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.
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.
“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.
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.
We present an economic framework to understand and manage platform growth. This builds from a model of network complements and two sided markets. The intuitions help set prices, openness, and features to absorb into the platform. The intuitions also help shape the transition from a traditional business model to a platform strategy.
Presented at the IBM executive education summit July 27, 2011.
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.
Consider first that platforms are becoming a dominant form of business organization. Then consider how you transition an existing product to a platform. This talk illustrates steps to make the transition. It then describes what an open business model looks like and compares differences in openness of Apple, Google, Microsoft and others.
Platform Shift: How New Business Models Are Changing the Shape of IndustryMarshall Van Alstyne
Companies that can transform their traditional business models into network models will have a competitive advantage based on new insights into pricing, network effects, supply chains, and strategy. These principles show how dotcom companies like Airbnb, Amazon, Apple and Uber managed, in a relatively short time, to attract millions of clients worldwide. But they apply also to traditional product companies like Sony, shoe companies like Nike, and spice companies like McCormick. New business models help these companies extend existing transactions to new, associated products and services. Platforms beat products every time. This talk reveals the secret of Internet-driven platforms, why they happen, and what changes they imply.
STATE OF THE PLATFORM REVOLUTION 2021 - by Sangeet Paul ChoudarySangeet Paul Choudary
This 90-page report lays out the key themes in the platform economy for the year 2020-21. Themes span platform regulation, inequality in the gig economy, platform strategy for incumbents, bigtech movements into new industries etc.
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.
“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.
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.
We present an economic framework to understand and manage platform growth. This builds from a model of network complements and two sided markets. The intuitions help set prices, openness, and features to absorb into the platform. The intuitions also help shape the transition from a traditional business model to a platform strategy.
Presented at the IBM executive education summit July 27, 2011.
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.
Consider first that platforms are becoming a dominant form of business organization. Then consider how you transition an existing product to a platform. This talk illustrates steps to make the transition. It then describes what an open business model looks like and compares differences in openness of Apple, Google, Microsoft and others.
Platform Shift: How New Business Models Are Changing the Shape of IndustryMarshall Van Alstyne
Companies that can transform their traditional business models into network models will have a competitive advantage based on new insights into pricing, network effects, supply chains, and strategy. These principles show how dotcom companies like Airbnb, Amazon, Apple and Uber managed, in a relatively short time, to attract millions of clients worldwide. But they apply also to traditional product companies like Sony, shoe companies like Nike, and spice companies like McCormick. New business models help these companies extend existing transactions to new, associated products and services. Platforms beat products every time. This talk reveals the secret of Internet-driven platforms, why they happen, and what changes they imply.
STATE OF THE PLATFORM REVOLUTION 2021 - by Sangeet Paul ChoudarySangeet Paul Choudary
This 90-page report lays out the key themes in the platform economy for the year 2020-21. Themes span platform regulation, inequality in the gig economy, platform strategy for incumbents, bigtech movements into new industries etc.
Why do business platforms beat products every time? This is my keynote at EMERCE eDay. We cover changes in global brands, how feedback effects work, how innovation is different, and examples of coming platforms.
The document discusses platform business models and digital ecosystems. It defines a platform business model as one that builds value for multiple sides in a market by consolidating customers and simplifying processes. Examples of digital platform businesses include desktop operating systems, game consoles, and payment systems. The document outlines that platform businesses are built on network effects, and their openness is critical. It also discusses how platform models can generate profits through first and third party usage and build digital ecosystems through virtuous cycles of competition and collaboration.
How did Airbnb beat Craigslist? What's special about the Medium blogging platform? How did LinkedIn eat Monster for lunch? How do Youtube and Vimeo coexist? Why was Mint.com so successful? Using the Platform Stack framework, this deck explains 10 startup business puzzles and creates a framework to solve many more.
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.
Pathways for platforms to disrupt traditional industries. Lecture slides from MIT Platform Summit, July 26, 2013. Video available at https://www.youtube.com/watch?v=F-EJrG3J4GQ.
Platforms: How Change in Industry is Driving Change in StrategyMarshall Van Alstyne
The document summarizes key points from a presentation on how platform business models are changing industry. It discusses how platform firms are becoming increasingly important in the economy, with 3 of the top 5 firms by market cap in 2015 being platforms. It also examines how various aspects of business are changing with the rise of platforms, including marketing, human resources, finance, operations, innovation, and strategy. Platforms attract more users and providers through network effects, access external resources, and aim to maximize interactions rather than solely control resources.
The new new competition - How digital platforms change competitive strategyPlatform Revolution
The document discusses how platform competition differs from traditional competition. Platform competition occurs at three levels: between platforms, platforms and their partners, and partners within a platform's ecosystem. Platforms win by owning their ecosystem, monitoring it for valuable resources, leveraging user data, acquiring companies built on their platform, monitoring adjacent areas, and having superior technological design. Some markets become "winner-take-all" where network effects drive users to a single dominant platform. Understanding platform competition is important for both platforms and participants in their ecosystems.
