If you are reading the wiki for the first time, this is the page that explains how DomiDo intends to make money. The short version: DomiDo is a hybrid physical-and-digital platform built around a universal block system. Avvyland Limited manufactures only the blocks and the fasteners that hold them together; every construction shown anywhere on the platform — from the first reference designs published by Avvyland itself before the marketplace opens, through customer-authored Mode A and Mode B work, to the third-party designer marketplace that activates in Phase C — is a user-generated configuration of those blocks. The launch revenue stream is direct kit sales (a customer buys the blocks and fasteners needed for a chosen design); artificial-intelligence design credits layer in alongside as recurring digital revenue; commission on third-party designer sales activates with the marketplace; and Promo Studio, ad boost, and premium features broaden the digital revenue mix over time.
This page is the place to understand the structure of the business — the revenue streams, the unit economics levers at a conceptual level, the network effects that hold the model together, the marketplace mechanics, and the staged monetisation roadmap. The detailed numbers are commercially sensitive and live in the company's working financial model rather than on this page; the conceptual shape of those numbers is described on the Pricing and economics page.
The diagram shows the three reinforcing loops the business model relies on. The customer-side flywheel turns every assembled build into gallery content that attracts the next customer. The designer-side flywheel rewards each publication with royalty income, which encourages more and better publications, which broadens and deepens the gallery. The block-system flywheel turns design breadth into block-manufacturing volume, which lowers unit cost, which lowers kit price, which broadens the addressable design space. All three loops are seeded by the same anchor — the universal block system plus the artificial-intelligence-and-pipeline machinery that lets anyone author a buildable design.
DomiDo's business is a hybrid platform with three participant groups. Buyers are consumers, hobbyists, gift-givers, educators, and businesses who want unique customised block constructions; their value proposition is access to a large library of designs that can be physically manufactured (as blocks and fasteners) and delivered to their door. Designers are individuals or studios who create three-dimensional block configurations using the platform's tools; their value proposition is monetisation of creative work without needing manufacturing capability themselves, and they activate in Phase C rather than at launch. The platform itself is Avvyland Limited, which manufactures the universal blocks and fasteners and runs the artificial-intelligence design pipeline, the structural and rule engines, the manufacturing-and-fulfilment operation, payment processing, dispute resolution, gallery moderation, and (when the marketplace activates) similarity detection for design uniqueness.
The key insight from two-sided-marketplace theory is that cross-side network effects dominate: each additional designer makes the platform more attractive to buyers (more designs), and each additional buyer makes the platform more attractive to designers (a larger revenue opportunity). That creates a positive feedback loop once critical mass is reached and a chicken-and-egg problem at launch. The standard difficulty of starting a marketplace — designers won't show up without buyers, buyers won't show up without designs — is mitigated by a single structural advantage: DomiDo can run in "single-player mode" before the marketplace exists. The platform is the initial designer, publishing a starter set of category demonstrations through its own pipeline before any third-party designer is invited, and selling kits directly. This mirrors Amazon's evolution from retailer to marketplace. The chosen sequence is therefore single-player mode first across Phase A and Phase B (launch as a direct retailer of the platform's own reference designs and customer-authored kits, building the buyer base before opening the marketplace), then seeding the supply side with generous founding terms late in Phase B and into Phase C (recruiting a relatively modest cohort of founding designers with a zero-commission introductory period, guaranteed minimum-payout-style retention bonuses, and featured placement — paying supply-side participants to ensure availability is essential at this stage, borrowing a play from ride-sharing's history), and finally opening the full marketplace in Phase C (recruiting existing 3D creators from adjacent platforms, supported by automated conversion tooling, and alternating focus between attracting designers and driving buyers to their designs in a zig-zag growth pattern).
DomiDo has multiple revenue streams that compose into a hybrid model. Each is sized differently, has different gross margin characteristics, and matures on a different timeline.
The primary launch stream is direct kit sales, with Phase A pre-orders and Phase B real revenue. Each kit price is composed of the manufactured block cost (the bill of materials), fasteners, packaging, fulfilment, the platform's margin, Value-Added Tax for jurisdictions where DomiDo is the merchant of record, and delivery passed through. The launch catalogue is a small set of category demonstrations of what the universal block system can build — early reference designs published by Avvyland Limited before the marketplace opens — spanning from compact garden-border configurations up to statement utility shelters. They are gallery designs that show what the blocks make possible, not a fixed product line; the company sells universal blocks and fasteners, and each reference design is a configuration of those. Gross margin targets sit in the mid-to-upper range typical of modular-blocks economics, where tooling is a high fixed cost but per-unit material is low; the actual figures are detailed on the Pricing and economics page.
