Historically, middle-class Asian travelers seeking unique excursions within their own regions have found it difficult to connect with small to mid-size tour operators that lack the marketing budgets and infrastructure to reach them. Singapore startup BeMyGuest helped bridge the gap by creating a toursand-activities online booking platform. T oday, travelers can access over 15,000 experiences across 700 cities. The key to BeMyGuest's scalability is effectively understanding the needs of the two submarkets it caters to: tour providers and travelers. To tour providers, BeMyGuest’s value proposition is its spectrum of services. Specifically, the company offers four channels through which suppliers can market and advertise travel experiences. The first channel is its own website, bemyguest.com. In order to secure a listing, each supplier gives a free test of the travel experience they want to sell. Once the experience is verified as high quality, a BeMyGuest copyeditor adds a description and posts it to the site. A second channel available is the B2B Agents Marketplace. Created as a way for providers within the industry to connect with one another, the platform allows business and independent travel agents to browse and book activities and tours on behalf of their clients. Additionally, BeMyGuest has API (Application Programming Interface) integration tools that allow for seamless access to data for each travel experience. This has helped link supplier inventory to complementary travel engines in China, like Ctrip, as well as major regional airlines such as Air Asia. For businesses without the capabilities to implement an API, Be My Guest has a White label Partnership in which they create a branded webpage and provide customer support in exchange for a commission from each booking. This breadth of service options has resonated well with tour companies that often don’t have the means to invest in robust content management technology.......

Questions: 

1. BeMyGuest is developing a two-sided market by facilitating the development of service providers and customers. What strategies have been most effective on each side of the market? 

2. Are there any potential conflicts or additional sources of strategic opportunity between the two submarkets BeMyGuest targets? How should it manage these?