Network effects. It’s one of the most important concepts for business in general and especially for tech businesses, as it’s the key dynamic behind many successful software-based companies. Understanding network effects not only helps build better products, but it helps build moats and protect software companies against competitors’ eating away at their margins.
Yet what IS a network effect? How do we untangle the nuances of 'network effects' with 'marketplaces' and 'platforms'? What’s the difference between network effects, virality, supply-side economies of scale? And how do we know a company has network effects?
Most importantly, what questions can entrepreneurs and product managers ask to counter the wishful thinking and sometimes faulty assumption behind the belief that “if we build it, they will come” … and instead go about more deterministically creating network effects in their business? Because it's not a winner-take-all market by accident.
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.
The Network Effects Bible is a comprehensive collection of terms and insights related to network effects all in one place. Produced by James Currier & the NFX team (www.nfx.com), an early-stage venture capital firm started by entrepreneurs who've built 10 network effect companies with more than $10 billion in exits across multiple industries and geographies.
Read the full Network Effects Bible at: https://www.nfx.com/post/network-effects-bible/
Follow us on Twitter @NFX
The Platform Revolution: How Networked Markets Are Transforming the Economy -...MuleSoft
Facebook, PayPal, Alibaba, Uber—these seemingly disparate companies have upended entire industries by harnessing a single phenomenon: the platform business model. In this session, professor and author Marshall Van Alstyne will explore the what, how, and why of this revolution and provide an “owner’s manual” for creating a platform marketplace. Revealing the strategies behind some of today’s rising platforms, Marshall Van Alstyne will explain how entrepreneurs—and traditional companies—can thrive in this new world.
1. A platform business model builds value by consolidating customers onto a shared platform and simplifying market processes to reward all participants in the value network.
2. Successful platform models leverage network effects by increasing in value as more users and developers participate, and employ openness to attract developers to expand the platform's functionality through applications and services.
3. Platform businesses generate profits both directly from usage as well as indirectly from the "long tail" of applications and services developed by third-parties that add value to the overall platform ecosystem.
The network effect occurs when the value of a product or service increases according to the number of others using it. The classic example is the telephone - the more people who own phones, the more valuable the system is for each user. Network effects were first studied in the context of long-distance telephony and were popularized by Metcalfe's law, which states that the value of a network is proportional to the square of the number of users. Examples of products and services that exhibit strong network effects include social networks like Facebook and LinkedIn, as well as platforms like the Apple ecosystem.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Ambidexterity and Open Innovation: Case Swarovski - Teaching SlidesPaavo Ritala
Swarovski, a 125-year old crystal company, faced organizational rigidity that hindered innovation. To overcome this, Swarovski embarked on an open innovation journey that involved establishing external partnerships and internal initiatives. Drivers for change included a need to engage new customer segments and technologies. New structures like an innovation lab and partnership programs were created to promote collaboration beyond traditional boundaries. This helped Swarovski successfully transition from a producer of crystal goods to an innovator in new materials and technology.
Business Platform MasterClass to Business and Engineering school students. After the course, the students acquire skills in:
▸ Business shift, Platforms rule the Bu$ine$$
▸ WTF is a Platform?
▸ How to design a platform?
▸ Creating and capturing value in Platforms
▸ Competition in a platform led economy
▸ Case study (Airbnb)
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.
Design Strategies to galvanize EcosystemsSimone Cicero
Crafting a power "Shaping Strategy" and galvanize an entire ecosystem to join a platform for collaborative value creation is the new strategy to transform markets in the XXIst century.
Networked business models are transforming markets, communities and production through network effects.
Presentation given in Aalborg University for the BizMedia2016 Event
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Ola Cabs, an Indian ride sharing company that has beaten Uber in India and is now challenging Uber on the global level. It has introduced a wide variety of low end vehicle service (two and three-wheelers), is expanding into last mile e-commerce deliveries, trucking, ambulance services, 2-wheelers for deliveries, and is linking with restaurants, ticket booking and used good marketplaces.
The slides summarize the business model for Ola Cabs including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
The document compares Ola Cabs and Meru Cabs across several dimensions:
1. Company backgrounds - Ola aims to standardize cab booking while Meru focuses on reliable service. Ola employs thousands while Meru has 500 employees.
2. Business models - Both target general customers but Ola operates in many more cities as an aggregator while Meru owns some cars and operates in fewer cities.
3. Strengths and weaknesses - Ola's large size and funding are strengths, while high costs are a weakness. Meru's training and sustainability are strengths, while limited funding is a weakness.
