The document discusses strategies for app platforms based on literature on two-sided markets and platform management. It outlines the key strategic issues platforms face in three phases: design, launch, and competition. In design, platforms must decide fees, quality controls, and which side to subsidize. In launch, platforms focus on attracting both developer and user sides and determining openness. In competition, platforms assess factors influencing "winner-take-all" dynamics like costs of multi-homing. Theories of two-sided markets and platforms provide insights but further empirical research is needed.
Consumer Marketplace Fundamentals (Cornell Johnson School 2013)Rishi Dean
I delivered this presentation to second-year MBA students at the Samuel Curtis Johnson Graduate School of Management at Cornell University in 2013. The goal of this presentation was to provide background on the P2P marketplace business model, and apply this to specific industry cases.
Competition, bargaining power and pricing in two sided marketsKimmo Soramaki
We develop a usage model of two-sided markets with perfect multi-homing. Bargaining plays a role when market sides prefer different platforms.
We are interested in the profit-maximising usage fees set by homogeneous duopolistic platforms.
We find that for sufficiently low cost level, in Nash-equilibrium all costs are borne by the side without bargaining power. The equilibrium price allows excess profits for both platforms.
We argue that skewed pricing found empirically in many two sided markets, can perhaps be explained by which side chooses the platform when both sides are willing to transact on multiple platforms.
This lecture describes the Platform model or Two-sided Markets. Platforms serve multiple customer groups and benefit from network effects that take place with and between those groups. Businesses based on Platforms are able to adopt innovative pricing structures in which one side subsidizes another. When the marginal costs are near zero it can be practical to drop the subsidized price all the way to zero.
Multi-sided platforms are the superior way of doing business today. This content will help you define a marketplace business with the network effect. All network orchestrators must perform well at least 4 functions listed in this presentation.
Platform startups: why this business model is outperforming all othersGustavo Carriconde
Presentation notes. Startupspace.io platform accelerator workshop. We help startups design the next billion-dollar unicorn, enabling transaction after transaction.
Consumer Marketplace Fundamentals (Cornell Johnson School 2013)Rishi Dean
I delivered this presentation to second-year MBA students at the Samuel Curtis Johnson Graduate School of Management at Cornell University in 2013. The goal of this presentation was to provide background on the P2P marketplace business model, and apply this to specific industry cases.
Competition, bargaining power and pricing in two sided marketsKimmo Soramaki
We develop a usage model of two-sided markets with perfect multi-homing. Bargaining plays a role when market sides prefer different platforms.
We are interested in the profit-maximising usage fees set by homogeneous duopolistic platforms.
We find that for sufficiently low cost level, in Nash-equilibrium all costs are borne by the side without bargaining power. The equilibrium price allows excess profits for both platforms.
We argue that skewed pricing found empirically in many two sided markets, can perhaps be explained by which side chooses the platform when both sides are willing to transact on multiple platforms.
This lecture describes the Platform model or Two-sided Markets. Platforms serve multiple customer groups and benefit from network effects that take place with and between those groups. Businesses based on Platforms are able to adopt innovative pricing structures in which one side subsidizes another. When the marginal costs are near zero it can be practical to drop the subsidized price all the way to zero.
Multi-sided platforms are the superior way of doing business today. This content will help you define a marketplace business with the network effect. All network orchestrators must perform well at least 4 functions listed in this presentation.
Platform startups: why this business model is outperforming all othersGustavo Carriconde
Presentation notes. Startupspace.io platform accelerator workshop. We help startups design the next billion-dollar unicorn, enabling transaction after transaction.
These slides discuss Network Effects, Platforms, Standards, and Complex Systems. All of these concepts continue to become more important as the digital economy progresses. From Uber to Instacart, and from smart phones to driverless vehicles, these concepts are playing an increasingly important role in the global economy. Their impact is most obvious when one thinks of the winner take all markets that are becoming increasingly common.
