Platform Business Models for Executives:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Singapore
Springer
2023
|
| Ausgabe: | 2nd ed |
| Schriftenreihe: | Management for Professionals Series
|
| Online-Zugang: | DE-2070s |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (150 Seiten) |
| ISBN: | 9789819949106 |
Internformat
MARC
| LEADER | 00000nam a2200000zc 4500 | ||
|---|---|---|---|
| 001 | BV050100558 | ||
| 003 | DE-604 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 241218s2023 xx o|||| 00||| eng d | ||
| 020 | |a 9789819949106 |9 978-981-9949-10-6 | ||
| 035 | |a (ZDB-30-PQE)EBC30717193 | ||
| 035 | |a (ZDB-30-PAD)EBC30717193 | ||
| 035 | |a (ZDB-89-EBL)EBL30717193 | ||
| 035 | |a (OCoLC)1395183888 | ||
| 035 | |a (DE-599)BVBBV050100558 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-2070s | ||
| 082 | 0 | |a 658.872 | |
| 100 | 1 | |a Srinivasan, R. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Platform Business Models for Executives |
| 250 | |a 2nd ed | ||
| 264 | 1 | |a Singapore |b Springer |c 2023 | |
| 264 | 4 | |c ©2023 | |
| 300 | |a 1 Online-Ressource (150 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 490 | 0 | |a Management for Professionals Series | |
| 500 | |a Description based on publisher supplied metadata and other sources | ||
| 505 | 8 | |a Intro -- Preface -- Contents -- About the Author -- 1 Introduction -- What Are Business Models? -- Models -- Business Models -- Platform Business Models -- Single- and Multi-sided Platforms -- Network Effects -- Platforms Make Markets Efficient -- Platform Roles -- Platforms as Networks -- Complementarity, Compatibility, and Standards -- Consumption Externalities -- Switching Costs and Lock-In -- Significant Economies of Scale -- Platforms as Ecosystems -- Key Platform Decisions -- 2 Network Effects -- Externalities, Network Externalities, and Network Effects -- Defining Network Effects -- Same-Side and Cross-Side Network Effects -- Positive and Negative Network Effects -- Properties of Network Effects -- Strength of Network Effects -- Direction of Network Effects -- Nonlinearity of Network Effects -- Leveraging Networks for Growth -- Coring -- Tipping -- Products, Services, and Platforms -- 3 Value Creation in Platforms -- Value Architecture -- Discovery -- Matching -- Transaction -- Evaluation -- DMTE as a Cycle -- DMTE Diagram -- Platform Utilities -- 4 Network Mobilization -- Strategic Dimensions: Resources and Users -- User Dimension -- Resource Dimension -- Solving the Penguin Problem -- Leverage Existing Resources to Port Users -- Leverage Ecosystem Resources to Port Users -- Develop New Resources to Port Users -- Leverage Existing Resources to Attract Users via Marquees -- Leverage Ecosystem Resources to Attract Users via Marquees -- Develop New Resources to Attract Users via Marquees -- Leverage Existing Resources to Attract New Users -- Leverage Ecosystem Resources to Attract New Users -- Develop New Resources to Attract New Users -- User Attraction Strategies -- Resource Leverage Strategies -- Network Mobilization Strategies -- 5 Pricing and Subsidies -- Subsidy and Money Sides -- Relative Strength of Cross-Side Network Effects | |
| 505 | 8 | |a Relative Price Sensitivity -- Relative Value Attached to Quality of Products and Services -- Marginal Costs of User Addition -- Relative Differentiation Amongst Users -- Relative Bargaining Power of Complementors -- Pricing Models -- Subscription Pricing Models -- On-Demand Pricing Models -- Razor-Blade and Reverse Razor-Blade Pricing Models -- Freemium Pricing Models -- Auction Pricing Models -- Free Pricing Models -- Pricing and Platform Scale -- 6 Platform Architecture -- Ecosystem Value -- Open and Closed Platforms -- Trade-Offs in Opening Platforms -- Shared and Proprietary Platforms -- Proprietary Platform -- Shared Platform -- Joint Venture Platforms -- Licencing Platforms -- Platform Design in WTA Markets -- Matrix of Platform Architecture -- Platform Architecture and Growth -- Interoperability -- Licencing More