The document analyzes the companies' products and performance, and predicts Ola will expand
Why do business platforms beat products every time? This is my keynote at EMERCE eDay. We cover changes in global brands, how feedback effects work, how innovation is different, and examples of coming platforms.
The document discusses platform business models and digital ecosystems. It defines a platform business model as one that builds value for multiple sides in a market by consolidating customers and simplifying processes. Examples of digital platform businesses include desktop operating systems, game consoles, and payment systems. The document outlines that platform businesses are built on network effects, and their openness is critical. It also discusses how platform models can generate profits through first and third party usage and build digital ecosystems through virtuous cycles of competition and collaboration.
How did Airbnb beat Craigslist? What's special about the Medium blogging platform? How did LinkedIn eat Monster for lunch? How do Youtube and Vimeo coexist? Why was Mint.com so successful? Using the Platform Stack framework, this deck explains 10 startup business puzzles and creates a framework to solve many more.
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.
Pathways for platforms to disrupt traditional industries. Lecture slides from MIT Platform Summit, July 26, 2013. Video available at https://www.youtube.com/watch?v=F-EJrG3J4GQ.
Platforms: How Change in Industry is Driving Change in StrategyMarshall Van Alstyne
The document summarizes key points from a presentation on how platform business models are changing industry. It discusses how platform firms are becoming increasingly important in the economy, with 3 of the top 5 firms by market cap in 2015 being platforms. It also examines how various aspects of business are changing with the rise of platforms, including marketing, human resources, finance, operations, innovation, and strategy. Platforms attract more users and providers through network effects, access external resources, and aim to maximize interactions rather than solely control resources.
The new new competition - How digital platforms change competitive strategyPlatform Revolution
The document discusses how platform competition differs from traditional competition. Platform competition occurs at three levels: between platforms, platforms and their partners, and partners within a platform's ecosystem. Platforms win by owning their ecosystem, monitoring it for valuable resources, leveraging user data, acquiring companies built on their platform, monitoring adjacent areas, and having superior technological design. Some markets become "winner-take-all" where network effects drive users to a single dominant platform. Understanding platform competition is important for both platforms and participants in their ecosystems.
Network effects. It’s one of the most important concepts for business in general and especially for tech businesses, as it’s the key dynamic behind many successful software-based companies. Understanding network effects not only helps build better products, but it helps build moats and protect software companies against competitors’ eating away at their margins.
Yet what IS a network effect? How do we untangle the nuances of 'network effects' with 'marketplaces' and 'platforms'? What’s the difference between network effects, virality, supply-side economies of scale? And how do we know a company has network effects?
Most importantly, what questions can entrepreneurs and product managers ask to counter the wishful thinking and sometimes faulty assumption behind the belief that “if we build it, they will come” … and instead go about more deterministically creating network effects in their business? Because it's not a winner-take-all market by accident.
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.
The Network Effects Bible is a comprehensive collection of terms and insights related to network effects all in one place. Produced by James Currier & the NFX team (www.nfx.com), an early-stage venture capital firm started by entrepreneurs who've built 10 network effect companies with more than $10 billion in exits across multiple industries and geographies.
Read the full Network Effects Bible at: https://www.nfx.com/post/network-effects-bible/
Follow us on Twitter @NFX
The Platform Revolution: How Networked Markets Are Transforming the Economy -...MuleSoft
Facebook, PayPal, Alibaba, Uber—these seemingly disparate companies have upended entire industries by harnessing a single phenomenon: the platform business model. In this session, professor and author Marshall Van Alstyne will explore the what, how, and why of this revolution and provide an “owner’s manual” for creating a platform marketplace. Revealing the strategies behind some of today’s rising platforms, Marshall Van Alstyne will explain how entrepreneurs—and traditional companies—can thrive in this new world.
1. A platform business model builds value by consolidating customers onto a shared platform and simplifying market processes to reward all participants in the value network.
2. Successful platform models leverage network effects by increasing in value as more users and developers participate, and employ openness to attract developers to expand the platform's functionality through applications and services.
3. Platform businesses generate profits both directly from usage as well as indirectly from the "long tail" of applications and services developed by third-parties that add value to the overall platform ecosystem.
The network effect occurs when the value of a product or service increases according to the number of others using it. The classic example is the telephone - the more people who own phones, the more valuable the system is for each user. Network effects were first studied in the context of long-distance telephony and were popularized by Metcalfe's law, which states that the value of a network is proportional to the square of the number of users. Examples of products and services that exhibit strong network effects include social networks like Facebook and LinkedIn, as well as platforms like the Apple ecosystem.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Ambidexterity and Open Innovation: Case Swarovski - Teaching SlidesPaavo Ritala
Swarovski, a 125-year old crystal company, faced organizational rigidity that hindered innovation. To overcome this, Swarovski embarked on an open innovation journey that involved establishing external partnerships and internal initiatives. Drivers for change included a need to engage new customer segments and technologies. New structures like an innovation lab and partnership programs were created to promote collaboration beyond traditional boundaries. This helped Swarovski successfully transition from a producer of crystal goods to an innovator in new materials and technology.