By 2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones, similar to how they would perform those transactions using personal computers. However, in 2015, there was no dominant mobile payment system, and a battle among competing mobile payment mechanisms and standards was unfolding. In the United States, several large players, including Apple, Samsung, and a joint venture called Softcard between Google, AT&T, T-Mobile, and Verizon Wireless, had
developed systems based on Near Field Communication (NFC) chips in smartphones. NFC chips enable communication between a mobile device and a point-of-sale system just by having the devices in close proximity.b The systems being developed by Apple, Samsung, and Softcard transferred the customer’s information wirelessly and then used merchant banks and credit card systems such as Visa or MasterCard to complete the transaction. These systems were thus very much like existing ways of
using credit cards but enabled completion of the purchase without contact.
MoMoTLV Israel March 2010 - Aviv Revach - Mobile Apps Monetization OverviewMobileMonday Tel-Aviv
MoMoTLV Israel March 2010
Mobile Apps Monetization Overview - Aviv Revach, Co-Founder, VP Business Development @ Mo'Minis. Co-Founder @ MobileMonday Tel-Aviv.
The concept of platform was developed a few years ago to describe new economic models such as iTunes, ebay and others who bring the services of other private companies into their infrastructure as a revenue multiplier. This webinar will present the concept and its applications to the postal world.
Platform Revolution - Ch 02 Network Effects: Power of the PlatformGeoff Parker
Contents: (1) Two sided market definitions (2) How demand- and supply-side economies of scale differ (3) Free goods: when and why to subsidize one side or the other (4) How switching and homing costs affect winner take all outcomes.
These slides provide course materials that complement the second chapter of Platform Revolution: How Networked Markets are Transforming the Economy and How to Make Them Work for You. The final slides provide additional reading suggestions for industry and academia.
Overview of two sided market concepts. It shows some examples and characteristics of a two-sided market. By using this paradigm you can create a lean business canvas for different types of business models
These slides discuss Network Effects, Platforms, Standards, and Complex Systems. All of these concepts continue to become more important as the digital economy progresses. From Uber to Instacart, and from smart phones to driverless vehicles, these concepts are playing an increasingly important role in the global economy. Their impact is most obvious when one thinks of the winner take all markets that are becoming increasingly common.
By 2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones, similar to how they would perform those transactions using personal computers. However, in 2015, there was no dominant mobile payment system, and a battle among competing mobile payment mechanisms and standards was unfolding. In the United States, several large players, including Apple, Samsung, and a joint venture called Softcard between Google, AT&T, T-Mobile, and Verizon Wireless, had
developed systems based on Near Field Communication (NFC) chips in smartphones. NFC chips enable communication between a mobile device and a point-of-sale system just by having the devices in close proximity.b The systems being developed by Apple, Samsung, and Softcard transferred the customer’s information wirelessly and then used merchant banks and credit card systems such as Visa or MasterCard to complete the transaction. These systems were thus very much like existing ways of
using credit cards but enabled completion of the purchase without contact.
MoMoTLV Israel March 2010 - Aviv Revach - Mobile Apps Monetization OverviewMobileMonday Tel-Aviv
MoMoTLV Israel March 2010
Mobile Apps Monetization Overview - Aviv Revach, Co-Founder, VP Business Development @ Mo'Minis. Co-Founder @ MobileMonday Tel-Aviv.
The concept of platform was developed a few years ago to describe new economic models such as iTunes, ebay and others who bring the services of other private companies into their infrastructure as a revenue multiplier. This webinar will present the concept and its applications to the postal world.
Platform Revolution - Ch 02 Network Effects: Power of the PlatformGeoff Parker
Contents: (1) Two sided market definitions (2) How demand- and supply-side economies of scale differ (3) Free goods: when and why to subsidize one side or the other (4) How switching and homing costs affect winner take all outcomes.
