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Barcelona, Spain • October 29-31, 2015
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Marshall Van Alstyne
Boston University & MIT
marshall@mit.edu
InfoEcon@twitter.com
Platform Shift: How New Biz Models
Are Changing the Shape of Industry
MIT Leading Disruption Nov 18, 2015
2© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
The transition to Internet era firms resembles the transition
to industrial era firms … but for different reasons
@InfoEcon
3© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
InterBrand: Global Brands @InfoEcon
4© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Dominated by Platforms @InfoEcon
5© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Platform Firms Becoming More Important in Economy
3 of top 5 firms in 2015 by market cap.
FIRM MARKET CAP
Apple 627
Exxon Mobile 385
Microsoft 377
Berkshire Hathaway 357
Google 344
@InfoEcon
FIRM MARKET CAP
Apple 635
Google 500
Microsoft 424
Exxon Mobile 333
Berkshire Hathaway 328
6© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Platform Firms Becoming More Important in Economy
% of top 20 firms by market cap since 2001
Percentage of Platform Firms weighted by MKT CAP
(2001-2014)
35%
30%
25%
20%
15%
10%
5%
0%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2014
MKTCAPWeightedPlatform
Firms
@InfoEcon
7© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
InterBrand: Global Brands @InfoEcon
8© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Nike Builds a Biz Platform
9
10
1. Enumerate embeddable features: salty,
citrus, sour, toasted, …
2. Get consumer preferences
3. Match to best recipes
4. Mix new combinations, help users create
& upload, allow ratings, build a
community
How would you create a platform around spice?
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
11
Create a whole geometry of flavor combinations
12© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
The Product Business
Model is Broken
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
13© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
The Product Business Model is Broken
In 2009, BlackBerry had nearly 50% market share in
U.S. mobile, according to IDC. In 2013: 2.1%
2008 2009 2010 2011 2012 2013
50%
40%
30%
20%
10%
0%
@InfoEcon
14© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
1980-2000 Microsoft Platform Beats Apple Product
Apple launched the PC revolution but Microsoft licensed
widely, built a huge developer ecosystem, 6X larger.
@InfoEcon
15© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
How are these Related?
Each Side Attracts More of the Other
eBay Buyers
Uber Riders
Xbox Gamers
Amex CardHolders
Aga Khan Patients
YouTube Viewers
AirBnb Renters
Tesla Car Drivers
Mechanical Turk Jobs
LinkedIn Job Seekers
Upwork Freelancers
Android Users
eBay Sellers
Uber Drivers
Xbox Developers
Amex Merchants
Aga Khan Doctors
YouTube Videographers
AirBnb Rooms
Tesla Charge Stations
Mechanical Turk Laborers
LinkedIn Job Listings
Upwork Project Listings
Android Developers
16© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Network Effects: Users create value for Users
Source: Albert Cañigueral “Platforms are Eating the World” slideshare.net
@InfoEcon
The giants of the Internet era resemble those of the
Industrial era but for the opposite reason.
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
18© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Giants of Supply Side Economies of scale
Electric
Dynamo
1893
Ford Model T
1908
Standard Oil
1909
Acklam Ironworks
1924
Vanderbilt
Colossus of
(Rail) Roads
@InfoEcon
19© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Giants of Demand Side Economies of scale
Social Networks
Windows OS Mobile
Merchant Mkts
@InfoEcon
20© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
$1B+ Platforms by Region
Source: P. Evans, CGE; CB Insights, Capital IQ, CrunchBase, 2015
Private
Public
North America Asia Europe Africa & L. AmericaNorth America Europe Africa & Latin
America
Asia
North America has more platform firms than anywhere else in the world. China, with a large
homogeneous market, is growing fast. Europe, with a more fragmented market, has less than ¼
the value of North America and is not far ahead of developing regions
21© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
In any market with network effects, the focus of
attention must shift from inside to outside the firm.
Reason: You can’t scale network effects inside as
easily as outside.