Business Platform MasterClass to Business and Engineering school students. After the course, the students acquire skills in:
▸ Business shift, Platforms rule the Bu$ine$$
▸ WTF is a Platform?
▸ How to design a platform?
▸ Creating and capturing value in Platforms
▸ Competition in a platform led economy
▸ Case study (Airbnb)
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.
Design Strategies to galvanize EcosystemsSimone Cicero
Crafting a power "Shaping Strategy" and galvanize an entire ecosystem to join a platform for collaborative value creation is the new strategy to transform markets in the XXIst century.
Networked business models are transforming markets, communities and production through network effects.
Presentation given in Aalborg University for the BizMedia2016 Event
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Ola Cabs, an Indian ride sharing company that has beaten Uber in India and is now challenging Uber on the global level. It has introduced a wide variety of low end vehicle service (two and three-wheelers), is expanding into last mile e-commerce deliveries, trucking, ambulance services, 2-wheelers for deliveries, and is linking with restaurants, ticket booking and used good marketplaces.
The slides summarize the business model for Ola Cabs including the value proposition, customers, method of value capture, scope of activities, and method of strategic control.
The document compares Ola Cabs and Meru Cabs across several dimensions:
1. Company backgrounds - Ola aims to standardize cab booking while Meru focuses on reliable service. Ola employs thousands while Meru has 500 employees.
2. Business models - Both target general customers but Ola operates in many more cities as an aggregator while Meru owns some cars and operates in fewer cities.
3. Strengths and weaknesses - Ola's large size and funding are strengths, while high costs are a weakness. Meru's training and sustainability are strengths, while limited funding is a weakness.
The document analyzes the companies' products and performance, and predicts Ola will expand
Uber and Ola are the Biggest Rivals on Social MediaSimplify360
If opinions expressed on social media based on user experience is to be believed, Cab aggregators might have to really work on the trust factor. According to our study, among the top 4 players in the industry, Meru cab is the least trusted operator with user opinions analyzed that the aggregator is unsafe. On the other hand the top performer in the industry, Ola cabs has a fifty-fifty split between those who feels safe and unsafe.
Ola and Uber cab services are in a neck to neck competition in most measurement parameters. Here's a report about the complete story.
This document summarizes the taxi wars between Uber and Ola in India. It provides details on the founding, funding, leadership, and operations of both companies. Ola was founded in 2010 in India and has raised over $700 million. It operates in over 20 cities across India and has a 49% market share. Uber was also founded in 2010 and has raised over $6 billion. It operates in over 80 cities across India and has a 35% market share. Both companies use mobile apps to connect riders and drivers and process cashless payments.
R&D Focus: Amazon Mechanical Turk as a platform for curating research articles Amazon Web Services
The volume of biomedical literature is massive -- there are over one million new research articles published every year (roughly one every thirty seconds). To make those articles more usable in research, Scripps Research Institute is exploring ways in which Citizen Scientists can perform "biocuration". They’ll share learnings from one experiment conducted to identify all mentions of diseases and disease concepts in the abstracts of 973 biomedical research articles. Scripps used Amazon Mechanical Turk as the platform for testing the Citizen Science concept and interface, and will discuss how researchers can utilize crowdsourcing to solve complex R&D compute problems that require a degree of human intelligence.
Uber provides luxury car and taxi services through a mobile app. As of August 2013, Uber was valued at $3.5 billion including a $258 million investment from Google Ventures. With around 300 employees, Uber generated an estimated $125 million in revenue for 2013. Founded in 2009, Uber has expanded from San Francisco to 19 countries and 35 cities around the world. Known for its high-end UberBlack service, Uber aims to be "everyone's private driver" through a focus on customer experience and by taking a commission from independent drivers on its network rather than employing its own drivers. While facing competition from other ridesharing companies and local taxis, Uber's model of creating new niche markets and obtaining user feedback
Larry Page and Sergey Brin founded Google in 1998. Over the next decade, Google introduced many innovative products like AdWords, Gmail, Google Maps, and Android. In 2011, Larry Page replaced Eric Schmidt as CEO of Google. Page's vision is to build search engines that can understand all information in the world. Under Page's leadership, Google continues focusing on innovation and improving the user experience.
