Not all the responses we’ve received about SUMMAX have been praises.
We understand that, since we are releasing information gradually, some people may have doubts, even question the viability of a platform of this kind, especially when measured against the parameters used by others.
One of those answers is the one we publish below, with complete transparency:
I would like to make an important observation about SUMMAX`s model:
I understand that the platform operates on the principle that “you only pay for advertising that converts,” which is attractive to advertisers and creators.
However, this model directly conflicts with the idea that “reach is equal for everyone, regardless of the number of followers.”
These are the main reasons why this mechanism is not technically or financially viable:
- Coverage comes at a cost, even if SUMMAX doesn’t charge for it:
- If everyone receives the same number of impressions, SUMMAX spends money and, in addition, pays to show ads to audiences that don’t necessarily convert.
- Since the platform only generates revenue if there is a conversion, the model produces immediate losses.
- Audiences don’t convert equally:
- A creator with a real community usually converts better than one without followers.
- Giving the same scope to both generates income for one and losses for the other, making the system unstable and economically unsustainable.
- The lack of segmentation reduces conversions:
- If the reach is the same for everyone, advertising is shown to irrelevant users.
- This decreases the conversion rate and, since SUMMAX only charges for conversions, it reduces revenue and system efficiency.
- The model is vulnerable to spam and fake accounts:
- If any account receives the same reach, simply creating multiple new profiles will multiply impressions without contributing to conversions.
- This would clog the system with junk traffic and generate huge losses.
- Even without “traditional algorithms”, SUMMAX needs to be optimized:
- If the platform wants to maximize conversions, it must necessarily learn from performance and prioritize audiences and accounts that convert the most.
- This means that it cannot achieve equal reach without risking the viability of the business.
In summary, the principle of “equal reach for all” contradicts the pay-per-conversion model because it generates costs that are not offset, reduces the quality of traffic, affects advertisers, and makes the system vulnerable to abuse and spam.
Maintaining both concepts simultaneously is technically and economically unfeasible.
19 years old. Developing my own platform.
The objection is logical and well-structured, but it starts from an incorrect premise: it analyzes SUMMAX as if it were a traditional advertising platform (like Meta or Google Ads) that has decided to distribute impressions equally.
Below is our explicit response, commenting on each of the points raised, and the first thing we want to do is thank you for the analysis, because it raises issues that are legitimate in any conversion-based model, but… that is not our model.
1. About SUMMAX’s model:
It is important to clarify: the criticism is based on a premise that is not part of SUMMAX’s business model or message.
SUMMAX is not an ad-based social network. It is a shared business ecosystem where “reach,” that is, conversion, is not a resource the platform invests in by buying, selling, or distributing to maximize it, but rather an organic consequence of the activity of its participants, whoever they may be.
Let’s get into the details:
At no point is it stated that “the reach is the same for everyone regardless of the number of followers.”
The proposal is something different and more concrete:
SUMMAX does not, by design, block natural reach or force you to pay for your followers or newcomers to see what you publish.
Something that does happen on most platforms today.
Important to retain from the current status quo: For them to see, but without conversion into a guaranteed sale.
SUMMAX does not seek or offer a flat distribution of impressions, or their optimization.
Optimization is put at the service of the ecosystem, not only to maximize short-term revenue, but to create a real community.
2. Scope has a cost, so it must be used in the best possible way—that is, used well:
SUMMAX only charges if there is a benefit for the person displaying their ad. Otherwise, there is no charge.
SUMMAX does not charge for metrics commonly used in current networks, such as CPM (cost per thousand) which, to date, is key for branding or brand recognition campaigns, where the objective is massive visibility through digital media (banners, videos) or more traditional media (TV or radio).
Of course, and it is evident that any scope always has a real cost: infrastructure, processing, fraud control or opportunity cost (to name the basics).
As we have mentioned: SUMMAX assumes it.
Initially, it invests with redeemable points to attract participants in an ecosystem where participation is rewarded, to grow the network, and not to buy data or conduct multimillion-dollar marketing and/or advertising campaigns.