@InfoEcon
Businesses shift from outbound messaging to
inbound servicing
What Changes :: Marketing
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
23© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Four Decades of Consumer Marketing
1980’s
Segmentation
Source: Rob Cain, CIO Coca Cola Company
Single
Message
1990’s
Individual
Targeting
2000’s
Virality / Social
Influence
2010’s
24© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Four Decades of Consumer Marketing
1980’s
Segmentation Individual
Targeting
Virality / Social
Influence
Single
Message
1990’s 2000’s 2010’s
PUSH / OUTBOUND PULL / INBOUND
Emphasis shifts from employees to contractors,
from internal experts to external crowds, and
from subordinate dictation to community persuasion
What Changes :: Human Resources
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
Instagram sold for
$1B not because of
contributions from 13
employees but from 30
million users
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Platforms: How Change in Industry is Driving Change in Strategy
These sources of value are outside the firm
eBay Buyers
Uber Riders
Xbox Gamers
Amex CardHolders
SAP Enterprise Clients
YouTube Viewers
AirBnb Renters
Tesla Car Drivers
Mechanical Turk Jobs
LinkedIn Job Seekers
Upwork Freelancers
Android Users
eBay Sellers
Uber Drivers
Xbox Developers
Amex Merchants
SAP Developer Network
YouTube Videographers
AirBnb Rooms
Tesla Charge Stations
Mechanical Turk Laborers
LinkedIn Job Listings
Upwork Project Listings
Android Developers
@InfoEcon
Upwork outsources even middle management
Firms are accessing “cloud labor” at the team and
individual level
Hierarchy
@InfoEcon© 2015 Marshall Van Alstyne
Flat Freelance
Shift from valuing assets to also valuing interactions
What Changes :: Finance
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
• Estimate global taxi market
• Estimate market share
• Est. risk adjusted cash flow
• Consider proprietary
methods, barriers to
competition
• Value: $5.9 Billion
Aswath Damodaran: NYU Finance professor, Corporate
Valuation author, Herb Simon Prize.
@InfoEcon
Bill Gurley: Venture Capitalist, OpenTable, Zillow, Uber
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
• All true but overlooking
network effects.
• Prices decline expanding to
rental car market and car
replacement market and
delivery market.
• Oh, BTW, already 3x size in
2009 when Uber started.
• Value: $17 Billion
Source: David Sacks, COO PayPal, CEO Yammer
@InfoEcon
Value creation shifts from internal to external
servicing
What Changes :: Operations & Logistics
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
34© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Value creation inside versus outside
@InfoEcon
35© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Value creation inside versus outside
STEP
1
STEP
2
STEP
3
STEP
…
STEP
N
@InfoEcon
36© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Value creation inside versus outside
DEMAND
PLATFORM
SUPPLY
@InfoEcon
37© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Business Models Can Overlap
Platforms Scale More than Pipes
Dell
Coca Cola
Apple
Samsung
Airbnb
Uber
Founded in 2008, Airbnb operates at global scale:
1M+ listings, 34,000 cities, 180 countries
Identify spare capacity, scale across boundaries
Paris
5,692 listings40,000 listings 8,105 listings
Berlin Sydney
Source: http://tomslee.net/airbnb-data, 2015Courtesy Peter Evans © 2015
API Economy Visualized: Amazon vs Walmart
Walmart
Amazon SNS
Alexa Web Inform
Amazon
Marketplac
e
Amazon
SimpleDB
Amazon Product
Advertising
Amazon
CloudWatch
Amazon
Flexible
Amazon
Redshift
Amazon
SC2
Amazon S3 Amazon
Mechanical
Turk
Amazon
RDSAmazon
DynamoDB
Amazon Queue
Service
Social media / web
Job search / work
E-commerce
Tools / cloud / big data
Payments
API Clusters
Messaging services
Source: Rahul Basole and Peter Evans, with data
from ProgrammableWeb, Center for Global
Enterprise, 2015
Walmart
Amazon
Companies
Enterprise / storage
40© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Walmart vs Amazon growth over 10 years: 12% vs 1516%
Logistics & supply chain squeezing have limits.
External value add is much less limited.
“In 2015, Uber, the world’s largest
taxi company owns no vehicles,
Facebook the world’s most popular
media owner creates no content,
Alibaba the most valuable retailer
has no inventory, and Airbnb the
world’s largest hotelier owns no
real estate.”