The document summarizes Brent Callinicos' presentation about Google Treasury. It outlines Google's mission to organize the world's information and make it universally accessible. It then discusses Google's strategy of focusing on search, ads, and apps. The presentation also provides an overview of Google Treasury's organization, focus on areas like foreign exchange management, and goal of implementing robust risk management systems.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Uber’s taxi service. Uber’s service enables anyone to provide taxi services and it provides dynamic pricing for better matching of supply and demand. Its value proposition for potential drivers is the opportunity to work as driver on their own hours. Its value proposition for user to lower taxi fares during most times of the day and a higher supply of taxis (and higher prices) during peak demand. The customers are tech-savvy and smart phone users who value their time. Uber receives payments directly from customers and keeps a percentage of these payments as its income. Uber’s patents for a demand-price algorithm represent a barrier of entry and thus a method of strategic control.
Facebook reality check - AMI, Madrid 14 Dec 2017Vincent Peyrègne
The digital platform strategy of news publishers. How many publishers have a real platform strategy that focuses on the revenue opportunity? Too few. The result is collective uncertainty, veering from enthusiastic early adoption of Instant Articles to demanding revised anti-trust laws to allow news media to compete collectively with Facebook. This presentation of WAN-IFRA report "Making money with Facebook, reality check" is all about rethinking news publishers relationship with Facebook: is it a distribution platform or a marketing platform? Or perhaps even an e-commerce partner?
Don't get Ubered. What Every Strategist Needs to Know About Digital CompetitionApigee | Google Cloud
This document summarizes a presentation about digital platforms. It discusses how platforms create value through network effects and multi-sided markets. It presents results from a global platform survey that found most unicorns or billion dollar startups are platforms, and that Asia and North America lead Europe in platform unicorns. It proposes establishing a European Observatory of the Platform Economy to support platform growth in Europe through data collection, knowledge sharing, and executive training on platform strategies.
The document discusses the rise of platforms as an important new business model and the strategic differences between platforms and traditional products. It notes that platform firms are becoming increasingly important to the economy and that network effects allow platforms to draw more value from outside contributions. Effective platform strategies focus on optimizing transactions and user value rather than protecting barriers, with competition occurring across multiple layers.
Presentation at DIGITAL CONTENT NEXT Legal & Legislative Day 2016, Washington DC. DCN represent the premium media groups in the US and internationally (Disney, NYT, Bloomberg, CNN, CBS, ABC, etc.)
- Create a Networked, Outward looking Innovation Culture
- Monitor technology breakthroughs, major customer behavior changes and experiment to find solutions.
- Search actively for new business models
-............
GAFA have redefined how they view customers and create value in ways that have led to their unprecedented success:
1) They strive to make every person who interacts with their services a "customer" whether or not they make purchases, in order to build large customer bases.
2) They prioritize delivering sustainable customer value over short-term profits in order to earn long-term customer commitment.
3) By making their products and services highly useful and easy to use, GAFA have been able to massively reduce the time and effort needed for common tasks, learning up to 70 times faster.
Adam Dorfman - “Blockchain 2.0: From Profits to Purpose. How Blockchain Platf...Timetogrowup
Adam Dorfman - “Blockchain 2.0: From Profits to Purpose. How Blockchain Platform Businesson Platforms Will Change the Nature of Work”
Blockchain Summit Kyiv 2018
The document discusses how to build products and services on existing platforms. It notes that platforms provide infrastructure for producers to create and deliver value to users. Understanding a platform's structure, like how it generates engagement, resources, revenue and handles distribution, will help identify opportunities. The document advises to build products and services for both consumers and producers on a platform. It also recommends identifying new business opportunities that arise as platforms change consumer behaviors, drive technology adoption and lead cultural shifts.
Cross Channel Considerations for Law Firms #2edynamic
This document discusses considerations for law firms regarding cross-channel marketing. It notes that tablets are introducing a new user experience model that will change how people interact with the web. It recommends that firms start developing landing page approaches for their content and leverage long-tail search keywords. Additionally, it emphasizes the importance of understanding a client's journey and meeting them with the right message at the right time on the right device across channels. Firms should focus on delivering personalized, cross-channel experiences to better engage clients throughout their decision-making process.
Meet Crayon Data : Asia's Hottest Big Data StartupCrayon Data
Crayon Data is an Asian big data startup that aims to simplify decision making for consumers and enterprises using recommendation algorithms. Their Choice Engine platform, SimplerChoices, analyzes taste and interest graphs to provide personalized recommendations that have driven significant value for clients. Some early clients include a hotel chain that increased repeat customers 3x and a payments company that improved lead qualification rates by 50-100% using the platform. Crayon Data was selected as a finalist for the CODE_n award at CeBIT 2014 for their work in driving the data revolution.
This document discusses the trend of platform economies. It notes that new technology platforms are driving business innovation everywhere by enabling the dispersion of technology hubs globally. Building successful platforms requires starting from the ground up, including establishing open standards and APIs to attract partners, using cloud foundations designed to scale with network effects, and supporting real-time business models and data through in-memory computing. Many companies are now adopting platform business models to lead in the digital revolution.