Once inside, the “reach” is generated automatically through the interrelationship between the entire community.
That is precisely why SUMMAX does not function as an indiscriminate printing network.
It’s not about “showing for the sake of showing”, but about activating meaningful interactions: recommendations, contextual discovery, connections between people and companies that have real utility.
The key difference compared to traditional models is that SUMMAX does not monetize empty visibility, but it does take care of “how” and “when” discovery occurs.
The system learns about “what generates value” through sales, visits, repeat business, or trust, and optimizes accordingly, and not just for one party.
Not doing so would be economically irresponsible, and the model does not contemplate it.
3. Audiences convert differently, and the system takes that into account:
It is a fact that an established community converts better than a new account, and SUMMAX does not intend to deny that difference.
What it does is prevent it from becoming an artificial barrier to entry.
Therefore, a distinction is made between:
- Professional creators, with broad influence and recurring monetization.
- Micro-influencers or everyday prescribers, who recommend places, services or everyday experiences to their close circle.
Both profiles generate value, but in different ways.
A content creator can move volume.
A trusted recommendation can sway a decision: A parent recommending an academy in their WhatsApp group can be more effective than an influencer who is unfamiliar with the topic.
SUMMAX provides tools for anyone to monetize their real influence, however small. It’s about turning that person into an influencer.
In sectors such as local leisure, health, restaurants or local services, conversion by trust often surpasses conversion by mass reach.
SUMMAX’s algorithm doesn’t treat everyone equally, but it also doesn’t exclude anyone for not having a large number of followers.
Adjust the weight, context, and type of exposure so that each role contributes where it is truly useful.
The system doesn’t suffer from “audiences that don’t convert”; it only rewards those that do.
4. Segmentation and discovery, without penalizing the user:
SUMMAX does not renounce segmentation; it renounces opaque and punitive segmentation.
Segmentation at SUMMAX is organic and human, not algorithmic. It’s the most powerful: you recommend something to people you know are interested. It doesn’t indiscriminately throw recommendations out into the network, looking for whatever it can capture.
Of course, the competition has it very well structured and it’s not something random, without further ado, or without market analysis, but it’s different from our approach, and we also think it’s perfect that everyone bets on their business moment.
In SUMMAX, discovery exists, but it is contextual, explicit, and controllable by the user.
The platform adds a layer of intent-based segmentation through gamification.
Users choose the missions (sports, fashion, gastronomy…) that appeal to them, self-segmenting.
There is no “advertising shown to irrelevant people”: there are recommendations made by people relevant to your circle.
If a person follows someone, they will see their content. If they don’t follow anyone, the system suggests content aligned with their interests, location, or specific needs, always with the option to filter or adjust.
This improves the user experience and, at the same time, increases the likelihood of conversion.
From a business perspective, this is key: users only stay if they perceive utility, and companies only gain value if users are there for something more than advertising.
Optimizing exclusively for large brands may maximize revenue in the short term, but it drains the ecosystem and ends up harming everyone, including the platform itself.
And yes, other networks may do it, and their benefit is implicit, and of course, everyone knows their niche.
5. Identity, trust and fraud control by design:
One of the great differentiators of SUMMAX is that monetization is linked to real identity.
Spam is a problem of models based on pay-per-impression or pay-per-click.
In a pay-per-sale model, spam has no financial incentive:
Why create 1,000 fake accounts if you only make money by generating real sales?
Simulating economic transactions, with an appearance of reality, to defraud SUMMAX, is costly for the person who does it and detectable by our app.
SUMMAX is anti-spam by design.
At SUMMAX, registration follows this protocol:
- Companies are required to register with a digital certificate.
- Corporate accounts represent a legally constituted company, which authorizes specific individuals to operate.
- Individuals who monetize, that is, who receive money, must identify themselves with their eDNI or digital certificate (whichever they prefer), as required by law, on this and any other platform, and in any case they will need to link a Spanish IBAN or, if they are not in Spain, the equivalent in their country of origin.
