When it launched in 2008, Bandcamp’s founders envisioned the site as a “publishing platform for musicians” that would do for recording artists what WordPress and Blogspot had done for writers: offer them the means of maintaining a reliable, fully customizable web presence.
Finally, it argues that Bandcamp’s marketing and software development efforts, while good intentioned or at least neutral, leave enormous potential for growth untapped. It argues that this contrasts to Spotify¹, which routinely loses money due to that company’s ultimate long-term ambition of monopolization and the removal of the human musician entirely. This report argues that Bandcamp’s basic business model of potentiating people’s various impulses to pay for things and allowing those impulses to freely interact, modulate, and compound one another has turned the company into one of the most chimerical in Silicon Valley: a profitable startup run on mostly outmoded technology. : A smaller analysis looking at income distribution on Bandcamp. : My reaction to the Epic acquisition of Bandcamp. This report was originally published on Components.
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