Tom Goodwin, Sr. VP of Strategy Havas Media
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
Platforms Open Themselves to Third Party
Contributions
What Changes :: Innovation
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
“A platform is a system
that can be… adapted to
countless needs and
niches that the platform’s
original developers could
not possibly have
contemplated…”
Mark Andreessen: Venture Capitalist, Netscape
Founder, Board HP, eBay© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Source: “The 3 kinds of Platform you Meet on the Internet” – Sept 16, 2007.
@InfoEcon
44© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
It’s Working when Users do Something You Didn’t Expect
Hay Carrier
Mobile ChurchFlour Mill
Ford Model T
@InfoEcon
45© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
− Open to .com”
Open to developers −
The Rise & Inglorious Fall of MySpace – Business Week 2011
Does Openness Work? @InfoEcon
46© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
 Consider product innovation alone
 Adding 3rd party resources,
innovation occurs at a higher rate
 Even if a platform starts behind, its
value overtakes the product leader
 Shed costs, keep 30% gains!
Why Platforms Beat Products
Time
ValueAdded
Goal shifts from control, entry barriers, and
differentiation to more valuable market exchanges.
What Changes :: Strategy
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
1. Goal is a protected market niche,
emphasizing industry barriers
2. Categories are sharp
3. Weapon is cost leadership or product
differentiation
4. Inimitable resources you own provide
sustained advantage
5. Core competence: focus what you do
best
Porter’s Five Forces & Resource Based View
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
Platform Strategy Differs
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
1. Goal is interactions that yield NW
effects - partner to partner value.
NW effects provide sustainability
@InfoEcon
Platform Strategy Differs
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
1. Goal is interactions that yield NW
effects - partner to partner value.
NW effects provide sustainability
2. Boundaries can be altered
@InfoEcon
Platform Strategy Differs
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
1. Goal is interactions that yield NW
effects - partner to partner value.
NW effects provide sustainability
2. Boundaries can be altered
3. Competition is multi-layered,
more like 3D chess.
@InfoEcon
Platform Strategy Differs
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Owned / inimitable
resources
Profits increase when
others add to platform’s
Long Tail
You don’t need to
own this
1. Goal is interactions that yield NW
effects - partner to partner value.
NW effects provide sustainability
2. Boundaries can be altered
3. Competition is multi-layered,
more like 3D chess.
4. Don’t need to own inimitable
resources. Have them join you!
53© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
 Finance
Shareholder Value  Stakeholder Value
Incorporate network effects
 Human Resources
Internal Employees 
External communities
 R&D
Experts & Specialized departments 
Crowdsourcing & Open Innovation
 Strategy
Entry Barriers & Inimitable Resources 
Ecosystem husbandry & Long Tail
 Marketing
Push  Pull, Outbound  Inbound
 IT
Back Office (ERP)  Front Office
(CRM)  Out-of-Office (Social & Big
Data)
 Operations & Logistics
Uber: biggest taxi company, no taxis,
Airbnb (biggest accommodations but
no real estate), Facebook (biggest
media firm but creates no content),
Alibaba (biggest merchant but has no
inventory)
Network Effects & Inverting the Firm Changes… @InfoEcon
© 2014 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Services
Protected by Credentialing, Complexity, Regulation & Hard Assets
Consumer
Goods
Home Goods Automotive
Conslt: Eden MacC
Labor : oDesk
$$$: eToro, Kickstr
News : Twitter
Insurance : ?