These slides provide course materials that complement the second chapter of Platform Revolution: How Networked Markets are Transforming the Economy and How to Make Them Work for You. The final slides provide additional reading suggestions for industry and academia.
Overview of two sided market concepts. It shows some examples and characteristics of a two-sided market. By using this paradigm you can create a lean business canvas for different types of business models
Essentials of a platform business modelValueCoders
A platform business model connects buyers and suppliers who can then transact with ease. This model is being seen as the latest trend in businesses of today.
“Software is eating the world” said Netscape founder Marc Andreessen in his Wall Street Journal 2011 op-ed to describe how digital technology has transformed the world of business. We divide the disruption into two stages; efficient pipelines disrupting inefficient pipelines and platforms disrupting pipelines. Most Internet applications during the 1990s involved the creation of highly efficient pipelines—online systems for distributing goods and services that out-competed incumbent industries. Online pipelines tended to have very low marginal costs of distribution—sometimes as low as zero. This allowed them to target and serve large markets with much smaller investment. We are now in stage two where platforms disrupt pipelines. They bring news sources of supply to market, change value consumption by facilitating new forms of consumer behavior, change quality control through crowd sourced curation, and bring new market middlemen by aggregating fragmented markets.
La Singolarità Tecnologica - David OrbanDavid Orban
La Singolarità Tecnologica è un punto nello sviluppo di una civilizzazione, dove il progresso tecnologico accelera oltre la capacità di comprensione e previsione umane ed è più specificamente caratterizzata dall'avvento di una intelligenza superiore a quella umana. Questo seminario tenuto presso l'Università di Milano percorre le premesse che portano alla Singolarità e ne analizza promesse e pericoli.
Vedi anche il video su http://video.google.com/videoplay?docid=-5106796733443499066
Presentation at the University of Milan introduces the concept of Technological Singularity, and analyses the opportunities and dangers it presents. See also the video on http://video.google.com/videoplay?docid=-5106796733443499066
Beyond Uber: How the Platform Business Model Connects the WorldApplicoInc
What do Airbnb, Alibaba, and Uber all have in common (besides multibillion-dollar valuations)? None of these companies directly create the value that their users consume. They all operate with a different business model: the platform. This talk explains the platform business model and how it works. It also looks at why this phenomenon is much bigger than consumer ecommerce and is starting to disrupt more traditional enterprise markets, including everything from enterprise software and CRM systems to healthcare and finance.
Content: (1) How the core interaction defines a platform (2) How a traditional (pipeline) value chain differs from a platform value matrix (3) What's inside and what's outside the platform
These slides provide complimentary course materials for the Ch 3 of Platform Revolution - How Network Markets are Transforming the Economy and How to Make Them Work for You. Final slides provide reading supplements and links to other chapters for industry and academia.
The Platform Manifesto - 16 principles for digital transformationSangeet Paul Choudary
The Platform Manifesto is a collection of principles that succinctly defines how different aspects of business transform in a world of digital platforms.
Platform Revolution - Ch 01 Intro: How Platforms are Changing CommerceMarshall Van Alstyne
Content: (1) Evidence platforms beat products in value, recognition, speed (2) Platform definition (3) Firm implications
These slides provide complimentary course materials for the Ch 1 of Platform Revolution - How Network Markets are Transforming the Economy and How to Make Them Work for You. Final slides provide reading supplements and links to other chapters for industry and academia.
SOFTWARE PLATFORM STRATEGY @The 5th International Symposium on Operations Man...FusionDesign Inc.
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-A case of enterprise integration system -
@The 5th International Symposium on Operations Management and Strategy 2015
Fourth slide deck of six for Master's level course on Competitive Strategies Within and Between Platform Markets. This lecture introduces the concept of platform evolution and discusses how complementors compete over the platform life cycle.
More info: http://www.strategyguide.nl/teaching/
Keynote: Governance of data platforms in the data economyMark de Reuver
Data platforms allow businesses to sell and exchange data. They are essential for enabling the data economy and AI.
