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Open / Closed Platform Strategies:How, When & Why,[object Object],Geoffrey Parker,[object Object],Freeman School of Business, Tulane,[object Object],gparker@tulane.edu,[object Object],Marshall Van Alstyne,[object Object],Boston University & MIT,[object Object],mva@bu.edu,marshall@mit.edu,[object Object]
MVA Information Economics Research,[object Object],Platforms &,[object Object],Network Effects,[object Object],Communications,[object Object],Markets,[object Object],Information &,[object Object],Productivity,[object Object],Economics of,[object Object],IP,[object Object]
Why we are here today,[object Object],How can firms such as IBM, AT&T and others create  nonlinear ,[object Object],shareholder value from platforms in ways that Apple, Google, ,[object Object],Facebook and Salesforce.com do?,[object Object]
1981-1997 Microsoft beats Apple,[object Object],Apple launched the personal computer market but Microsoft licensed widely, building a huge developer ecosystem. By the time of the antitrust trial, Microsoft had more than 6 times the number of developers.,[object Object],© 2011 Parker & Van Alstyne,[object Object]
Apple 1996,[object Object],Michael Dell “I’d shut it down and give the money back to the shareholders.”,[object Object]
Apple 2000,[object Object]
Apple passes Microsoft May 26, 2010,[object Object],Using a platform strategy, Apple becomes the most valuable tech firm in the US, representing $310Bn to Microsoft’s $204Bn. Chart shows % growth.,[object Object],© 2011 Parker & Van Alstyne,[object Object]
Technology Smackdown,[object Object]
9,[object Object],Google vs. Microsoft,[object Object],vs. Apple,[object Object]
Technology Smackdown,[object Object]
11,[object Object],Technology Smackdown,[object Object]
12,[object Object],Network vs Computer,[object Object],Network as the Computer,[object Object],Computer as the Network,[object Object]
Managerial Implications,[object Object],Understand: Winners in a platform market generally                 have the “best” platform strategy, not necessarily                        the “best” product,[object Object],Best platform?,[object Object],Open (but not too open) interfaces,[object Object],Modular architectures (easy to build on/extend),[object Object],Compelling complements (generally result of vibrant ecosystem),[object Object],Best product?  Best standalone value proposition, but while starting here is good, usually not enough to win a platform market,[object Object],Decision for YOU and IBM: product strategies or platform strategies?,[object Object],13,[object Object],Source: Cusumano 2011,[object Object]
Agenda,[object Object],Understanding platforms   ,[object Object],Externalities and network effects in ecosystems,[object Object],Winner-Take-All,[object Object],Elements of platform strategy,[object Object],Choke points and platform evolution,[object Object],Pla,[object Object]
Ongoing Platform Battlegrounds,[object Object],15,[object Object]
16,[object Object],Platform Definition,[object Object],A foundation technology or set of components (could also be a service) used beyond a single firm ,[object Object],Allows multiple parties (“market sides”) to transact across the platform,[object Object],Value of the platform may increase non-linearly with more users – depends on strength of network effects.,[object Object]
Platform Examples,[object Object],Desktop OS: Unix, Mac, Windows,[object Object],PDAs: Palm, Psion, Newton,[object Object],Game Consoles: Wii, Xbox, Playstation,[object Object],Network Switches: Cisco, IBM, HP,[object Object],Multimedia: Adobe/Flash, MS/Silverlight, Google-Apple/HTML5 ,[object Object],Payment Systems: Paypal, Google Checkout, Visa, Apple, Mobile Felica,[object Object],Mobile Devices: iPhone, Android, Symbian, Blackberry,[object Object],Enterprise Systems: Salesforce, Oracle, i2, IBM, SAP,[object Object],Social Networks: Facebook, MySpace, LinkedIn, Monster, Twitter,[object Object],Batteries: Sony, Panasonic, Sanyo, A123,[object Object],Web Search: Google, Bing+Yahoo!, Baidu,[object Object],Ebooks: Amazon, iPad, Nook, Sony,[object Object],Smart Grids: IBM etc.,[object Object],Health Care: Microsoft, WebMD, IBM etc.,[object Object]
