Switzerland's consumer-to-consumer marketplace is served by two platform types: open, low-cost classifieds, and transactional providers that add integrated payment and buyer protection, but at higher cost and greater friction. Digital payment solutions, though widely adopted for everyday transactions in Switzerland, are not yet established in this segment. It was unclear whether entering would be worthwhile, and where a genuine advantage might lie, or whether such a function would merely replicate existing offerings.

The thesis follows a mixed-methods design with three components. A market analysis using the Strategy Canvas assesses five established Swiss C2C platforms across six competitive dimensions, grounded in extensive market research. This is complemented by a user survey of 104 respondents, analysed through the Value Proposition Canvas and the Kano method to capture needs, expectations, and barriers around buying, selling, and paying. A concluding synthesis then consolidates the market and user findings into a positioning map and a concrete strategic rec-ommendation for the client.

Two findings anchor the recommendation. Trust and buyer protection no longer constitute an open gap in the market. What remains unresolved is delivering that protection through instant, natively integrated payment execution. None of the platforms examined reaches the top score, making it the market's most clearly unoccupied position. A substantial share of transaction volume stays unrealised because buyers do not feel protected enough to transact at higher amounts. The unmet need and the client's strategic position point toward the same opportunity. The thesis advises against entering as another generalist marketplace with entrenched network effects. The opportunity lies instead in supplying trust infrastructure that builds on capabilities the client already has. Several strategic entry options, differing in scope and time to market, were evaluated against these findngs, resulting in a concrete recommendation on sequencing and priority for the client. The recommendation is a proposal, not a verdict. It rests on an indicative sample and capabilities still to be built.