The second stream is the artificial-intelligence design credit model, a subscription-style credit pool that funds the per-call cost of Mode B operations. Customers receive a free monthly credit allocation; paid tiers raise the monthly allocation in exchange for a monthly subscription. The economic logic is that artificial-intelligence-generated previews and three-dimensional model generation have a real per-call cost — image generation through major providers, three-dimensional model providers such as Hunyuan, Meshy, Tripo, or self-hosted alternatives, plus background-removal services — and credits let the platform charge for that cost transparently and let serious users pay for more usage. The credit allocation per operation is canonical: image generation costs one credit per image, background removal is included at no credit cost, three-dimensional model generation costs five credits, and a full Mode B pipeline (eight projections plus the three-dimensional model) costs thirteen credits. Credits are reserved atomically at the start of an operation and refunded in full on pipeline failure. Subscription tiers run from a free tier with a small monthly allocation to a hobby tier, a professional tier, and a studio tier with progressively larger allocations.
The third stream is marketplace commission, activated in Phase C and beyond. When the designer marketplace opens, DomiDo takes a commission on every marketplace transaction. The commission is positioned at the upper end of marketplace norms — a level comparable to mobile-application stores and to design-asset marketplaces rather than to handicraft platforms — because the platform provides manufacturing and fulfilment, not just discovery: physically picking blocks, quality-checking, packaging, and shipping the kit warrants a mid-teens-percent share in a contract-manufacturing comparison on its own; the voxelisation pipeline, structural solver, and optimisation engine are research-and-development investments that designers access at no cost; marketing and discovery drive buyer traffic and provide search, recommendation, and curation; and payment processing and customer support carry their own cost on top. A founding-designer promotional rate runs for the first cohort and the first year, and a tiered structure is planned at scale, with the commission stepping down as designer annual sales rise — borrowing the design-asset marketplace convention of rewarding high-volume creators.
The fourth, fifth, and sixth streams are digital and designer-facing. Promo Studio and creator tools let designers generate listing photography and short product videos through artificial-intelligence image and motion generation; studio usage consumes credits from the designer's account, and designers can pay for premium asset generation, custom environment references, or animated showcase reels. Ad boost is a designer-facing optional pay-for-prominence feature that lets designers boost a listing in gallery results or category feeds, with spend captured against designer balances and visible in statements. Premium platform features in later phases cover optional add-ons for serious users: priority queueing on the artificial-intelligence pipeline, expanded export options, white-label storefronts for designers with strong brand identities, and other extensions appropriate to mature-stage demand.
Revenue must cover the platform's cost stack. The cost of goods sold for physical kits includes bill-of-materials block manufacturing (driven by injection-mould tooling once paid for, plus per-unit material and machine time), fasteners and connectors, packaging, and fulfilment-partner pick-and-pack-and-ship. The cost of artificial-intelligence operations covers payments to image-generation providers, three-dimensional model providers, transcription services for voice search, embedding services for similarity search, and moderation services. Infrastructure cost covers hosting, databases, content delivery network, monitoring, and security. Customer-acquisition cost covers social and influencer marketing budget, paid search, and paid social. Operations cost covers customer support, content moderation, returns inspection, and the manufacturer relationship. Platform development cost is the team that builds and runs the product. Each cost has its own scaling characteristic; the Pricing and economics page traces how those scale.
DomiDo benefits from multiple kinds of network effect, ranked by strength. Cross-side network effects (strong) are the primary engine: more designs attract more buyers, more buyers attract more designers, the textbook two-sided-marketplace flywheel. Data network effects (strong, distinctive to DomiDo) apply because every design processed through the pipeline improves the voxelisation and optimisation algorithms, every purchase generates data on preferences, price sensitivity, and design popularity, and the embedding database grows with each new design, making similarity detection more accurate — a compounding advantage that competitors cannot easily replicate. Same-side network effects (moderate) apply because more buyers create social proof and community (reviews, galleries, shared builds) while more designers create competitive pressure that raises quality; these can turn negative if designers exceed buyers and competition for sales becomes too tight, so the platform must monitor the balance. Platform network effects (moderate, later) emerge as the platform matures and third-party integrations appear: augmented-reality preview tools, social-sharing extensions, education partnerships, integrations with garden-design software, each making the platform more valuable to all participants.
DomiDo tracks a set of liquidity metrics to monitor marketplace health. The headline measure is gross merchandise value (the total value of all transactions). The headline rate is the take rate (the platform's net revenue divided by gross merchandise value), which starts at a high level in single-player mode and declines toward marketplace norms as the third-party share grows. Other key measures include sell-through rate (the percentage of listed designs that generate at least one sale per quarter, with a target above forty percent), time to first sale (median days from listing to first purchase, with a target under fourteen days), and the buyer-to-seller ratio (active buyers per active designer, with a healthy range of ten-to-one to twenty-to-one). Secondary measures include search-to-purchase rate, catalogue coverage (the percentage of popular categories with ten or more designs), price dispersion within categories, designer retention at three months (target above sixty percent), and buyer retention at six months (target above twenty-five percent, defined as buyers making two or more purchases in six months). The most critical threshold is seller liquidity: at least sixty percent of active designers should make at least one sale per month. Below this, designer churn accelerates and supply quality degrades. Above this, designers become advocates who recruit other designers.