Agenda,[object Object],Understanding platforms   ,[object Object],Externalities and network effects in ecosystems,[object Object],Winner-Take-All Effect,[object Object],Elements of platform strategy,[object Object],Choke points and platform evolution,[object Object],AT&T Platforms: Breakout exercise,[object Object],Pla,[object Object]
19,[object Object],Pop Quiz: What are “network externalities?”,[object Object],Hint: they matter for pricing, winner-take-all markets, and strategy…,[object Object]
20,[object Object],A “network externality” is a demand economy of scale.,[object Object],Examples: phone, fax, IM, email networks.,[object Object]
21,[object Object],Supply vs. Demand Scale Economies,[object Object],Cost Econ of Scale,[object Object],Demand Econ of Scale,[object Object],Demand,[object Object],Demand,[object Object],Supply,[object Object],Supply,[object Object],[object Object]
 Monopolistic supply
 Utilities, Semiconductors
 Often falling avg cost
 Monopolistic supply
 OS, IM, MMOGStandard Goods,[object Object],Price,[object Object],Demand,[object Object],Supply,[object Object],Quantity,[object Object],[object Object]
 More competitive supply
 Oil, Soda, Bread,[object Object]
23,[object Object],Reinterpreting Network Externalities,[object Object],Where is the interaction when your neighbor rents “Lord of the Rings”?,[object Object],In fact, his rental may mean you have to wait!,[object Object]
24,[object Object],Traditional Linear Value Chain,[object Object],Stage 1,[object Object],Stage 2,[object Object],Stage 3,[object Object],$,[object Object],$,[object Object],$,[object Object],Value accumulates from stage to stage,[object Object],Minimal Network Effects,[object Object]
Apple iPod pre-Platform,[object Object],User,[object Object],Content,[object Object],Apple,[object Object],$,[object Object],$,[object Object], Product First Thinking,[object Object],Standard linear value chain ,[object Object], User matches MP3 player to library,[object Object], Minimal network effects,[object Object],© 2011 Parker & Van Alstyne,[object Object]
Apple iPod post-Platform,[object Object],User,[object Object],Content,[object Object],$,[object Object],$,[object Object],Apple,[object Object], Triangular platform supply network,[object Object], Apple owns financial chokepoint,[object Object], Apple matches users to content,[object Object], Stronger network effects,[object Object],© 2011 Parker & Van Alstyne,[object Object]
27,[object Object],A two-sided network has  four network effects,[object Object],Asame-sideeffect for each side, i.e., preference regarding number of other users on own side,[object Object],Across-side effect in each direction, i.e., preference regarding number of users on other side,[object Object],Side 1,[object Object],Side 2,[object Object],$,[object Object],$,[object Object],Platform,[object Object]
28,[object Object],Managing network effects often involvessubsidy; Who should get it?,[object Object]
Pricing,[object Object],Ability to capture cross-side effects,[object Object],Mistake of Netscape,[object Object],See: Eisenmann, Parker, Van Alstyne (2006). “Strategy for Two-Sided Markets,” Harvard Business Review.,[object Object]
Pricing,[object Object],Ability to capture cross-side effects,[object Object],User sensitivity to price & quality,[object Object],Mistake of Netscape,[object Object],Denver vs. Boston real estate markets,[object Object],See: Eisenmann, Parker, Van Alstyne (2006). “Strategy for Two-Sided Markets,” Harvard Business Review.,[object Object]
Pricing,[object Object],Ability to capture cross-side effects,[object Object],User sensitivity to price & quality,[object Object],Value added,[object Object],Mistake of Netscape,[object Object],Denver vs. Boston real estate markets,[object Object],Mistake of 1984 Apple,[object Object],See: Eisenmann, Parker, Van Alstyne (2006). “Strategy for Two-Sided Markets,” Harvard Business Review.,[object Object]
