platform shift: how new biz models are changing...
TRANSCRIPT
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Barcelona, Spain • October 29-31, 2015
© 2015 Parker & Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
Marshall Van Alstyne
Boston University [email protected]
Platform Shift: How New Biz Models Are Changing the Shape of Industry
MIT Leading Disruption
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2 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
@InfoEcon
Firm Year Empl. Mkt Cap
BMW 1916 116,000 $53B
Uber 2009 7,000 $60B
Marriott 1927 200,000 $17B
Airbnb 2008 5,000 $21B
Walt Disney 1923 185,000 $165B
Facebook 2004 12,691 $315B
Kodak 1888 145,000 $30B (heyday)
Instagram 2010 13 $1B (acquisition)
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3 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
The transition to Internet era firms resembles the transition
to Industrial era firms … but for the opposite reason
@InfoEcon
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4 © 2016 Parker & Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
InterBrand: Global Brands @InfoEcon
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5 © 2015 Parker, Van Alstyne & Choudary Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
Platforms are overtaking energy and banking
Source: Visualcapitalist.com,
Bloomberg
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InterBrand: Global Brands @InfoEcon
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10 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
How are these Related?
1: Each side attracts the Other 2: They’re all outside
Uber Riders eBay Buyers Xbox Gamers Amex CardHolders Aga Khan Patients YouTube Viewers AirBnb Renters Tesla Car Drivers Mechanical Turk Jobs LinkedIn Employees Upwork Freelancers Android Users
Uber Drivers eBay Sellers
Xbox Developers Amex Merchants
Aga Khan Doctors YouTube Videographers
AirBnb Rooms Tesla Charge Stations
Mechanical Turk Laborers LinkedIn Employers
Upwork Projects Android Developers
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The giants of the Internet era resemble those of the Industrial era but for the opposite reason.
© 2016 Parker & Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
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12 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
Giants of Supply Side Economies of scale
Standard Oil
1909
Acklam Ironworks
1924
Vanderbilt
Colossus of
(Rail) Roads
Electric
Dynamo
1893
Ford Model T
1908
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14 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
Giants of Demand Side Economies of scale
Instant Messaging
Now
Micro Blog
Now
Social Networks
Windows OS Mobile
Merchant Mkts
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16 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
Platform Ecosystems: How Developers Invert the Firm
Platform sponsor can sell code V or give away share S=σV as input
to developers who pay royalty Φ on output y across two periods.
Output is Cobb Douglas. Public code is input to production, which
has recursive spillovers across periods.
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Platform Ecosystems: How Developers Invert the Firm
Vertical Integration
Advantages
1. No subsidy cost
2. Higher output from
tighter integration
3. Higher prices
Open Innovation
Advantage
1. Larger recursive spillovers
Initially, vertical integration is always more profitable. However,
as the ecosystem expands, open innovation dominates and the
firm shifts its organizational form.
Vertical Integration
Advantages
1. No subsidy cost σ
2. Higher y2 output from
tighter integration
3. Higher prices p
Open Innovation
Advantage
1. Larger recursive
spillovers Nα
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$1B+ Platforms by Region
Source: P. Evans, CGE; CB Insights, Capital IQ, CrunchBase, 2015
North 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 1/10 the value of North America, not significantly far ahead of developing regions
Private
Public
63: $2.8 trillion 42: $670 billion 27: $161 billion 3: $61 billion
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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
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Value creation shifts from internal to external servicing
What Changes :: Operations & Logistics
© 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
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Value creation inside versus outside
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Value creation inside versus outside
STEP
1
STEP
2
STEP
3
STEP
…
STEP
N
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Value creation inside versus outside
DEMAND
PLATFORM
SUPPLY
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35 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
Business Models Can Overlap Platforms Scale More than Pipes
Dell
Coca Cola
Apple
Samsung
Airbnb
Uber
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Founded in 2008, Airbnb operates at global scale: 1M+ listings, 34,000 cities, 180 countries
Identify spare capacity, scale across boundaries
Paris
5,692 listings 40,000 listings 8,105 listings
Berlin Sydney
Source: http://tomslee.net/airbnb-data, 2015 Courtesy Peter Evans © 2016
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API Economy Visualized: Amazon vs Walmart
Source: Rahul Basole and Peter Evans, with
data from ProgrammableWeb, Center for
Global Enterprise, 2015
Walmart
Amazon SNS
Alexa Web Inform
Amazon Marketplac
e
Amazon SimpleDB
Amazon Product
Advertising
Amazon CloudWatc
h
Amazon Flexible
Amazon Redshift
Amazon SC2
Amazon S3
Amazon Mechanical
Turk Amazon
RDS Amazon DynamoDB
Amazon Queue Service
Walmart
Amazon
Companies
Social media / web
Job search / work
E-commerce
Tools / cloud / big data
Payments
API Clusters
Messaging services
Enterprise / storage
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Walmart vs Amazon growth over 10 years: 12% vs 1516%
Logistics & supply chain squeezing have limits.
External value add is much less limited.
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Platforms Open Themselves to Third Party Contributions
What Changes :: R&D and Innovation
© 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
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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 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
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It’s Working when Users do Something You Didn’t Expect
Hay Carrier
Racecar Flour Mill
Ford Model T
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− Open to .com”
Open to developers −
The Rise & Ignominius Fall of MySpace – Business Week 2011
Does Openness Work?
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The Rise & Ignominius Fall of MySpace – Business Week 2011
‘‘We tried to create every feature in the world and said, ‘O.K., we can do it, why should we let a third party do it?’ ‘’ says (MySpace cofounder) DeWolfe.
‘’We should have picked 5 to 10 key features that we totally focused on and let other people innovate on everything else.’’
Does Openness Work?
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50 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
Most firms can only concentrate on most valuable
apps
Profits increase when others add to platform’s Long Tail
You don’t need to own this
Platforms Get Enormous Value from 3rd Party Developers
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Consider product innovation alone
Harnessing 3rd party resources, innovation occurs at a higher combined rate
Even if a platform starts behind, its value overtakes the product leader
Shed costs, keep 30% gains!
Why Platforms Beat Products
Time
Valu
e A
dded
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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
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63 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
Governance Corrects Causes of ‘’Market Failures’’
Information Asymmetry
Lemons, Insider Trading
Fake Goods, Drugs, Viagra
Risk
Airbnb hosts / guests
Co-investment, hold-up; Visa Story
Externalities
- Spam, 3rd Party privacy
+ Recommendations, Public Goods
+ Network Effects
Monopoly Power
On Platform: EA on Xbox, ADP on SAP
Of Platform: Regulation
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Governance
Platforms are well-suited to regulating market
failures “on-platform.” They have better information
and self-interest in preventing transaction failures
among ecosystem partners.
Platforms are NOT well-suited to regulating
market failures “off-platform.” Their self-
interest lies in market expansion, requiring
external intervention.
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What’s Next?
© 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
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City as Platform
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Internet of Things as Platform
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Energy/Smart Grid as Platform
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Education as Platform
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70 © 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com Healthcare as Platform
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@InfoEcon
8. Governance
11. Policy
Platform Ecosystems: How
Developers Invert the Firm
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THANK YOU
QUESTIONS & DISCUSSION
© 2016 Parker, Van Alstyne Twitter: @InfoEcon :: [email protected] :: PlatformEconomics.com
Twitter: @InfoEcon
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