A key governance issue is the openness of data platforms. We cannot simply transfer what we know about traditional digital platforms. Data platforms are different: they bring new reasons to (not) open up (e.g. privacy), the openness between platforms becomes essential, and there are new approaches to realize openness (e.g. multi party computation).
This presentation is a keynote given at University of Passau (2021). I give an overview of existing literature and a research agenda
Organic Thin Film Transistor 2016: Flexible Displays and Other Applications 2...Yole Developpement
Are OTFTs ready to disrupt the display industry and enable fully-flexible devices?
ORGANIC TFTS ARE ENTERING THE FAB BY THE BACK DOOR
When trying to build a flexible display panel, the Thin Film Transistor (TFT) matrix is one of the most challenging and fragile functional layers.
Interest in OTFT emerged in the mid-2000s when mobility reached values similar to amorphous silicon (a-Si), the dominant display backplane technology. This triggered a flurry of activity at leading display manufacturers, and prototypes rapidly emerged. Besides fast-improving electrical performance, OTFT’s intrinsic flexibility made the technology ideal for the realization of flexible displays. In 2007, the first ever flexible AMOLED panel was demonstrated by Sony and featured an organic TFT.
However, interest waned as performance and homogeneity issues persisted, and other TFT technologies like LTPS and metal oxide emerged.
Nevertheless, organic semiconductor companies kept perfecting their molecules and ink formulations, gaining a better understanding of the interaction between the materials, the transistor structure, and the manufacturing process. Consequently, performance in the lab improved by another order of magnitude. Combined with the explosive growth of flexible displays and the promise of a cost-efficient, solution-based manufacturing process, interest in OTFT has renewed.
Panel makers remain cautious, but a handful in Taiwan and China are currently attempting to retrofit older Gen 2.5 - 4.5 fabs with OTFT. These first attempts to move OTFT into mass production will be critical for the technology’s future. Failure in these initial industrialization attempts could be fatal for the OTFT industry, or, at the very least, set it back many years. However, if OTFT proves that it can be mass produced and enables panel makers to revive those obsolete fabs with high-margin flexible displays, there are no fundamental barriers prohibiting the technology from being quickly scaled up to fabs Gen 8 or above, and possibly challenge the vast market for traditional a-Si based panels like LCD TV, monitors, etc. In the long-term, because they are inherently solution-processable, OTFTs are also an ideal backplane candidate for additive manufacturing and fully printed displays.
More information on that report at http://www.i-micronews.com/reports.html
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http://fsr.eui.eu/event/annual-scientific-seminar-on-media-and-the-digital-economy-9th-edition/
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https://arxiv.org/abs/2306.08302
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Business models in two-sided markets: an assessment of strategies for app platforms
1. Business models in two-sided markets:
an assessment of strategies for app
platforms
ICMB Delft
Iana Kouris, Robin Kleer
RWTH Aachen University, Germany
2. Agenda
▪ Introduction
▪ Background and literature review
▪ Strategies for app platforms
▪ Discussion and conclusion
1
3. Internet-based platforms are reshaping life in the 21st century
“ Consider technology platforms such as Amazon Web Services, Google
Apps, Android, Facebook, Twitter, the iPhone App Store, and now the
iPad... Just as the telephone, automobile, and aeroplane reshaped society in
the first half of the 20th century, the digital infrastructure is reshaping life
in the 21st.
Financial Times, 22 September 2010
” 2
4. Based on the two-sided market theory and platform management literature as well
as assessment of key stakeholders we analyze strategies in the app platform
industry
Key stakeholder Theory
▪ App platforms ▪ Platform management,
e.g., Gawer and
Strategies for Cusumano (2008),
▪ Developer app platforms Eisenmann (2007)
▪ Two-sided markets
theory, e.g., Rochet and
▪ User Tirole (2003, 2006),
Armstrong (2006)
Focus on app platforms but main insights are applicable to other (internet-based) platforms.