Pricing,[object Object],Ability to capture cross-side effects,[object Object],User sensitivity to price & quality,[object Object],Value added,[object Object],Marginal costs,[object Object],Mistake of Netscape,[object Object],Denver vs. Boston real estate markets,[object Object],Mistake of 1984 Apple,[object Object],Mistake of FreePC,[object Object],See: Eisenmann, Parker, Van Alstyne (2006). “Strategy for Two-Sided Markets,” Harvard Business Review.,[object Object]
Pricing,[object Object],Ability to capture cross-side effects,[object Object],User sensitivity to price & quality,[object Object],Value added,[object Object],Marginal costs,[object Object],Interfering same-side effects,[object Object],Mistake of Netscape,[object Object],Denver vs. Boston real estate markets,[object Object],Mistake of 1984 Apple,[object Object],Mistake of FreePC,[object Object],Mistake of Covisint,[object Object],See: Eisenmann, Parker, Van Alstyne (2006). “Strategy for Two-Sided Markets,” Harvard Business Review.,[object Object]
Pricing,[object Object],Ability to capture cross-side effects,[object Object],User sensitivity to price & quality,[object Object],Value added,[object Object],Marginal costs,[object Object],Interfering same-side effects,[object Object],Marquee users,[object Object],Mistake of Netscape,[object Object],Denver vs. Boston real estate markets,[object Object],Mistake of 1984 Apple,[object Object],Mistake of FreePC,[object Object],Mistake of Covisint,[object Object],Mistake of Microsoft,[object Object],See: Eisenmann, Parker, Van Alstyne (2006). “Strategy for Two-Sided Markets,” Harvard Business Review.,[object Object]
Agenda,[object Object],Understanding platforms   ,[object Object],Externalities and network effects in ecosystems,[object Object],Winner-Take-All Effect,[object Object],Elements of platform strategy,[object Object],Choke points and platform evolution,[object Object],AT&T Platforms: Breakout exercise,[object Object],Pla,[object Object]
Homing and Switching Costs,[object Object],1 SETUP + 1ONGOING,[object Object],Mono-homing,[object Object],2 SETUPS +  1 TERMINATION + 1 ONGOING,[object Object],Switching,[object Object],2 SETUPS + 2 ONGOING,[object Object],Multi-homing,[object Object],See: Eisenmann, Parker, Van Alstyne (2006). “Strategy for Two-Sided Markets,” Harvard Business Review.,[object Object]
When do Winner-Take-All Networks Emerge?,[object Object],Large Supply/Demand Effects (FB vs gas engine),[object Object],Large Multi-Homing Costs (OS vs credit cards).,[object Object],Niche specialization is less feasible.,[object Object],Windows,[object Object],© 2011 Parker & Van Alstyne,[object Object]
How Apple is killing standalone platforms,[object Object],Usr,[object Object],Book,[object Object],Usr,[object Object],Mus,[object Object],Kindle,[object Object],Zune,[object Object],Sony,[object Object],Amazon,[object Object],Microsoft,[object Object],Usr,[object Object],Gam,[object Object],User,[object Object],Music,[object Object],TV,[object Object],User,[object Object],Dvpr,[object Object],HTML,[object Object],Publi,[object Object],PSP,[object Object],MP3,[object Object],Video,[object Object],Calls,[object Object],Games,[object Object],Web,[object Object],eBooks,[object Object],Apple has vastly stronger network effects.,[object Object],© 2011 Parker & Van Alstyne,[object Object]
How Apple is killing standalone platforms,[object Object],Usr,[object Object],Book,[object Object],Usr,[object Object],Mus,[object Object],Kindle,[object Object],Zune,[object Object],Sony,[object Object],Amazon,[object Object],Microsoft,[object Object],Usr,[object Object],Gam,[object Object],User,[object Object],Music,[object Object],TV,[object Object],User,[object Object],Dvpr,[object Object],HTML,[object Object],Publi,[object Object],PSP,[object Object],MP3,[object Object],Video,[object Object],Calls,[object Object],Games,[object Object],Web,[object Object],eBooks,[object Object],Sony could have done this – has many great standalone products.,[object Object],Google is not making this mistake with Android,[object Object],© 2011 Parker & Van Alstyne,[object Object]