Partners for Configuration and Customization -- Opening the Core -- 7 Winner-Takes-All Dynamics -- What Are WTA Markets? -- Strong and Positive Network Effects -- High Multi-homing Costs -- User Preference for Special Features -- Economics of WTA Markets -- Impact of WTA Markets on Complementors -- Coordination Problems -- Tipping/Standardization -- Multiple Equilibria -- Lock-In Costs -- Evolution of WTA Markets -- Pioneer's Dilemma and Penguin Problems -- Subsidization and Monetization -- Pivot Dilemma -- Remora Strategy -- Integration Dilemma -- Relationship Dilemma -- Regulating WTA Markets -- Predatory Pricing -- 8 Platform Competition and Envelopment -- Platform Competition -- Platform Scope -- Breadth and Stickiness of the Complementor Network -- Switching and Multi-homing Costs for Users -- Intermediation Efficiency -- Platform Envelopment -- Follower Advantage -- Staircase Strategies -- Competing Against Envelopment -- Mitigating Envelopment -- Racing (to Acquire Customers) -- IP Protection -- Caging of Customers | |
| 505 | 8 | |a Managing Multi-platform Bundles -- 9 Complementary Business Models -- Dominant Business Models -- Multi-sided Platforms -- Servitization and SaaS -- Clusters -- Communities and Networks -- Ecosystems -- Combined Business Models -- MSPs and SaaS -- MSPs and Communities -- MSPs and Clusters -- MSPs and Ecosystems -- 10 Contemporary Issues in Platforms -- Social Impact of Platforms -- Content -- Data -- Competition -- Platform Governance -- Platforms as Marketplaces, Gatekeepers, and Editors -- The Problem of Many Hands -- Platforms in Contestable Markets -- The Rise of Platform Conglomerates-FANGAM -- Platforms in Multi-market Competition -- Platforms and International Regulations -- Conclusion | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Srinivasan, R. |t Platform Business Models for Executives |d Singapore : Springer,c2023 |z 9789819949090 |
| 912 | |a ZDB-30-PQE | ||
| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035437720 | |
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=30717193 |l DE-2070s |p ZDB-30-PQE |q HWR_PDA_PQE |x Aggregator |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1818760560483762176 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Srinivasan, R. |
| author_facet | Srinivasan, R. |
| author_role | aut |
| author_sort | Srinivasan, R. |
| author_variant | r s rs |
| building | Verbundindex |
| bvnumber | BV050100558 |
| collection | ZDB-30-PQE |
| contents | Intro -- Preface -- Contents -- About the Author -- 1 Introduction -- What Are Business Models? -- Models -- Business Models -- Platform Business Models -- Single- and Multi-sided Platforms -- Network Effects -- Platforms Make Markets Efficient -- Platform Roles -- Platforms as Networks -- Complementarity, Compatibility, and Standards -- Consumption Externalities -- Switching Costs and Lock-In -- Significant Economies of Scale -- Platforms as Ecosystems -- Key Platform Decisions -- 2 Network Effects -- Externalities, Network Externalities, and Network Effects -- Defining Network Effects -- Same-Side and Cross-Side Network Effects -- Positive and Negative Network Effects -- Properties of Network Effects -- Strength of Network Effects -- Direction of Network Effects -- Nonlinearity of Network Effects -- Leveraging Networks for Growth -- Coring -- Tipping -- Products, Services, and Platforms -- 3 Value Creation in Platforms -- Value Architecture -- Discovery -- Matching -- Transaction -- Evaluation -- DMTE as a Cycle -- DMTE Diagram -- Platform Utilities -- 4 Network Mobilization -- Strategic Dimensions: Resources and Users -- User Dimension -- Resource Dimension -- Solving the Penguin Problem -- Leverage Existing Resources to Port Users -- Leverage Ecosystem Resources to Port Users -- Develop New Resources to Port Users -- Leverage Existing Resources to Attract Users via Marquees -- Leverage Ecosystem Resources to Attract Users via Marquees -- Develop New Resources to Attract Users via Marquees -- Leverage Existing Resources to