3
5. Agenda
▪ Introduction
▪ Background and literature review
▪ Strategies for app platforms
▪ Discussion and conclusion
4
6. Platform management literature concentrates on practical guidelines, providing no
/ little theoretical background
▪ Main research directions:
▪ Network analysis
▪ Platforms as bottlenecks (Eaton et al., 2010)
▪ Positive and negative effects of gate keeping position (Baldwin
and Clark, 2006)
▪ Platform competition
▪ Platform leadership (Gawer and Cusumanu, 2008)
▪ Entrant strategy: Platform envelopment (Eisenmann et al., 2007;
Hidding et al., 2011)
▪ Management of complementors
▪ Balance between encouraging entry, innovation / extract money
(Gawer and Henderson, 2007)
▪ Innovation and open access (Parker and van Alstyne, 2009;
Boudreau, 2010)
5
7. Two-sided market theory
Platform
Sellers (S) Buyers (B)
“ “On two-sided markets, platforms intermediate transactions between two groups of
agents valuing each other's presence.” – Tag (2008, p. 5)
The three key characteristics of two-sided markets are (according to Weyl, 2009, p. 4)
▪ Price discrimination between two distinct groups of users
▪ Cross network effects between market sides
▪ Bilateral market power of the platform
”
6
8. App platforms can be analyzed using two-sided market theory
▪ Key players are AppStore, Android Market, Blackberry, Windows
Mobile
App Platform ▪ Total Revenue USD 4 billion in 2011 (and growing)
(=Platform) ▪ Different roles of platforms (operator, dealer, infomediary, trusted
third party (Belleflamme and Peitz, 2010))
▪ Native/integrated plaforms, pure mobile device manufacturers,
mobile network operators, independent
▪ Program apps and provide them (via one ore multiple platforms)
▪ Different pricing strategies (simply buy, in app purchase, financed
Developers
through advertisement)
(=Seller)
▪ Attract customers via versioning (lite vs. prime), free trials,
personification
▪ Access to platform via mobile device
▪ Mobile device and apps are complementary goods
Users ▪ Provide rating of apps
(=Buyer) ▪ Different customer segments (Apple, Blackberry vs. Android)
7
9. Two-sided markets literature provides valuable theoretical insights
Seller market side Buyer market side
Fees Fees
PSNew
PBOld PSOld
PBNew
Number of Number of
DBOld DBNew sellers DSOld DSNew sellers
SOURCE : Parker, J.J. und Van Alstyne, M.W. (2005) Two-Sided Network Effects, Management Science 51(10), pp. 1494–1504 8
10. Economic literature on two-sided markets focuses on theoretical analysis
▪ Main research directions:
▪ Extensions of the basic model by Rochet and Tirole (2003)
▪ Usage fees, membership fees (Armstrong, 2006; Rochet and
Tirole, 2006)
▪ Quality preferences (Hagiu, 2009; Jeon and Rochet, 2010)
▪ Segmentation of participants, commission payments and
adjustments for the number of interactions (Kouris, 2011).