- SUMMAX aims to enable everyone to monetize their accounts, and therefore, this requirement will be enforced, as is already being demanded by other platforms such as META, which requests an official document to verify the identity of the accounts. This will also prevent impersonation and cybercrime, and is understood as a security measure.
- If you are not going to monetize, you can register with whatever name you think is best.
Could this be a barrier to entry? Possibly, but it precisely prevents and drastically reduces:
- Spam.
- Fake accounts.
- Mass profile creation attacks.
In other countries, equivalent mechanisms will be applied, adapted to local regulations.
The goal is not bureaucracy, but structural trust.
In a model based on conversion and value sharing, identity is not a accessory: it’s the base.
If our network offers benefits related to money, among others, it is a legal obligation.
6. Optimization is not concentration, and SUMMAX’s focus is on balance:
Here is a key point worth emphasizing: the first ones interested in the algorithm working well are SUMMAX and anyone who uses the app (brands, people, businesses, companies, or the Administration itself).
Their income depends directly on real and sustainable conversions, since it is a shared business that must be divided among all parties.
However, optimization does not mean always pushing the same brands, people, or communities.
If the system only maximizes the exposure of large amounts:
- The community ceases to perceive value.
- Everyday use is declining.
- Small and medium-sized enterprises, for example, disappear from the radar.
- The ecosystem becomes impoverished.
SUMMAX optimizes incentive design, point economy, and the efficiency of matching missions with interested people.
The system learns which rewards work and how to maintain them sustainably.
Subsequent optimization is meritocratic: whoever sells more and better, gains more reputation and points, naturally attracting more attention.
And, furthermore, SUMMAX is not an app that is only opened for shopping:
It’s an everyday companion where leisure, health, studies, consumption, physical and digital experiences are connected… in addition to many other actions.
For that to work, the algorithm must seek a balance: diversity, recurrence, everyday usefulness, and opportunities for new players that bring value, not just volume.
From that perspective, optimization isn’t just economic; it’s ecosystemic. And that, in the medium and long term, is what sustains the entire platform… and our numbers bear this out.
7. Finally, an important clarification:
Critics point out real risks if the model promised flat range. But that’s not SUMMAX’s approach.
SUMMAX does not promise equal results or indiscriminate visibility.
SUMMAX promises clear rules, transparency, absence of artificial barriers, and a system where value flows fairly and measurably between all parties.
At SUMMAX, reach is a byproduct of the economic activity of a network based on trust and shared reward.
Technical and financial viability lies not in managing a scarce resource (prints), but in designing an incentive system that mobilizes an abundant resource (people’s social influence) towards a measurable result (sales).
The real challenge for SUMMAX is not the supposed unfeasibility of its internal mechanics, but the classic challenge of any multi-level platform: reaching the critical mass necessary for the network effect and the points economy to function in a self-sustaining way.
Once there, the model is not only viable, it is profoundly more efficient and fair than the current one.
And to reach that critical mass we have our formula… and we’ll discuss that later in another post.
SUMMAX is not only conceptually and technically possible; it is probably the only way to build a new social and commercial network that will not run out in the short term and that truly makes sense in people’s daily lives, based on absolute respect for the law and any participant in the network.
For other business models, there are other networks.
As we have already explained on more than one occasion, SUMMAX is disruptive.
In our post DISRUPTION AS A BUSINESS, (we invite you to reread it) we wondered:
Is it possible to reinvent corporate culture, abandon traditional models, and consider other values and skills with a transformative approach that challenges the existing order?
And the answer was: Not only is it possible, but it is necessary.
Disruption not only changes what we do, it also changes who we are.
The result of business disruption offers much more value to those who already know the model and also to those who enter for the first time, to the way of carrying out the processes, to the sector, and gives advantages to those who participate until the disruption can be emulated by other businesses, which can integrate or compete.
If you want to participate in our entire process, learn more, or become a tester, write to hola@todoessingular.com
And again, thanks to our young reviewer. Best wishes for the app he’s developing.
*This post is owned by TODO ES SINGULAR, SL (https://todoessingular.com/en/) and the information contained herein may be used by third parties with the express written authorization of the source.