Attract New Users -- Leverage Ecosystem Resources to Attract New Users -- Develop New Resources to Attract New Users -- User Attraction Strategies -- Resource Leverage Strategies -- Network Mobilization Strategies -- 5 Pricing and Subsidies -- Subsidy and Money Sides -- Relative Strength of Cross-Side Network Effects Relative Price Sensitivity -- Relative Value Attached to Quality of Products and Services -- Marginal Costs of User Addition -- Relative Differentiation Amongst Users -- Relative Bargaining Power of Complementors -- Pricing Models -- Subscription Pricing Models -- On-Demand Pricing Models -- Razor-Blade and Reverse Razor-Blade Pricing Models -- Freemium Pricing Models -- Auction Pricing Models -- Free Pricing Models -- Pricing and Platform Scale -- 6 Platform Architecture -- Ecosystem Value -- Open and Closed Platforms -- Trade-Offs in Opening Platforms -- Shared and Proprietary Platforms -- Proprietary Platform -- Shared Platform -- Joint Venture Platforms -- Licencing Platforms -- Platform Design in WTA Markets -- Matrix of Platform Architecture -- Platform Architecture and Growth -- Interoperability -- Licencing More Partners for Configuration and Customization -- Opening the Core -- 7 Winner-Takes-All Dynamics -- What Are WTA Markets? -- Strong and Positive Network Effects -- High Multi-homing Costs -- User Preference for Special Features -- Economics of WTA Markets -- Impact of WTA Markets on Complementors -- Coordination Problems -- Tipping/Standardization -- Multiple Equilibria -- Lock-In Costs -- Evolution of WTA Markets -- Pioneer's Dilemma and Penguin Problems -- Subsidization and Monetization -- Pivot Dilemma -- Remora Strategy -- Integration Dilemma -- Relationship Dilemma -- Regulating WTA Markets -- Predatory Pricing -- 8 Platform Competition and Envelopment -- Platform Competition -- Platform Scope -- Breadth and Stickiness of the Complementor Network -- Switching and Multi-homing Costs for Users -- Intermediation Efficiency -- Platform Envelopment -- Follower Advantage -- Staircase Strategies -- Competing Against Envelopment -- Mitigating Envelopment -- Racing (to Acquire Customers) -- IP Protection -- Caging of Customers Managing Multi-platform Bundles -- 9 Complementary Business Models -- Dominant Business Models -- Multi-sided Platforms -- Servitization and SaaS -- Clusters -- Communities and Networks -- Ecosystems -- Combined Business Models -- MSPs and SaaS -- MSPs and Communities -- MSPs and Clusters -- MSPs and Ecosystems -- 10 Contemporary Issues in Platforms -- Social Impact of Platforms -- Content -- Data -- Competition -- Platform Governance -- Platforms as Marketplaces, Gatekeepers, and Editors -- The Problem of Many Hands -- Platforms in Contestable Markets -- The Rise of Platform Conglomerates-FANGAM -- Platforms in Multi-market Competition -- Platforms and International Regulations -- Conclusion |
| ctrlnum | (ZDB-30-PQE)EBC30717193 (ZDB-30-PAD)EBC30717193 (ZDB-89-EBL)EBL30717193 (OCoLC)1395183888 (DE-599)BVBBV050100558 |
| dewey-full | 658.872 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.872 |
| dewey-search | 658.872 |
| dewey-sort | 3658.872 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 2nd ed |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>00000nam a2200000zc 4500</leader><controlfield tag="001">BV050100558</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">241218s2023 xx o|||| 00||| eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9789819949106</subfield><subfield code="9">978-981-9949-10-6</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PQE)EBC30717193</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-30-PAD)EBC30717193</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ZDB-89-EBL)EBL30717193</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1395183888</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV050100558</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-2070s</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">658.872</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Srinivasan, R.