▪ Duopoly and competitive dynamics
▪ Competitive bottlenecks (Armstrong, 2006)
▪ Tying and multihoming (Choi, 2010)
▪ Open and closed platforms (Tag, 2010)
▪ Dynamic analysis (Sun and Tse, 2007; Kumar et al., 2010)
▪ Empirical evaluation
▪ Evaluation of indirect network effects (Rysman, 2004)
▪ Non-parametric analysis of two-sided markets (Sokullu, 2010)
9
11. Agenda
▪ Introduction
▪ Background and literature review
▪ Strategies for app platforms
▪ Discussion and conclusion
10
12. We consider key strategic issues along 3 phases of a life cycle
Key strategic issues and decisions
Design phase
Launch phase
Competition
phase
11
13. During the design phase platform should check, if it can apply “coring”, then make
decisions regarding fees size and allocation and quality of participants
Key strategic issues and decisions
Design phase
▪ Check necessary criteria for a product to become a platform and
make the product core or a system (Gawer and Cusumano, 2007)
▪ Decide, which side to subsidize (Eisenmann et al., 2006)
▪ Usage vs. membership fees (Rochet and Tirole 2006, Armstrong
2006, Kouris 2011)
▪ Check, if quality review would make sense (Hagiu, 2009)
Launch phase
Competition
phase
12
14. During the launch phase platform should concentrate on getting both sides on
board, followed by decisions regarding openness and “envelopment”
Key strategic issues and decisions
Design phase
▪ Check necessary criteria for a product to become a platform and
make the product core or a system (Gawer and Cusumano, 2007)
▪ Decide, which side to subsidize (Eisenmann et al., 2006)
▪ Usage vs. membership fees (Rochet and Tirole 2006, Armstrong
2006, Kouris 2011)
▪ Check, if quality review would make sense (Hagiu, 2009)
Launch phase
▪ Decide, how the platform will get both market sides on board
(„chicken & egg“ problem, Caillaud and Jullien, 2003)
▪ Open vs. closed system (Rysman, 2009)
▪ Use “envelopment” to attract more customers (Eisenmann et al.,
2007 and Hidding et al. 2011)
Competition
phase
13
15. During the competition phase it is key to determine if the market is prone to
“winner-takes-all” dynamics
Key strategic issues and decisions
Design phase
▪ Check necessary criteria for a product to become a platform and
make the product core or a system (Gawer and Cusumano, 2007)
▪ Decide, which side to subsidize (Eisenmann et al., 2006)
▪ Usage vs. membership fees (Rochet and Tirole 2006, Armstrong
2006, Kouris 2011)
▪ Check, if quality review would make sense (Hagiu, 2009)
Launch phase
▪ Decide, how the platform will get both market sides on board
(„chicken & egg“ problem, Caillaud and Jullien, 2003)
▪ Open vs. closed system (Rysman, 2009)
▪ Use “envelopment” to attract more customers (Eisenmann et al.,
2007 and Hidding et al. 2011)
Competition ▪ Main factors influencing „winner-takes-all-dynamics” (Eisenmann
phase et al., 2007, Sun and Tse, 2007):
– Cost of multi-homing
– Size of indirect network effects
– Size of the same-side effects
– Presence of demand for differentiation 14
16. Observations and suggestions for app platforms business models
Design phase
▪ App platforms managed to become core of the mobile ecosystems
(shift from hardware to software)
▪ App platforms try to extract moist of their revenues from developers
▪ Per transaction commission is key revenue source
▪ Quality (or perceived quality) can be an important differentiation
aspect (cf. Apple)
Launch phase ▪ Many app platforms leverage customers they used to have before
they started the platform: platform envelopment (iTunes for the
AppStore, Linkage to the Search platform (Google Android)
▪ Battle between open and closed philosophy is not over yet (Android
vs. Apple)
Competition ▪ App platform industry shows a high tendency towards convergence
phase but it leaves room for niche building and differentiation
▪ The key issue for the incumbent app platforms is to push further for
consolidation
▪ Possible challengers have to look for their niche to be successful
15
17. Agenda
▪ Introduction
▪ Background and literature review
▪ Strategies for app platforms
▪ Discussion and conclusion
16
18. Conclusion and discussion
▪ Summary
▪ Two-sided market theory (combined with management literature on
platform) provides valuable insights for business strategies in the app
platform industry
▪ Pricing, chicken & egg problem, and winner take all dynamics are the
key elements during the life cycle of a platform
▪ Further research
▪ Empirical evaluation of pricing (price elasticities, strategies)
▪ Analysis of developers and users
▪ Level of openness of platforms (collaborations among platform
providers, collaborations of platform providers with developers)
17