Platform business models for executives / R. Srinivasan.
Srinivasan, R., Prof.
2023
HD9999.M782
Available Online

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Title Platform business models for executives / R. Srinivasan.
Author Srinivasan, R., Prof.
Edition Second edition.
ISBN 9789819949106
9819949106
9819949092
9789819949090
DOI https://doi.org/10.1007/978-981-99-4910-6
Publication Details Singapore : Springer, 2023.
Language English
Description 1 online resource (xi, 146 pages) : illustrations (chiefly color).
Item Number 10.1007/978-981-99-4910-6 doi
Call Number HD9999.M782
Dewey Decimal Classification 658.4/012
Summary This book takes a practice approach to studying platform business models. Drawing from the growing academic literature as well as the practice world, this book intends to provide a framework for analysing platform business firms. Leveraging on the early literature on network economics (that was largely analytical) and the popular writing about new organizations, this book takes a strategic perspective. It answers the five big strategy questions about platform business firms: a. What are platform business models, and how are they different from others; b. How do platform business firms operate, and what value do they create? To whom and how; c. What are those resources that platforms possess and leverage to create and sustain their competitive advantage over others; d. Why and how are they successful? Why do they perform differently from others? What metrics of performance should we use to study and analyse their performance; e. Is this business model sustainable? What determines the longevity of such firms? What are the regulatory and social challenges that these platform business firms face? How do regulators and the larger society manage the disproportionate power distribution among such firms? The book is strategic in nature and highlights the resources defining the strategies of successful platform business firms. In doing so, it provides a field guide for entrepreneurs and managers embarking on building a platform, by providing a portfolio of decisions to make. Though the frameworks could be generalized, the book focuses on platform businesses, rather than societal platforms. With a few extensions, it is possible that these frameworks could be easily applied to non-profit and or social enterprises as well.
Note Description based upon print version of record.
Access Note Access limited to authorized users.
Series Management for professionals.
Available in Other Form Platform Business Models for Executives
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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

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