1World Online Progress Update July Webinar1World Online
Monthly progress update from 1World Online, a Blockchain-powered Engagement & Monetization Platform for Publishers & Brands. Our webinar was hosted on July 26, 2018 and many of 1WO Token holders who haven’t had a chance to attend now can get up to speed with our exciting team, product & business news.
Agenda:
1. Executive Update
2. Product Update
3. AdOps Update
4. Business Development Update
5. Marketing & Events Update
6. Crypto Exchanges Update
7. Q&A
Studying the successes and failures of platform businesses, three authors from the Harvard Business Review include their latest research findings and provide expert tips and advice about what works and what doesn’t work when transforming a product or service into a platform. Based on these findings, Thane Ritchie's provides 6 key errors to avoid in this SlideShare presentation.
UNLOCK YOUR DIGITAL VALUE POTENTIAL - BOOZ DIGITAL AMSTERDAM 2013Femke-Anna van Zanten
Most players see digital as incremental instead of transformative. Digital is not just an add-on, and as such, incremental steps will not be enough. Re-imagining in a broader context is key. Learn here how to Re-imagine your business, and create Digital Value: new insights, frameworks and case examples.
Platform Strategy - Chiến Lược Nền Tảng (WeTransform)Huynh Huu Tai
Platform Strategy cung cấp cho các bạn những kiến thức thực tiễn để bạn có thể ứng dụng chiến lược này vào việ xây dựng platform, trở thành đối tác của các platform hoặc sử dụng các platform cho nhu cầu hàng ngày của bạn.
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Platform Revolution - Ch 01 Intro: How Platforms are Changing Commerce
1. Geoffrey Parker
Dartmouth College
@g2parker
Marshall Van Alstyne
Boston University
@InfoEcon
Chapter 1
Introduction: Welcome to Platform World
Platform Revolution: Making Networked Markets Work for You
Questrom School of Business
2016 Parker & Van Alstyne with Choudary –
licensed under Creative Commons Attribution-
ShareAlike 4.0 Int’l (CC BY-SA 4.0).
with Sangeet Choudary
Platform Thinking Labs
@sanguit
2. 1. Introduction: Welcome to Platform World
2. Network Effects: The Power of the Platform
3. Architecture: Basic Principles for Designing Successful Platforms
4. Disruption: How Platforms Conquer &Transform Traditional Industries
5. Launch: Chicken or Egg? 8 Ways To Launch Successful Platforms
6. Monetization: Capturing the Value Created by Network Effects
7. Openness: Defining What Platform Users/Partners Can &Cannot Do
8. Governance: Policies That Increase Value and Enhance Growth
9. Metrics: How Platform Managers Can Measure What Really Matters
10. Strategy: How Platforms Change Competition
11. Policy: How Platforms Should (and Should Not) Be Regulated
12. Future: Industries Facing Imminent Change
Platform Revolution: Chapter 1 - Introduction
(click to order on Amazon)2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
3. @InfoEco
SOMETHING HAS CHANGED
FIRM YEAR EMPLOYEES MKT CAP
BMW 1916 116,000 $53B
UBER 2009 7,000 $60B
MARRIOT 1927 200,000 $17B
AIRBNB 2008 5,000 $21B
WALT DISNEY 1923 185,000 $165B
FACEBOOK 2004 12,691 $315B
KODAK 1888 145,000 $30B (heyday)
INSTAGRAM 2010 13 $1B (acquisition)
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
4. THESE ARE THE MOST FAMOUS GLOBAL BRANDS
Source: Interbrand 2015 % is growth relative to prior year, $ is value of brand equity
@InfoEco
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
5. 13 OF THESE ARE PLATFORMS
Based on presence of a developer or buyer/seller ecosystem.