How Apple is killing standalone platforms,[object Object],Usr,[object Object],Book,[object Object],Usr,[object Object],Mus,[object Object],Kindle,[object Object],Zune,[object Object],Amazon,[object Object],Sony,[object Object],MS Zune,[object Object],Usr,[object Object],Gam,[object Object],User,[object Object],Music,[object Object],TV,[object Object],User,[object Object],Dvpr,[object Object],HTML,[object Object],Publi,[object Object],PSP,[object Object],MP3,[object Object],Video,[object Object],Calls,[object Object],Games,[object Object],Web,[object Object],eBooks,[object Object],Message for IBM: A great standalone product  might not be sufficient.,[object Object],© 2011 Parker & Van Alstyne,[object Object]
How Apple is killing standalone platforms,[object Object],Usr,[object Object],Book,[object Object],Usr,[object Object],Mus,[object Object],Kindle,[object Object],Zune,[object Object],Sony,[object Object],Amazon,[object Object],Microsoft,[object Object],Usr,[object Object],Gam,[object Object],User,[object Object],Music,[object Object],TV,[object Object],User,[object Object],Dvpr,[object Object],HTML,[object Object],Publi,[object Object],PSP,[object Object],MP3,[object Object],Video,[object Object],Calls,[object Object],Games,[object Object],Web,[object Object],eBooks,[object Object],See: Eisenmann, Parker, Van Alstyne (2011). “Platform Envelopment,” Strategic Management Journal.,[object Object]
Agenda,[object Object],Understanding platforms   ,[object Object],Externalities and network effects in ecosystems,[object Object],Winner-Take-All Effect,[object Object],Elements of platform strategy,[object Object],Choke points and platform evolution,[object Object],AT&T Platforms: Breakout exercise,[object Object],Pla,[object Object]
Identifying choke points that matter,[object Object],[object Object]
Telecom – CPE equipment, physical pipe (last mile), billing
Online retail (Amazon.com) – customer base, distribution infrastructure, affiliate relationships
SAP – Access rights of developers to participate on the platform, certification, in-store sales, billing.,[object Object]
45,[object Object],Openness vs. Control,[object Object],Maximum protection ≠ Maximum Value,[object Object],Proprietary,[object Object],Your Share,[object Object],Open,[object Object],Industry Value Add,[object Object],Set-Top Boxes were too closed, 3rd parties never added value.,[object Object]
46,[object Object],Openness vs. Control,[object Object],Maximum protection ≠ Maximum Value,[object Object],Proprietary,[object Object],Your Share,[object Object],Open,[object Object],Industry Value Add,[object Object],Linux is so open (viral GPL) it’s difficult to control and make money.,[object Object]
Does Openness Work?,[object Object],What did Facebook do in early 2007?,[object Object]
Does Openness Work?,[object Object],It opened to developers and overtook MySpace!,[object Object]
Why does openness work?,[object Object],Platform sponsor gives away (yellow) platform value,[object Object],Price,[object Object],V1,[object Object],p1,[object Object],q1,[object Object],Quantity,[object Object],Downstream enhancements add value,[object Object],See: Parker, Van Alstyne (2011). “Innovation, Openness & Platform Control,” SSRN.com.,[object Object]
Why does openness work?,[object Object],V2,[object Object],Platform sponsor gives away (yellow) platform value,[object Object],Developers build apps for installed base, adding new layers of value.,[object Object],Benefits:,[object Object],Sponsor from increased sales, and downstream royalties.,[object Object],Developer from cost savings and installed base.,[object Object],Price,[object Object],V1,[object Object],p1,[object Object],q1,[object Object],Quantity,[object Object],Downstream enhancements add value,[object Object],See: Parker, Van Alstyne (2011). “Innovation, Openness & Platform Control,” SSRN.com.,[object Object]
V4,[object Object],V3,[object Object],V2,[object Object],Why does openness work?,[object Object],Platform sponsor gives away (yellow) platform value,[object Object],Developers build apps for installed base, adding new layers of value.,[object Object],Benefits:,[object Object],Sponsor from increased sales, and downstream royalties.,[object Object],Developer from cost savings and installed base.,[object Object],Repeat,[object Object],Price,[object Object],V1,[object Object],p1,[object Object],q1,[object Object],Quantity,[object Object],Downstream enhancements add value,[object Object],See: Parker, Van Alstyne (2011). “Innovation, Openness & Platform Control,” SSRN.com.,[object Object]