Law : LegalZoom
Education : edX
Art & Craft : Etsy
Apparel:Lee & Fung
Shirts : Threadless
Shoes : Nike Fuel
Watches : Apple
Thermostat : Nest
Lighting : Philips
Appliance : Haier
Rides : Uber
Cars : 3d Printed
Cars : Mercedes
Info & Tech
Games : Nintendo
Cloud : AWS
Search : Google
OS : MS Windows
Maps : Google APIs
PDF : Adobe
Movies : Netflix
© 2014 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Food & Agri
Protected by Credentialing, Complexity, Regulation & Hard Assets
Crop Yield : IBM
Spices : McCormick
Government
Farming : eChoupal City : Singapore
Medicine
Devices : Biomet
MRI : Cohealo
Healthcare:Harvard
Heavy
Industry
Tractors : Hitachi
Engines : GE Predix
Energy &
Mining
Mining : Gold Corp
Utility : EnerNOC
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
• Incandescent light bulb
• Edison patent filed 1878
• Same bulb 137 years later
• Energy efficiency < 5%
• Retail price $0.40
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
• Blue Ocean product strategy
• Compact fluorescent
efficiency 11%
• LED luminous efficiency 15%
• Multicolor programmable
• Retail price $4 - $40
58© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
IoT Platform Strategy: Data, Sensors, Open Ecosystem
• Offer Wii, Bluetooth, or LiFi
• Security alert – intruder or
toddler wondering onto street
• Bundle energy demand, sell
demand management to utility
• Time for grandma’s medication
• Voice Commands:
o “I’ve fallen and I can’t get up”
o Remind John to take out garbage
Can give away $4-40 bulbs and charge for servicesTry selling $4 bulb when competitor gives away $40 bulb free
What’s Next?
© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
@InfoEcon
60© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
City as Platform
61© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Energy/Smart Grid as Platform
62© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Education as Platform
63© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Healthcare as Platform
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 Traditi’l 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: February 2016 (click to pre-order on Amazon)
65© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
Build your community. Build with Information.
Thank you
@InfoEcon
THANK YOU
QUESTIONS & DISCUSSION
© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
marshall@mit.edu
Twitter: @InfoEcon
Find research HERE. Find blog posts HERE.

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Platforms: How Change in Industry is Driving Change in Strategy

  • 1. Barcelona, Spain • October 29-31, 2015 © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Marshall Van Alstyne Boston University & MIT marshall@mit.edu InfoEcon@twitter.com Platform Shift: How New Biz Models Are Changing the Shape of Industry MIT Leading Disruption Nov 18, 2015
  • 2. 2© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com The transition to Internet era firms resembles the transition to industrial era firms … but for different reasons @InfoEcon
  • 3. 3© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com InterBrand: Global Brands @InfoEcon
  • 4. 4© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Dominated by Platforms @InfoEcon
  • 5. 5© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Platform Firms Becoming More Important in Economy 3 of top 5 firms in 2015 by market cap. FIRM MARKET CAP Apple 627 Exxon Mobile 385 Microsoft 377 Berkshire Hathaway 357 Google 344 @InfoEcon FIRM MARKET CAP Apple 635 Google 500 Microsoft 424 Exxon Mobile 333 Berkshire Hathaway 328
  • 6. 6© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Platform Firms Becoming More Important in Economy % of top 20 firms by market cap since 2001 Percentage of Platform Firms weighted by MKT CAP (2001-2014) 35% 30% 25% 20% 15% 10% 5% 0% 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2014 MKTCAPWeightedPlatform Firms @InfoEcon
  • 7. 7© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com InterBrand: Global Brands @InfoEcon
  • 8. 8© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Nike Builds a Biz Platform
  • 9. 9
  • 10. 10 1. Enumerate embeddable features: salty, citrus, sour, toasted, … 2. Get consumer preferences 3. Match to best recipes 4. Mix new combinations, help users create & upload, allow ratings, build a community How would you create a platform around spice? © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
  • 11. 11 Create a whole geometry of flavor combinations
  • 12. 12© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com The Product Business Model is Broken © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 13. 13© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com The Product Business Model is Broken In 2009, BlackBerry had nearly 50% market share in U.S. mobile, according to IDC. In 2013: 2.1% 2008 2009 2010 2011 2012 2013 50% 40% 30% 20% 10% 0% @InfoEcon