</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Platform Business Models for Executives</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">2nd ed</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Singapore</subfield><subfield code="b">Springer</subfield><subfield code="c">2023</subfield></datafield><datafield tag="264" ind1=" " ind2="4"><subfield code="c">©2023</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (150 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="490" ind1="0" ind2=" "><subfield code="a">Management for Professionals Series</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Description based on publisher supplied metadata and other sources</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Intro -- Preface -- Contents -- About the Author -- 1 Introduction -- What Are Business Models? -- Models -- Business Models -- Platform Business Models -- Single- and Multi-sided Platforms -- Network Effects -- Platforms Make Markets Efficient -- Platform Roles -- Platforms as Networks -- Complementarity, Compatibility, and Standards -- Consumption Externalities -- Switching Costs and Lock-In -- Significant Economies of Scale -- Platforms as Ecosystems -- Key Platform Decisions -- 2 Network Effects -- Externalities, Network Externalities, and Network Effects -- Defining Network Effects -- Same-Side and Cross-Side Network Effects -- Positive and Negative Network Effects -- Properties of Network Effects -- Strength of Network Effects -- Direction of Network Effects -- Nonlinearity of Network Effects -- Leveraging Networks for Growth -- Coring -- Tipping -- Products, Services, and Platforms -- 3 Value Creation in Platforms -- Value Architecture -- Discovery -- Matching -- Transaction -- Evaluation -- DMTE as a Cycle -- DMTE Diagram -- Platform Utilities -- 4 Network Mobilization -- Strategic Dimensions: Resources and Users -- User Dimension -- Resource Dimension -- Solving the Penguin Problem -- Leverage Existing Resources to Port Users -- Leverage Ecosystem Resources to Port Users -- Develop New Resources to Port Users -- Leverage Existing Resources to Attract Users via Marquees -- Leverage Ecosystem Resources to Attract Users via Marquees -- Develop New Resources to Attract Users via Marquees -- Leverage Existing Resources to Attract New Users -- Leverage Ecosystem Resources to Attract New Users -- Develop New Resources to Attract New Users -- User Attraction Strategies -- Resource Leverage Strategies -- Network Mobilization Strategies -- 5 Pricing and Subsidies -- Subsidy and Money Sides -- Relative Strength of Cross-Side Network Effects</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Relative Price Sensitivity -- Relative Value Attached to Quality of Products and Services -- Marginal Costs of User Addition -- Relative Differentiation Amongst Users -- Relative Bargaining Power of Complementors -- Pricing Models -- Subscription Pricing Models -- On-Demand Pricing Models -- Razor-Blade and Reverse Razor-Blade Pricing Models -- Freemium Pricing Models -- Auction Pricing Models -- Free Pricing Models -- Pricing and Platform Scale -- 6 Platform Architecture -- Ecosystem Value -- Open and Closed Platforms -- Trade-Offs in Opening Platforms -- Shared and Proprietary Platforms -- Proprietary Platform -- Shared Platform -- Joint Venture Platforms -- Licencing Platforms -- Platform Design in WTA Markets -- Matrix of Platform Architecture -- Platform Architecture and Growth -- Interoperability -- Licencing More Partners for Configuration and Customization -- Opening the Core -- 7 Winner-Takes-All Dynamics -- What Are WTA Markets? -- Strong and Positive Network Effects -- High Multi-homing Costs -- User Preference for Special Features -- Economics of WTA Markets -- Impact of WTA Markets on Complementors -- Coordination Problems -- Tipping/Standardization -- Multiple Equilibria -- Lock-In Costs -- Evolution of WTA Markets -- Pioneer's Dilemma and Penguin Problems -- Subsidization and Monetization -- Pivot