Platforms get enormous value from 3rd party developers,[object Object],Most firms can only concentrate on most valuable apps,[object Object],Profits increase when others add to platform’s “Long Tail”,[object Object],Consider an operating system like MS Windows, Apple Mac, or Google Android,[object Object]
53,[object Object],What does control mean?,[object Object],Split IP rights from point of customer contact.,[object Object], Open access,[object Object], Extend platform,[object Object], Touch customers,[object Object], Change platform,[object Object],Side 1,[object Object],Side 2,[object Object],Side 1,[object Object],Side 2,[object Object],Platform,[object Object],Platform Provider,[object Object],Platform Provider,[object Object],Platform Sponsor,[object Object],Platform Sponsor,[object Object]
54,[object Object],What does control mean?,[object Object],Split IP rights from point of customer contact.,[object Object], Open access,[object Object], Extend platform,[object Object], Touch customers,[object Object], Change platform,[object Object],Side 1,[object Object],Side 2,[object Object],Side 1,[object Object],Side 2,[object Object],Platform Provider,[object Object],Platform Provider,[object Object],Platform Sponsor,[object Object],Platform Sponsor,[object Object]
55,[object Object],Actually Parallels Concepts from OSS,[object Object],Split IP rights from point of customer contact.,[object Object],Consider 4 “freedoms” of open source:,[object Object],Ability to access & execute,[object Object],Side 1,[object Object],Side 2,[object Object],Side 1,[object Object],Platform Provider,[object Object],Platform Sponsor,[object Object]
56,[object Object],Actually Parallels Concepts from OSS,[object Object],Split IP rights from point of customer contact.,[object Object],Consider 4 “freedoms” of open source:,[object Object],Ability to access & execute,[object Object],Ability to study how the program works and change it.  ,[object Object],Side 1,[object Object],Side 2,[object Object],Side 1,[object Object],Side 2,[object Object],Platform Provider,[object Object],Platform Sponsor,[object Object]
57,[object Object],Actually Parallels Concepts from OSS,[object Object],Split IP rights from point of customer contact.,[object Object],Consider 4 “freedoms” of open source:,[object Object],Ability to access & execute,[object Object],Ability to study how the program works and change it.  ,[object Object],Ability to redistribute copies.,[object Object],Side 1,[object Object],Side 2,[object Object],Side 1,[object Object],Side 2,[object Object],Platform Provider,[object Object],Platform Provider,[object Object],Platform Sponsor,[object Object]
58,[object Object],Actually Parallels Concepts from OSS,[object Object],Split IP rights from point of customer contact.,[object Object],Consider 4 “freedoms” of open source:,[object Object],Ability to access & execute,[object Object],Ability to study how the program works and change it.  ,[object Object],Ability to redistribute copies.,[object Object],Ability to distribute mods. ,[object Object],Side 1,[object Object],Side 2,[object Object],Side 1,[object Object],Side 2,[object Object],Platform Provider,[object Object],Platform Provider,[object Object],Platform Sponsor,[object Object],Platform Sponsor,[object Object]
59,[object Object],Apple tried to control too much of the original Mac,[object Object],Remember MacWrite, MacPaint?,[object Object],Charged ~$10,000 for SDKs.  ,[object Object],Controlled OS & HW and dominant Apps.,[object Object],Vertical integration choked network effects.,[object Object],Users,[object Object],Claris,[object Object],Apple Mac,[object Object],Mac OS,[object Object]
60,[object Object],Microsoft opened much more of its ecosystem ,[object Object],Microsoft had 6-10X developers,[object Object],Open APIs / Cheap SDKs,[object Object],Controlled OS, licensed.,[object Object],Strong network effects.,[object Object],Users,[object Object],Dvprs,[object Object],IBM,[object Object],Dell,[object Object],…,[object Object],HP,[object Object],MS Windows,[object Object]
