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Companies as diverse as Apple, Facebook, and Uber all have transformed industries through platform business models. But the increasing popularity of platform strategies masks a difficult truth: Such strategies are hard to execute well — and are prone to several common pitfalls.
Next-generation technology provides users with new, advanced functionality that often renders the past technology obsolete, opening a window of opportunity for challengers. Major benefits can accrue to technology leaders, but for platform technologies that require complementary innovation from external complementors to create value for users, those benefits are limited by the difficulty of securing complements. The focus of this article is on the value users derive from the variety and quality of platform complements and its impact on leaders' performance over time relative to followers. The article shows that next-generation platform leaders that build in-house complements and encourage broader participation by external complementors can enhance platform value to users at early market stages. Yet, later on, when the market has taken off, continuing to leverage these strategies will negatively affect the variety and quality of their complements, constraining their growth capacity and performance relative to followers. Leaders may thus lock themselves into suboptimal performance patterns and eventually fall behind their followers. The analysis provided herein offers new insights about what drives platform competition by highlighting the challenges platform leaders face, particularly in the growth stage of a platform's market evolution, and the critical role played by complement quality in shaping platform competition over time. Wohlgezogen, and seminar participants at the London Business School 2012 Sumantra Ghoshal Strategy Conference, Esade Business School, IE University, for their helpful feedback on earlier drafts of the article and two anonymous reviewers and associate editor Anne Parmigiani for their valuable comments and suggestions. All limitations are my own. I am indebted to Juan Santaló for his constant and valuable support in the early development of this project and to the PhD Program and Strategy Department of IE Business School for generous funding support of data collection.
2013
"Because the literature on platform competition emphasizes the role of network effects, it prescribes rapidly expanding a network of platform users and complementary applications to capture entire markets. We challenge the unconditional logic of a winner-take-all (WTA) approach by empirically analyzing the dominant strategies used to build and position platform systems in the U.S. video game industry. We show that when platform firms pursue two popular WTA strategies concurrently and with equal intensity––growing the number and variety of applications while also securing a larger fraction of those applications with exclusivity agreements––it diminishes the benefits of each strategy to the point that lowers platform performance. We also show that a differentiation strategy based on distinctive positioning improves a platform’s performance only when a platform system is highly distinctive relative to its rivals. Our results suggest that platform competition is shaped by important strategic tradeoffs, and that the WTA approach will not be universally successful."
Two-sided platform markets such as videogame systems, smartphones, and tablets are influenced by indirect network effects (Armstrong, 2003; Rochet & Tirole, 2003, 2006): users tend to adopt the platform that offers a wide variety of content, while content providers tend to support the platform with a large user installed base. In addition to variety, users derive value from higher quality content. Because content quality depends on third-party providers, or complementors, platform owners cannot directly control such quality and can only induce it indirectly. We develop a theoretical model to gain a better understanding of the links between a platform's and developers' strategies, as well as the effect of (within-platform) competition among developers.
PhD Thesis, University of Amsterdam, 2011
The aim of this book is to deconstruct, theorize and critique the development and circulation of console games. With the launch of the Xbox 360 (2005) and the Playstation 3 (2006), the advent of the seventh console cycle afforded a new type of cultural commodity: The 'next gen' Triple-A videogame. It is argued that the Triple-A game's commodity form, also known as the blockbuster game, hit game, or core game, is emblematic for a specific modality of cultural production in the game industry. Drawing on political economy, critical theory, media economics and innovation studies, this book theorizes how the forces of capitalism shape the console game's commodity form, how Triple-A games work as products and which purpose they serve for game publishers and platform owners Microsoft and Sony. The book investigates how the blockbuster game is institutionally embedded, how game software is integrated with game hardware and how the commodity form is at the same time culturally defined and shaped both by consumer and industry practices.
This book chapter challenges the egalitarian notion of the app economy as a ‘many-to-many’ model. Rather, the lure of accessibility functions in a similar way as the American Dream. The app economy holds great riches indeed and appears to offer great wealth for those who are willing to work hard. That said, drawing on critical political economic theory, I offer a comparative analysis with console game development and contend that the mobile segment should be considered as a ‘few-to-many’ model. A handful of superstars camouflage the inherent power asymmetries and the strong winner-take-all dynamic constituting the political economy of the information economy.
This thesis proposes a new model for online platforms for independent films. Today, platforms such as Netflix, iTunes, and YouTube are in the face of major industry challenges: more competitors are entering the market; consumers are demanding more diverse content and higher quality service; and cost of content acquisition keeps increasing. In addition, the independent film industry has a fragmented value chain, which makes it challenging for filmmakers to fund and distribute their films. By applying the platforms framework proposed by Prof. Annabelle Gawer, as well as the “coring and tipping” strategy outlined by Prof. Gawer and Prof. Cusumano, the analysis in this paper shows that a company can become a platform leader by integrating two sides of the value chain: distribution and funding. This strategy will incentivize filmmakers and distributors to use the platform instead of competitors; and it will solve the problem of industry fragmentation. This model can also give the platform access to new data on its consumers’ preferences; and enable it to acquire films in its early stages at a lower cost.
Media Culture & Society, 2018
Facebook's usage has reached a point that the platform's infrastructural ambitions are to be taken very seriously. To understand the company's evolution in the age of mobile media, we critically engage with the political economy of platformization. This article puts forward a conceptual framework and methodological apparatus to study Facebook's economic growth and expanding platform boundaries in the mobile ecosystem through an analysis of the Facebook Messenger app. Through financial and institutional analysis, we examine Messenger's business dimension and draw on platform studies and information systems research to survey its technical dimension. By retracing how Facebook, through Messenger, operationalizes platform power, this article attempts to bridge the gap between these various disciplines by demonstrating how platforms emerge and how their apps may evolve into platforms of their own, thereby gaining infrastructural properties. It is argued that Messenger functions as a 'platform instance' that facilitates transactions with a wide range of institutions within the boundaries of the app and far beyond.
Routledge Handbook of the Archaeology of Indigenous-Colonial Interaction in the Americas, 2021
International Scientific Conference „Educational Programs the Future of World Cultural and Natural Heritage - 50 years /1972-2022/ of the Convention concerning the Protection of World Cultural and Natural Heritage“, University of Belgrade - Faculty of Architecture, Belgrade, 2023
Этнография, № 2 (24), 2024
Revista Brasileira de Ciências Sociais, 2018
Corrosion Reviews, 2019
Journal of Physics B: Atomic, Molecular and Optical Physics, 2020
International Journal of Bio-Medical Informatics and e-Health, 2022
Journal of Applied Physics
Saudi Journal of Civil Engineering
Data in Brief, 2024