Dilemma -- Remora Strategy -- Integration Dilemma -- Relationship Dilemma -- Regulating WTA Markets -- Predatory Pricing -- 8 Platform Competition and Envelopment -- Platform Competition -- Platform Scope -- Breadth and Stickiness of the Complementor Network -- Switching and Multi-homing Costs for Users -- Intermediation Efficiency -- Platform Envelopment -- Follower Advantage -- Staircase Strategies -- Competing Against Envelopment -- Mitigating Envelopment -- Racing (to Acquire Customers) -- IP Protection -- Caging of Customers</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Managing Multi-platform Bundles -- 9 Complementary Business Models -- Dominant Business Models -- Multi-sided Platforms -- Servitization and SaaS -- Clusters -- Communities and Networks -- Ecosystems -- Combined Business Models -- MSPs and SaaS -- MSPs and Communities -- MSPs and Clusters -- MSPs and Ecosystems -- 10 Contemporary Issues in Platforms -- Social Impact of Platforms -- Content -- Data -- Competition -- Platform Governance -- Platforms as Marketplaces, Gatekeepers, and Editors -- The Problem of Many Hands -- Platforms in Contestable Markets -- The Rise of Platform Conglomerates-FANGAM -- Platforms in Multi-market Competition -- Platforms and International Regulations -- Conclusion</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Srinivasan, R.</subfield><subfield code="t">Platform Business Models for Executives</subfield><subfield code="d">Singapore : Springer,c2023</subfield><subfield code="z">9789819949090</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035437720</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=30717193</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV050100558 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-18T07:00:34Z |
| institution | BVB |
| isbn | 9789819949106 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035437720 |
| oclc_num | 1395183888 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (150 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
| publishDateSearch | 2023 |
| publishDateSort | 2023 |
| publisher | Springer |
| record_format | marc |
| series2 | Management for Professionals Series |
| spelling | Srinivasan, R. Verfasser aut Platform Business Models for Executives 2nd ed Singapore Springer 2023 ©2023 1 Online-Ressource (150 Seiten) txt rdacontent c rdamedia cr rdacarrier Management for Professionals Series Description based on publisher supplied metadata and other sources Intro -- Preface -- Contents -- About the Author -- 1 Introduction -- What Are Business Models? -- Models -- Business Models -- Platform Business Models -- Single- and Multi-sided Platforms -- Network Effects -- Platforms Make Markets Efficient -- Platform Roles -- Platforms as Networks -- Complementarity, Compatibility, and Standards -- Consumption Externalities -- Switching Costs and Lock-In -- Significant Economies of Scale -- Platforms as Ecosystems -- Key Platform Decisions -- 2 Network Effects -- Externalities, Network Externalities, and Network Effects -- Defining Network Effects -- Same-Side and Cross-Side Network Effects -- Positive and Negative Network Effects -- Properties of Network Effects -- Strength of Network Effects -- Direction of Network Effects -- Nonlinearity of Network Effects -- Leveraging Networks for Growth -- Coring -- Tipping -- Products, Services, and Platforms -- 3 Value Creation in Platforms -- Value Architecture -- Discovery -- Matching -- Transaction -- Evaluation -- DMTE as a Cycle -- DMTE Diagram -- Platform Utilities -- 4 Network Mobilization -- Strategic Dimensions: Resources and Users -- User Dimension -- Resource Dimension -- Solving the Penguin Problem -- Leverage Existing Resources to Port Users -- Leverage Ecosystem Resources to Port Users -- Develop New Resources to Port Users -- Leverage Existing Resources to Attract Users via Marquees -- Leverage Ecosystem Resources to Attract Users via Marquees -- Develop New Resources to Attract Users via Marquees -- Leverage Existing Resources to