  • 14. 14© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com 1980-2000 Microsoft Platform Beats Apple Product Apple launched the PC revolution but Microsoft licensed widely, built a huge developer ecosystem, 6X larger. @InfoEcon
  • 15. 15© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com How are these Related? Each Side Attracts More of the Other eBay Buyers Uber Riders Xbox Gamers Amex CardHolders Aga Khan Patients YouTube Viewers AirBnb Renters Tesla Car Drivers Mechanical Turk Jobs LinkedIn Job Seekers Upwork Freelancers Android Users eBay Sellers Uber Drivers Xbox Developers Amex Merchants Aga Khan Doctors YouTube Videographers AirBnb Rooms Tesla Charge Stations Mechanical Turk Laborers LinkedIn Job Listings Upwork Project Listings Android Developers
  • 16. 16© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Network Effects: Users create value for Users Source: Albert Cañigueral “Platforms are Eating the World” slideshare.net @InfoEcon
  • 17. The giants of the Internet era resemble those of the Industrial era but for the opposite reason. © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 18. 18© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Giants of Supply Side Economies of scale Electric Dynamo 1893 Ford Model T 1908 Standard Oil 1909 Acklam Ironworks 1924 Vanderbilt Colossus of (Rail) Roads @InfoEcon
  • 19. 19© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Giants of Demand Side Economies of scale Social Networks Windows OS Mobile Merchant Mkts @InfoEcon
  • 20. 20© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com $1B+ Platforms by Region Source: P. Evans, CGE; CB Insights, Capital IQ, CrunchBase, 2015 Private Public North America Asia Europe Africa & L. AmericaNorth America Europe Africa & Latin America Asia North America has more platform firms than anywhere else in the world. China, with a large homogeneous market, is growing fast. Europe, with a more fragmented market, has less than ¼ the value of North America and is not far ahead of developing regions
  • 21. 21© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com In any market with network effects, the focus of attention must shift from inside to outside the firm. Reason: You can’t scale network effects inside as easily as outside. @InfoEcon
  • 22. Businesses shift from outbound messaging to inbound servicing What Changes :: Marketing © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 23. 23© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Four Decades of Consumer Marketing 1980’s Segmentation Source: Rob Cain, CIO Coca Cola Company Single Message 1990’s Individual Targeting 2000’s Virality / Social Influence 2010’s
  • 24. 24© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Four Decades of Consumer Marketing 1980’s Segmentation Individual Targeting Virality / Social Influence Single Message 1990’s 2000’s 2010’s PUSH / OUTBOUND PULL / INBOUND
  • 25. Emphasis shifts from employees to contractors, from internal experts to external crowds, and from subordinate dictation to community persuasion What Changes :: Human Resources © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 26. Instagram sold for $1B not because of contributions from 13 employees but from 30 million users © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com
  • 28. These sources of value are outside the firm eBay Buyers Uber Riders Xbox Gamers Amex CardHolders SAP Enterprise Clients YouTube Viewers AirBnb Renters Tesla Car Drivers Mechanical Turk Jobs LinkedIn Job Seekers Upwork Freelancers Android Users eBay Sellers Uber Drivers Xbox Developers Amex Merchants SAP Developer Network YouTube Videographers AirBnb Rooms Tesla Charge Stations Mechanical Turk Laborers LinkedIn Job Listings Upwork Project Listings Android Developers @InfoEcon
  • 29. Upwork outsources even middle management Firms are accessing “cloud labor” at the team and individual level Hierarchy @InfoEcon© 2015 Marshall Van Alstyne Flat Freelance
  • 30. Shift from valuing assets to also valuing interactions What Changes :: Finance © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 31. © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com • Estimate global taxi market • Estimate market share • Est. risk adjusted cash flow • Consider proprietary methods, barriers to competition • Value: $5.9 Billion Aswath Damodaran: NYU Finance professor, Corporate Valuation author, Herb Simon Prize. @InfoEcon
  • 32. Bill Gurley: Venture Capitalist, OpenTable, Zillow, Uber © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com • All true but overlooking network effects. • Prices decline expanding to rental car market and car replacement market and delivery market. • Oh, BTW, already 3x size in 2009 when Uber started. • Value: $17 Billion Source: David Sacks, COO PayPal, CEO Yammer @InfoEcon