61,[object Object],For real profits, control full layer,[object Object],Users,[object Object],Users,[object Object],Users,[object Object],Dvprs,[object Object],Flights,[object Object],Dvprs,[object Object],Providers,[object Object],Acer,[object Object],Provider,[object Object],Dell,[object Object],…,[object Object],HP,[object Object],Sponsors,[object Object],Debian,[object Object],Sponsor,[object Object],RedHat,[object Object],Ubuntu,[object Object],…,[object Object],Linux: ,[object Object],No one driving the bus. Limited scope of control.,[object Object],Joint Venture: ,[object Object],e.g. Orbitz airline collaboration,[object Object],Licensing: ,[object Object],e.g. Google Android ,[object Object]
62,[object Object],Danger!,[object Object],Users,[object Object],Dvprs,[object Object],Providers,[object Object],Sponsor,[object Object],Watch for new control points closer to customer.,[object Object],See: Eisenmann, Parker, Van Alstyne (2006). “Opening Platforms: How, When & Why” Ch 6 in Platforms, Markets and Innovation (ed Gawer).,[object Object]
63,[object Object],Danger!,[object Object],Users,[object Object],Dvprs,[object Object],Providers,[object Object],Sponsor,[object Object],Watch for new control points closer to customer.,[object Object],See: Eisenmann, Parker, Van Alstyne (2006). “Opening Platforms: How, When & Why” Ch 6 in Platforms, Markets and Innovation (ed Gawer).,[object Object]
When should you close (absorb) parts of a platform ecosystem?,[object Object],Openness &Time: Having opened its platform, does Microsoft (or Cisco or Google or Apple) kill its ecosystem by bundling developer value into Windows?,[object Object],Windows: Multithreading, Disk Compression, Internet Browsing, Streaming Media, Instant Messaging, …,[object Object],iPhone: Flashlight, Voice Memo, shake-to-shuffle, iBooks, Voice Control, …,[object Object],© 2011 Parker & Van Alstyne,[object Object]

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Platform Strategy: Openness, Innovation & Control

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  • 24. Often falling avg cost
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  • 46.
  • 47.
  • 48.
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  • 50. Telecom – CPE equipment, physical pipe (last mile), billing
  • 51. Online retail (Amazon.com) – customer base, distribution infrastructure, affiliate relationships
  • 52.
  • 53.
  • 54.
  • 55.
  • 56.
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  • 80. A. Gawer, M. Cusumano (2002). Platform leadership: How Intel, Microsoft, and Cisco drive industry innovation. Harvard Business School Press.
  • 81. A. Gawer, M. Cusumano (2002). “The elements of platform leadership,” MIT Sloan Management Review
  • 82. G. Parker, M. Van Alstyne (2005). “Two-Sided Network Effects: A Theory of Information Product Design.” Management Science.
  • 83. T. Eisenmann, G. Parker, M. Van Alstyne (2006). “Strategy for Two-Sided Markets,” Harvard Business Review.
  • 84. A. Gawer and M. Cusumano (2008). “How Companies become Platform Leaders.” MIT Sloan Management Review
  • 85. A. Gawer, (2009). Platforms, Markets, and Innovation. Elgar.
  • 86. G. Parker, M. Van Alstyne (2009). “Opening Platforms: How, When & Why Ch. 6 in Gawer, A. (ed) Platforms, Markets and Innovation.
  • 87. M. Cusumano (2010). Staying Power: Six Enduring Principles for Managing Strategy and Innovation. Oxford University Press.
  • 88. M. Cusumano (2010). The evolution of platform thinking. Communications of the ACM.
  • 89.

Notes de l'éditeur

  1. AT&T Platforms: Breakout exercise
  2. http://www.dailyfinance.com/2010/12/01/apple-ipad-steals-market-share-from-amazon-kindle/Apple grew from 16 to 32% in 2010
  3. http://www.dailyfinance.com/2010/12/01/apple-ipad-steals-market-share-from-amazon-kindle/Apple grew from 16 to 32% in 2010
  4. http://www.dailyfinance.com/2010/12/01/apple-ipad-steals-market-share-from-amazon-kindle/Apple grew from 16 to 32% in 2010
  5. http://www.dailyfinance.com/2010/12/01/apple-ipad-steals-market-share-from-amazon-kindle/Apple grew from 16 to 32% in 2010
  6. Enterprise Rent-a-Car – Insurance and body shop relationships, neighborhood locations