Attract New Users -- Leverage Ecosystem Resources to Attract New Users -- Develop New Resources to Attract New Users -- User Attraction Strategies -- Resource Leverage Strategies -- Network Mobilization Strategies -- 5 Pricing and Subsidies -- Subsidy and Money Sides -- Relative Strength of Cross-Side Network Effects Relative Price Sensitivity -- Relative Value Attached to Quality of Products and Services -- Marginal Costs of User Addition -- Relative Differentiation Amongst Users -- Relative Bargaining Power of Complementors -- Pricing Models -- Subscription Pricing Models -- On-Demand Pricing Models -- Razor-Blade and Reverse Razor-Blade Pricing Models -- Freemium Pricing Models -- Auction Pricing Models -- Free Pricing Models -- Pricing and Platform Scale -- 6 Platform Architecture -- Ecosystem Value -- Open and Closed Platforms -- Trade-Offs in Opening Platforms -- Shared and Proprietary Platforms -- Proprietary Platform -- Shared Platform -- Joint Venture Platforms -- Licencing Platforms -- Platform Design in WTA Markets -- Matrix of Platform Architecture -- Platform Architecture and Growth -- Interoperability -- Licencing More Partners for Configuration and Customization -- Opening the Core -- 7 Winner-Takes-All Dynamics -- What Are WTA Markets? -- Strong and Positive Network Effects -- High Multi-homing Costs -- User Preference for Special Features -- Economics of WTA Markets -- Impact of WTA Markets on Complementors -- Coordination Problems -- Tipping/Standardization -- Multiple Equilibria -- Lock-In Costs -- Evolution of WTA Markets -- Pioneer's Dilemma and Penguin Problems -- Subsidization and Monetization -- Pivot Dilemma -- Remora Strategy -- Integration Dilemma -- Relationship Dilemma -- Regulating WTA Markets -- Predatory Pricing -- 8 Platform Competition and Envelopment -- Platform Competition -- Platform Scope -- Breadth and Stickiness of the Complementor Network -- Switching and Multi-homing Costs for Users -- Intermediation Efficiency -- Platform Envelopment -- Follower Advantage -- Staircase Strategies -- Competing Against Envelopment -- Mitigating Envelopment -- Racing (to Acquire Customers) -- IP Protection -- Caging of Customers Managing Multi-platform Bundles -- 9 Complementary Business Models -- Dominant Business Models -- Multi-sided Platforms -- Servitization and SaaS -- Clusters -- Communities and Networks -- Ecosystems -- Combined Business Models -- MSPs and SaaS -- MSPs and Communities -- MSPs and Clusters -- MSPs and Ecosystems -- 10 Contemporary Issues in Platforms -- Social Impact of Platforms -- Content -- Data -- Competition -- Platform Governance -- Platforms as Marketplaces, Gatekeepers, and Editors -- The Problem of Many Hands -- Platforms in Contestable Markets -- The Rise of Platform Conglomerates-FANGAM -- Platforms in Multi-market Competition -- Platforms and International Regulations -- Conclusion Erscheint auch als Druck-Ausgabe Srinivasan, R. Platform Business Models for Executives Singapore : Springer,c2023 9789819949090 |
| spellingShingle | Srinivasan, R. Platform Business Models for Executives Intro -- Preface -- Contents -- About the Author -- 1 Introduction -- What Are Business Models? -- Models -- Business Models -- Platform Business Models -- Single- and Multi-sided Platforms -- Network Effects -- Platforms Make Markets Efficient -- Platform Roles -- Platforms as Networks -- Complementarity, Compatibility, and Standards -- Consumption Externalities -- Switching Costs and Lock-In -- Significant Economies of Scale -- Platforms as Ecosystems -- Key Platform Decisions -- 2 Network Effects -- Externalities, Network Externalities, and Network Effects -- Defining Network Effects -- Same-Side and Cross-Side Network Effects -- Positive and Negative Network Effects -- Properties of Network Effects -- Strength of Network Effects -- Direction of Network Effects -- Nonlinearity of Network Effects -- Leveraging Networks for Growth -- Coring -- Tipping -- Products, Services, and Platforms -- 3 Value Creation in Platforms -- Value