  • 33. Value creation shifts from internal to external servicing What Changes :: Operations & Logistics © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 34. 34© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Value creation inside versus outside @InfoEcon
  • 35. 35© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Value creation inside versus outside STEP 1 STEP 2 STEP 3 STEP … STEP N @InfoEcon
  • 36. 36© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Value creation inside versus outside DEMAND PLATFORM SUPPLY @InfoEcon
  • 37. 37© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Business Models Can Overlap Platforms Scale More than Pipes Dell Coca Cola Apple Samsung Airbnb Uber
  • 38. Founded in 2008, Airbnb operates at global scale: 1M+ listings, 34,000 cities, 180 countries Identify spare capacity, scale across boundaries Paris 5,692 listings40,000 listings 8,105 listings Berlin Sydney Source: http://tomslee.net/airbnb-data, 2015Courtesy Peter Evans © 2015
  • 39. API Economy Visualized: Amazon vs Walmart Walmart Amazon SNS Alexa Web Inform Amazon Marketplac e Amazon SimpleDB Amazon Product Advertising Amazon CloudWatch Amazon Flexible Amazon Redshift Amazon SC2 Amazon S3 Amazon Mechanical Turk Amazon RDSAmazon DynamoDB Amazon Queue Service Social media / web Job search / work E-commerce Tools / cloud / big data Payments API Clusters Messaging services Source: Rahul Basole and Peter Evans, with data from ProgrammableWeb, Center for Global Enterprise, 2015 Walmart Amazon Companies Enterprise / storage
  • 40. 40© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Walmart vs Amazon growth over 10 years: 12% vs 1516% Logistics & supply chain squeezing have limits. External value add is much less limited.
  • 41. “In 2015, Uber, the world’s largest taxi company owns no vehicles, Facebook the world’s most popular media owner creates no content, Alibaba the most valuable retailer has no inventory, and Airbnb the world’s largest hotelier owns no real estate.” Tom Goodwin, Sr. VP of Strategy Havas Media © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 42. Platforms Open Themselves to Third Party Contributions What Changes :: Innovation © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 43. “A platform is a system that can be… adapted to countless needs and niches that the platform’s original developers could not possibly have contemplated…” Mark Andreessen: Venture Capitalist, Netscape Founder, Board HP, eBay© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Source: “The 3 kinds of Platform you Meet on the Internet” – Sept 16, 2007. @InfoEcon
  • 44. 44© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com It’s Working when Users do Something You Didn’t Expect Hay Carrier Mobile ChurchFlour Mill Ford Model T @InfoEcon
  • 45. 45© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com − Open to .com” Open to developers − The Rise & Inglorious Fall of MySpace – Business Week 2011 Does Openness Work? @InfoEcon
  • 46. 46© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com  Consider product innovation alone  Adding 3rd party resources, innovation occurs at a higher rate  Even if a platform starts behind, its value overtakes the product leader  Shed costs, keep 30% gains! Why Platforms Beat Products Time ValueAdded
  • 47. Goal shifts from control, entry barriers, and differentiation to more valuable market exchanges. What Changes :: Strategy © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 48. 1. Goal is a protected market niche, emphasizing industry barriers 2. Categories are sharp 3. Weapon is cost leadership or product differentiation 4. Inimitable resources you own provide sustained advantage 5. Core competence: focus what you do best Porter’s Five Forces & Resource Based View © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 49. Platform Strategy Differs © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com 1. Goal is interactions that yield NW effects - partner to partner value. NW effects provide sustainability @InfoEcon
  • 50. Platform Strategy Differs © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com 1. Goal is interactions that yield NW effects - partner to partner value. NW effects provide sustainability 2. Boundaries can be altered @InfoEcon
  • 51. Platform Strategy Differs © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com 1. Goal is interactions that yield NW effects - partner to partner value. NW effects provide sustainability 2. Boundaries can be altered 3. Competition is multi-layered, more like 3D chess. @InfoEcon
  • 52. Platform Strategy Differs © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Owned / inimitable resources Profits increase when others add to platform’s Long Tail You don’t need to own this 1. Goal is interactions that yield NW effects - partner to partner value. NW effects provide sustainability 2. Boundaries can be altered 3. Competition is multi-layered, more like 3D chess. 4. Don’t need to own inimitable resources. Have them join you!
