Dominant designs emerge due to increasing returns from learning effects and network externalities. Microsoft's MS-DOS became the dominant PC operating system due to its early partnership with IBM, which allowed it to gain a large installed base and compatibility with many software applications. A technology's value comes from its standalone functionality as well as its network externality value from factors like installed base size and availability of complementary goods. Competing technologies can be evaluated based on these dimensions to determine which will become dominant at different adoption levels.

1. Slide By Fajri Ansyah Putra
Standards Battles and
Design Dominance

2. WHY DOMINANT DESIGNS ARE SELECTED ?
Two of the primary sources of increasing returns are
Learning Effects
Ample empirical evidence shows that the more a technology is
used, the more it is developed and the more effective and efficient
it becomes.
Network Externalities
Many markets are characterized by network externalities, or
positive consumption externalities. Network externalities are
common in industries that are physically networked. Network
externalities also arise when compatibility or complementary goods
are important
2
1

3. T
H
E
R
I
S
E
O
F
M
I
C
R
O
S
O
F
T
In 1980, Microsoft didn’t even have a personal computer (PC)
operating system – the dominant operating systemwas CP/M.
However, in IBM’s rush to bring a PC to market, they turned to Microsoft for an operating
system and Microsoft produced a clone of CP/M called “MS DOS.”
The success of the IBM PCs (and clones of IBM PCs) resulted in the rapid spread of MS DOS,
and an even more rapid proliferation of software applications designed to run on MS DOS.
Microsoft’s Windows was later bundled with(and eventually replaced) MS DOS.
Had Gary Kildall signed with IBM, or had other companies not been able to
clone the IBM PC, the software industry might look very different today!

4. MULTIPLE DIMENSIONS OF VALUE
A Technology’s Stand-Alone Value
•Includes such factors as: The functions the technology enables customers to
perform, Its aesthetic qualities, Its ease of use, etc.
•Kim and Mauborgne developed a “Buyer Utility Map” that is useful for identifying
elements of a technology’s stand-alone value:

5. MULTIPLE DIMENSIONS OF VALUE
Network Externality Value
•Includes the value created by : The size of the technology’s installed base, The
availability of complementary goods
•A new technology that has significantly more standalone functionality than the
incumbent technology may offer less overall value because it has a smaller installed
base or poor availability of complementary goods.
•To successfully overthrow an existing dominant technology, new technology often
must either offer: Dramatic technological improvement (e.g., in videogame consoles, it
has taken 3X performance of incumbent), Compatibility with existing installed base and
complements

6. MULTIPLE DIMENSIONS OF VALUE
Competing for Design Dominance in Markets with Network Externalities
•We can graph the value a technology offers in both standalone value and
network externality value:

7. MULTIPLE DIMENSIONS OF VALUE
•We can compare the graphs of two competing technologies, and identify
cumulative market share levels (installed base) that determine which technology
yields more value.
•We can compare the graphs of two competing technologies, and identify
cumulative market share levels (installed base) that determine which technology
yields more value.

8. Are Winner-Take-All Markets Good for Consumers?
Economics emphasizes the benefits of competition.
However, network externalities suggest users sometimes get more
value when one technology dominates.2
1
Should the government intervene when network externalities
create a natural monopoly?3
Network externality benefits to customers rise with cumulative
market share
Potential for monopoly costs to customers (e.g., price gouging, restricted
product variety, etc.) also rise with cumulative marketshare.5
4

9. Blu-Ray versus HD-DVD: A Standards Battle in High-Definition Video
From 2003 to 2008, Sony and Toshiba waged a high-stakes war
for control over the next generation video format.
Toshiba’s HD-DVD had the backing of the DVD Forum, making it the “official”
successor to the DVD format.
Both companies lined up major movie studios and video game consoles to promote their
standards (Sony’s Playstation 3 and Microsoft’s Xbox 360).
Sony’s Blu-Ray technology was backed by a consortium
that included Philips, Matsushita, Hitachi, and others.
In January 2008, Time Warner’s announcement that it would support Blu-Ray instead of HD DVD
triggered a chain reaction that collapsed the support for HD-DVD. Toshiba announced it would cease
production of HD-DVD equipment in February of 2008.