@InfoEco
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
6. Source: International Monetary Fund
North America Europe Africa, Latin
America, ROW
Asia
2015 Nominal GDP US$ Total: 73.1 T
THE GLOBAL ECONOMY IS RELATIVELY BALANCED
v10.7 T23.5 T19.5 T 19.5 T
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
7. Source: P. Evans, CGE; CB Insights, Capital IQ, Crunc
North America Europe Africa & Latin
America
Asia
North America has the most $1B+ platform firms, as measured by market cap. China, with a large
homogeneous market, is growing fast. Europe, with a more fragmented market, has less than ¼ the value
of North America
Private
Public
THE PLATFORM ECONOMY IS UNBALANCED
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
8. DIGITAL ECONOMY IS DOMINATED BY PLATFORMS
Source: The Internet Map2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
9. PLATFORMS ARE OVERTAKING ENERGY AND BANKING
9
Source: Visualcapitalist.com, Bloomberg
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
10. 10
Source: CGE Platform Database
with Quid visualization, 2015
Over $3 trillion in firm market cap
The New Multinationals
EXPLOSION OF PLATFORM COMPANIES
Selected Platform Companies Emerging platform clusters
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
11. 11
INDUSTRY EXAMPLES
Agriculture John Deere, Intuit Fasal
Communication and Networking LinkedIn, Facebook, Twitter, Tinder, Instagram, Snapchat, WeChat
Consumer Goods Nike, Philips, McCormick Foods FlavorPrint
Education Udemy, Skillshare, Coursera, edX, Duolingo
Energy and Heavy Industry Nest, Tesla PowerWall, General Electric, Enernoc
Finance Bitcoin, Lending Club, Kickstarter
Healthcare Cohealo, SimplyInsured, Kaiser Permanante
Gaming Xbox, Nintendo, PlayStation
Labor and Professional Services Upwork, Fiverr, 99designs, Sittercity, LegalZoom
Local Services Yelp, Foursquare, Groupon, Angie’s List
Logistics and Delivery Munchery, Foodpanda, Haier Group
Media Medium, Viki, YouTube, Wikipedia, Huffington Post, Kindle Publishing
Operating Systems iOS, Android, MacOS, Microsoft Windows
Retail Amazon, Alibaba, Walgreens, Burberry, Shopkick
Transportation Uber, Waze, BlaBlaCar, GrabTaxi, OlaCabs
Travel Airbnb, TripAdvisor
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
12. 12
Source: P. Evans, “Networks, Data and Platforms,” in
Growing Global: Lessons for the New Enterprise, Center
for Global Enterprise, 2015.
Trends likely to continue and intensify
FORCES OF CHANGE
Surge in data and tools
that can manage and
analyze data
Networks connect physical,
digital, and social
Age of Networks Age of Data
FIRM
Age of Platforms
New business models that that
leverage networks and intelligence
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
13. LINEAR PIPE VS. TRIANGULAR PLATFORM
Elements of value exchange
Source Content Edit/ Curate Create Bundles Multiple channels
RAW MAT’LS PRODUCTION ASSEMBLY DISTRIBUTION
CONSUMERSPRODUCERS
PLATFORM
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
14. A PLATFORM:
• Is a nexus of rules and
architecture
• Is open, allowing regulated
participation
• Actively promotes (positive)
interactions among different
partners in a multi-sided market
• Scales much faster than a
pipeline business because it
does not necessarily bear the
costs of external production.
PLATFORM
CONSUMERSPRODUCERS
Source: Platform Revolution
Elements of value exchange
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
15. PLATFORMS BEAT PRODUCTS/SERVICES
• Apple iPhone
• Uber
• Facebook
• Amazon
• Microsoft Zune, Garmin GPS, Sony PSP, HP
Calculator, Olympus Voice Recorder
• Ford, BMW, Nissan
• NY Times, Fox News, Walt Disney
• Hachette, Norton, Blockbuster, Time Warner
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
16. 16
70%
Platforms
30%
Non
Platforms
Global Unicorns = 115
Source: P. Evans, CGE; CB Insights,
Capital IQ, CrunchBase, 2015
Platform = 80 of 115 companies, $300B valuation
MOST UNICORNS ARE PLATFORMS
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
19. 19
1
connection
2 phones
10
connections
5 phones
66
connections
12 phones
More users = more value = more users…
PLATFORMS LEVERAGE NETWORK EFFECTS
Source: Wikipedia.org2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
20. In any market with network effects, the focus of
attention must shift from inside to outside the firm.
Source: Platform Revolution
IMPLICATION
Reason: You can’t scale network effects inside as easily
as outside.
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
21. To have an external focus,
you must have a
community strategy.
... this implies ...
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
22. Shift 1: From resource control to resource orchestration
Shift 2. From internal optimization to external interaction
Shift 3. From focus on customer value to focus on ecosystem value
THE PLATFORM SHIFT
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
23. • Know where you are in relation to platforms: provider,
partner, potential partner, competitor.
• Assess your data assets; create a data strategy
• Invest in Governance to attract partners and their
investments
IMPLICATIONS FOR PRODUCT/SERVICE FIRMS
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
24. CRITICAL CAPABILITIES FOR FIRMS IN A PLATFORM WORLD
• Optimize external as well as internal supply chains
• Coordinate a distributed ecosystem
• Build and manage a common data layer
• Reset strategy to emphasize community as an asset, not
just owned resources
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
25. TAKEAWAYS FROM CHAPTER ONE
A platform is a nexus of rules and open infrastructure. A platform business enables value-
creating interactions between external producers and consumers. It sets governance conditions
for healthy interactions to occur.
