision and responsibility for the future of our project.