  • 53. 53© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com  Finance Shareholder Value  Stakeholder Value Incorporate network effects  Human Resources Internal Employees  External communities  R&D Experts & Specialized departments  Crowdsourcing & Open Innovation  Strategy Entry Barriers & Inimitable Resources  Ecosystem husbandry & Long Tail  Marketing Push  Pull, Outbound  Inbound  IT Back Office (ERP)  Front Office (CRM)  Out-of-Office (Social & Big Data)  Operations & Logistics Uber: biggest taxi company, no taxis, Airbnb (biggest accommodations but no real estate), Facebook (biggest media firm but creates no content), Alibaba (biggest merchant but has no inventory) Network Effects & Inverting the Firm Changes… @InfoEcon
  • 54. © 2014 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Services Protected by Credentialing, Complexity, Regulation & Hard Assets Consumer Goods Home Goods Automotive Conslt: Eden MacC Labor : oDesk $$$: eToro, Kickstr News : Twitter Insurance : ? Law : LegalZoom Education : edX Art & Craft : Etsy Apparel:Lee & Fung Shirts : Threadless Shoes : Nike Fuel Watches : Apple Thermostat : Nest Lighting : Philips Appliance : Haier Rides : Uber Cars : 3d Printed Cars : Mercedes Info & Tech Games : Nintendo Cloud : AWS Search : Google OS : MS Windows Maps : Google APIs PDF : Adobe Movies : Netflix
  • 55. © 2014 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Food & Agri Protected by Credentialing, Complexity, Regulation & Hard Assets Crop Yield : IBM Spices : McCormick Government Farming : eChoupal City : Singapore Medicine Devices : Biomet MRI : Cohealo Healthcare:Harvard Heavy Industry Tractors : Hitachi Engines : GE Predix Energy & Mining Mining : Gold Corp Utility : EnerNOC
  • 56. © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com • Incandescent light bulb • Edison patent filed 1878 • Same bulb 137 years later • Energy efficiency < 5% • Retail price $0.40
  • 57. © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com • Blue Ocean product strategy • Compact fluorescent efficiency 11% • LED luminous efficiency 15% • Multicolor programmable • Retail price $4 - $40
  • 58. 58© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com IoT Platform Strategy: Data, Sensors, Open Ecosystem • Offer Wii, Bluetooth, or LiFi • Security alert – intruder or toddler wondering onto street • Bundle energy demand, sell demand management to utility • Time for grandma’s medication • Voice Commands: o “I’ve fallen and I can’t get up” o Remind John to take out garbage Can give away $4-40 bulbs and charge for servicesTry selling $4 bulb when competitor gives away $40 bulb free
  • 59. What’s Next? © 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com @InfoEcon
  • 60. 60© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com City as Platform
  • 61. 61© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Energy/Smart Grid as Platform
  • 62. 62© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Education as Platform
  • 63. 63© 2015 Parker, Van Alstyne & ChoudaryTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Healthcare as Platform
  • 64. 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 Traditi’l 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: February 2016 (click to pre-order on Amazon)
  • 65. 65© 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com Build your community. Build with Information. Thank you @InfoEcon
  • 66. THANK YOU QUESTIONS & DISCUSSION © 2015 Parker & Van AlstyneTwitter: @InfoEcon :: marshall@mit.edu :: PlatformEconomics.com marshall@mit.edu Twitter: @InfoEcon Find research HERE. Find blog posts HERE.