A platform’s overarching purpose: to consummate matches among users and facilitate the
exchange of goods, services, or social currency, thereby enabling value creation for all
participants.
Because platform businesses create value using resources they don’t own or control, they can
grow much faster than traditional businesses.
Platforms derive much of their value from the communities they serve. The best platforms
create strong network effects.
Platforms invert companies, blurring business boundaries and transforming firms’ traditional
inward focus into an outward focus.
The rise of the platform has already transformed many major industries—and more equally
important transformations are on the way.
Source: Platform Revolution2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
26. Platform Revolution:
Next Chapter 2 – Network Effects
1. Introduction: Welcome to Platform World
2. Network Effects: The Power of the Platform
3. Architecture: Basic Principles for Designing Successful Platforms
4. Disruption: How Platforms Conquer &Transform Traditional Industries
5. Launch: Chicken or Egg? 8 Ways To Launch Successful Platforms
6. Monetization: Capturing the Value Created by Network Effects
7. Openness: Defining What Platform Users/Partners Can &Cannot Do
8. Governance: Policies That Increase Value and Enhance Growth
9. Metrics: How Platform Managers Can Measure What Really Matters
10. Strategy: How Platforms Change Competition
11. Policy: How Platforms Should (and Should Not) Be Regulated
12. Future: Industries Facing Imminent Change
(click to order on Amazon)
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
Click on left hand icons to access content (downloaded slides).
27. For More Chapter 1 Information
Suggested background: MBA Readings
1. Andreessen, M. (2011). Why Software Is Eating The World'. Wall Street Journal, p.20.
2. Cusumano, M. (2010) “Platforms not just Products,” (Chapter 1 of Staying Power)
3. Evans, P. & Gawer, A. (2016) "The Rise of the Platform Enterprise: A Global Survey."
Center for Global Enterprise research paper.
4. Gawer, A., & Cusumano, M. A. (2002). Platform leadership: How Intel, Microsoft, and
Cisco drive industry innovation (pp. 29-30). Boston: Harvard Business School Press.
5. O’Reilly, T. (2015) Networks & The Nature of the Firm (medium.com) August 14, 2015
6. Tiwana, A. (2013). Platform ecosystems: aligning architecture, governance, and strategy.
Newnes.
Geoffrey Parker
@g2parker
Marshall Van Alstyne
@InfoEcon
(click to order on Amazon)
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
Click on left hand icons to access content (downloaded slides).
with Sangeet Choudary
@sanguit
28. For More Chapter 1 Information
Suggested background: PhD Readings
1. Hagiu A. & Wright, J. (2015), “Marketplace or Reseller?” Management Science 61, no. 1
January : 184–203.
2. M. Rysman, M. (2009) “The Economics of Two-Sided Markets,” Journal of Economic
Perspectives 23, no. 3: 125–43.
3. Parker, G. & Van Alstyne, M. (2000), “Information Complements, Substitutes and
Strategic Product Design,” Proceedings of the Twenty-First International Conference on
Information Systems (Association for Information Systems)
4. Parker, G., Van Alstyne, M. & Jiang, X. (2017). “Platform Ecosystems: How Developers
Invert the Firm” MISQ.
(click to order on Amazon)
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
Click on left hand icons to access content (downloaded slides).
Geoffrey Parker
@g2parker
Marshall Van Alstyne
@InfoEcon
with Sangeet Choudary
@sanguit
Editor's Notes
BMW founded 1916, 116,000 employees, $53B market cap, $87B (€80) Revenue
Uber, founded 2009, ~5000 employees, 163,000 active drivers at least 4 rides/ week. ~$60B market cap (Over 330,000 drivers since inception.) $3.6B revenues almost no physical assets.
Toyata 339,000 employees $178B mkt cap, and assets all over world.
Marriott, founded 1927, employees 200,000, mkt cap $17B
Airbnb, founded 2008, employees 3000, mkt cap $21B
Kodak 145,300 employees, $30B mkt cap. Instagram processes more photos, $1B and only 13 employees.
Assets & Finance
Kodak
145,300 people
$30B market cap
Instagram
13 people
$1B market price
Toyota
339,000 people
210B market cap
Uber
100s of people
Xxx market cap
Coca Cola >= $3B+ global $565.1 US
Google $569M US,
Coca Cola >= $3B+ global $565.1 US
Google $569M US,
Lightbulb lasts longer than your lease. Why would you buy?!?
Lightbulb lasts longer than your lease. Why would you buy?!?
Others include blogspot, baidu & wikipedia
http://internet-map.net/
Key point is to get producers and consumers on both sides of the network. Think AirBnB
Also, think of Shell which has tons of proprietary data it could sell if there were easy market access.
Lightbulb lasts longer than your lease. Why would you buy?!?
Lightbulb lasts longer than your lease. Why would you buy?!?