Critical mass is the point where network effects become self-sustaining. Based on platform-economics research and comparable platforms, the rough thresholds are a few hundred active designs and a hundred-or-so monthly active buyers for "minimum viable", around two thousand active designs and a thousand monthly active buyers with a few hundred active designers for "critical mass", and tens of thousands of designs, tens of thousands of buyers, and a few thousand active designers for "mature". Estimated time to critical mass, measured from the marketplace launch in Phase C, is twelve to eighteen months, assuming Phase A and Phase B have established a buyer base of several hundred customers and a starter catalogue of several hundred designs.
The designer economy is the engine of marketplace supply. Incentive design must balance three competing objectives: attract new designers (low barriers, generous early terms), retain successful designers (increasing rewards with scale), and maintain quality (quality gates, review systems, curation). Monetary incentives include a zero-commission introductory period for founding designers at the start of Phase C, a clear revenue-share model based on net sale price after manufacturing cost, milestone-based bonuses tied to sale-count thresholds, a featured-design premium for designs surfaced on the home page or in newsletters, and a designer referral commission funded by the platform (not deducted from the new designer's earnings). Non-monetary incentives include a transparent "Featured Designer" status with published criteria (minimum design count, average rating threshold, sustained sales, zero intellectual-property violations), a personal collection landing page with cross-links between designs, a "Designs that match" recommendation surface on similar designs, a Designer Programme page with platform-status numbers (active customers, kits sold, designer count, average monthly earnings) updated regularly, and access to community channels for peer learning and recognition.
A distinctive feature of DomiDo's marketplace plan is uniqueness protection. Because every design is voxelised and represented as a set of embeddings, the platform can detect near-duplicates using perceptual-hash and embedding-similarity techniques. Designers can opt into different licensing tiers — one-time per design, multi-use, or exclusive — and the platform can enforce uniqueness commitments by blocking near-duplicate publications. This is, on its own, a product layer that competitors cannot easily replicate without comparable embedding infrastructure. Uniqueness protection is a Phase C feature; in the MVP, the system uses a manual intellectual-property complaint workflow.
Several pricing patterns shape how DomiDo presents its catalogue. Designs are anchored against traditional alternatives — a compact garden-border configuration is positioned alongside the cost of a comparable garden-centre planter; a larger statement design alongside the cost of hiring a contractor, with both anchors emphasising customisability and reusability. Each gallery design with multiple sizes shows tiered pricing across an entry tier through a statement tier, giving every customer a small-spend entry point without removing the higher-spend option. Designers see a waterfall chart showing material cost, manufacturing, packaging, delivery estimate, platform margin, and their royalty, building trust and helping designers make informed pricing decisions. A small monthly free artificial-intelligence credit allocation lets new users experience Mode B at no cost, with conversion from free to paid the headline metric for the credit business.
The intended growth flywheel runs as follows: every customer build is an outdoor installation in a real garden that creates organic word of mouth and shareable content; customers post photos and videos that drive new awareness; new visitors convert at a higher rate than cold traffic; new customers create new content; every published design in the gallery is also a storefront, every gallery share is a referral, and every gallery purchase validates the creator economy. The flywheel begins to spin organically when the gallery has enough designs and the customer base is large enough that content surfacing happens without paid push.
A four-stage monetisation roadmap aligns with the launch phases. Phase A (demo and pre-order) carries no real monetisation: the goal is demand learning and content supply, card verifications are collected through SetupIntent, and no charges or payouts occur. Phase B (physical launch) converts pre-orders to real orders through direct kit sales and activates artificial-intelligence credits as the recurring digital revenue stream. Phase C (marketplace launch) opens designer onboarding, begins commission on marketplace sales, and activates Promo Studio and ad boost. Phase D and beyond brings premium platform features, white-label storefronts, business-to-business channels, and international expansion.
The combination is what makes DomiDo defensible. Manufacturing-and-fulfilment integration is the first piece — pure digital marketplaces don't ship physical kits, pure physical manufacturers don't run a designer platform, and doing both is operationally hard, which is itself a moat. The artificial-intelligence pipeline is the second piece — voxelisation, blockification, and assembly-sequencing represent years of engineering work, and the pipeline improves with use through data network effects. Embedding-based similarity is the third — uniqueness detection and intellectual-property enforcement require accumulated embedding infrastructure. The fourth is vertical brand and design taste: outdoor garden and event construction has a distinct aesthetic, and the platform's gallery curation and moderation build a recognisable visual identity that pure marketplaces lack. The fifth is the phased introduction itself — single-player mode first means DomiDo never has to live through the empty-marketplace problem.