Architecture -- Discovery -- Matching -- Transaction -- Evaluation -- DMTE as a Cycle -- DMTE Diagram -- Platform Utilities -- 4 Network Mobilization -- Strategic Dimensions: Resources and Users -- User Dimension -- Resource Dimension -- Solving the Penguin Problem -- Leverage Existing Resources to Port Users -- Leverage Ecosystem Resources to Port Users -- Develop New Resources to Port Users -- Leverage Existing Resources to Attract Users via Marquees -- Leverage Ecosystem Resources to Attract Users via Marquees -- Develop New Resources to Attract Users via Marquees -- Leverage Existing Resources to Attract New Users -- Leverage Ecosystem Resources to Attract New Users -- Develop New Resources to Attract New Users -- User Attraction Strategies -- Resource Leverage Strategies -- Network Mobilization Strategies -- 5 Pricing and Subsidies -- Subsidy and Money Sides -- Relative Strength of Cross-Side Network Effects Relative Price Sensitivity -- Relative Value Attached to Quality of Products and Services -- Marginal Costs of User Addition -- Relative Differentiation Amongst Users -- Relative Bargaining Power of Complementors -- Pricing Models -- Subscription Pricing Models -- On-Demand Pricing Models -- Razor-Blade and Reverse Razor-Blade Pricing Models -- Freemium Pricing Models -- Auction Pricing Models -- Free Pricing Models -- Pricing and Platform Scale -- 6 Platform Architecture -- Ecosystem Value -- Open and Closed Platforms -- Trade-Offs in Opening Platforms -- Shared and Proprietary Platforms -- Proprietary Platform -- Shared Platform -- Joint Venture Platforms -- Licencing Platforms -- Platform Design in WTA Markets -- Matrix of Platform Architecture -- Platform Architecture and Growth -- Interoperability -- Licencing More Partners for Configuration and Customization -- Opening the Core -- 7 Winner-Takes-All Dynamics -- What Are WTA Markets? -- Strong and Positive Network Effects -- High Multi-homing Costs -- User Preference for Special Features -- Economics of WTA Markets -- Impact of WTA Markets on Complementors -- Coordination Problems -- Tipping/Standardization -- Multiple Equilibria -- Lock-In Costs -- Evolution of WTA Markets -- Pioneer's Dilemma and Penguin Problems -- Subsidization and Monetization -- Pivot Dilemma -- Remora Strategy -- Integration Dilemma -- Relationship Dilemma -- Regulating WTA Markets -- Predatory Pricing -- 8 Platform Competition and Envelopment -- Platform Competition -- Platform Scope -- Breadth and Stickiness of the Complementor Network -- Switching and Multi-homing Costs for Users -- Intermediation Efficiency -- Platform Envelopment -- Follower Advantage -- Staircase Strategies -- Competing Against Envelopment -- Mitigating Envelopment -- Racing (to Acquire Customers) -- IP Protection -- Caging of Customers Managing Multi-platform Bundles -- 9 Complementary Business Models -- Dominant Business Models -- Multi-sided Platforms -- Servitization and SaaS -- Clusters -- Communities and Networks -- Ecosystems -- Combined Business Models -- MSPs and SaaS -- MSPs and Communities -- MSPs and Clusters -- MSPs and Ecosystems -- 10 Contemporary Issues in Platforms -- Social Impact of Platforms -- Content -- Data -- Competition -- Platform Governance -- Platforms as Marketplaces, Gatekeepers, and Editors -- The Problem of Many Hands -- Platforms in Contestable Markets -- The Rise of Platform Conglomerates-FANGAM -- Platforms in Multi-market Competition -- Platforms and International Regulations -- Conclusion |
| title | Platform Business Models for Executives |
| title_auth | Platform Business Models for Executives |
| title_exact_search | Platform Business Models for Executives |
| title_full | Platform Business Models for Executives |
| title_fullStr | Platform Business Models for Executives |
| title_full_unstemmed | Platform Business Models for Executives |
| title_short | Platform Business Models for Executives |
| title_sort | platform business models for executives |
| work_keys_str_mv | AT srinivasanr platformbusinessmodelsforexecutives |