Notas del editor

  1. Open Group July 21, 2014
  2. Kodak 145,300 people, $30B market Cap Instagram 13 people, $1B market Cap (now $35B) (Kodak more than 11,000 x as many people!) Toyota: 339,000 people, $210B market Cap Uber 163,000 active drivers (at least 4 rides/ week). Over 330,000 since inception. Crunchbase ~ $5k employees Great Wave of Kanagawa 1830-33
  3. Coca Cola >= $3B+ global $565.1 US Google $569M US,
  4. Others include blogspot, baidu & wikipedia http://internet-map.net/
  5. Market caps as of January 20, 2015
  6. Go from building a “better shoe” to building a “better you.”
  7. NOT stupid people, Each company made right decision by old business model. Under their world view, it used to be the right business model (use also for Sony)
  8. The goal is more matches and more transactions volume creating more customer value.
  9. Ford Model T 1908-27 Locomotives 1860s William Henry Vanderbilt Collosus of (rail) roads 1879 Westinghouse dynamo 1893 Blast furnace Acklam Ironworks Middlesborough 1924 Rockefeller Standard Oil (Linden, US), Royal Dutch Shell (Netherlands)
  10. Bill Gates for OS Dick Costolo (joined later) Jack Ma - Alibaba WeChat / Tencent / QQ– Ma Huateng worth 12B+ Mark Zuckerberg – more people than China Professional Networks – LinkedIn, Reed Hoffman Mobile operating systems – Android, Brin & Page Taxi Service – Uber, Kalnikov Hotels – Airbnb, (team) Android
  11. Lightbulb lasts longer than your lease. Why would you buy?!?
  12. Uber 163,000 active drivers (at least 4 rides/ week). Over 330,000 since inception. 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
  13. Price to max network value capture NOT individual value capture
  14. Price to max network value capture NOT individual value capture
  15. The goal is more matches and more transactions volume creating more customer value.
  16. Siemens should become Airbnb of expensive medical equipment like MRIs that have a 47% utilization rate
  17. Lightbulb lasts longer than your lease. Why would you buy?!?
  18. Gillette razor is only the traditional value chain Apple uses both the traditional and platform value network Airbnb uses only the platform value network
  19. Gillette razor is only the traditional value chain Apple uses both the traditional and platform value network Airbnb uses only the platform value network
  20. Siemens should become Airbnb of expensive medical equipment like MRIs that have a 47% utilization rate
  21. Note: Today, there are over 10,900+ APIs, 6,000+ mashups, across 100's of categories ranging from search and e-commerce to transportation, tools, and enterprise. This visualization has been filtered to focus only on core APIs. The results in roughly 4,000 APIs or 37 percent of the total presented.
  22. Honk Honk Catch a Taxi
  23. While Facebook focused on creating a robust platform that allowed outside developers to build new applications, Myspace did everything itself.
  24. Can replace OS but as Judge Jackson says “can’t replace 60,000 apps” These are 60,000 barriers to entry. Best example of switching sides: Salesforce couldn’t compete with Oracle & SAP so used innovations of customers to create AppExchange. Much higher performing stock! NOT just cloud but cloud plus network effects.
  25. Competition starts with platform to platform as with Sony PlayStation versus Microsoft xBox Competition also concerns multi-homing. You prefer that your best apps are not available on competitor’s platforms. You also worry about competition among suppliers. Enhance their investments with category exclusivity Partners also compete with the platform itself. Developers for Microsoft Windows had a love / hate relationship. The ecosystem is huge but Microsoft appropriated browsing, streaming audio, multithreading
  26. Doesn’t even include IT industries – too easy (almost pure info goods) Services would include Uber & Airbnb
  27. Doesn’t even include IT industries – too easy (almost pure info goods) Services would include Uber & Airbnb
  28. Lightbulb lasts longer than your lease. Why would you buy?!? Luminous Efficiency https://en.wikipedia.org/wiki/Luminous_efficacy#Lighting_efficiency
  29. Already have WiFi or Bluetooth to communicate Can turn on/off motion sensor to save power Change temp to 65 & Order pizza Remind my son to take out the garbage. If he’s still playing games after three reminders, kill the internet in his room.
  30. Source: Wikipedia Solar Energy
  31. Robert Pinsky – US Poet Laureate © 2012 Yuko Shimizu, FastCompany (seated crowd) © 2012 Tomi Um, MIT Technology Review (laptop diplomas)
  32. Hokusai The Great Wave 1830-33 was 36 views of Mt Fuji, Judy Kirpich 1981 poster for VM software
  33. With a little help from my friends http://www.youtube.com/watch?v=jBDF04fQKtQ about frame 2.16