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Sangeet Paul Choudary,Parker Geoffrey,Marshall W. Van Alstyne

Platform Revolution

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A practical guide to the new economy that is transforming the way we live, work, and play.

Uber. Airbnb. Amazon. Apple. PayPal. All of these companies disrupted their markets when they launched. Today they are industry leaders. What’s the secret to their success?

These cutting-edge businesses are built on platforms: two-sided markets that are revolutionizing the way we do business. Written by three of the most sought-after experts on platform businesses, Platform Revolution is the first authoritative, fact-based book on platform models. Whether platforms are connecting sellers and buyers, hosts and visitors, or drivers with people who need a ride, Geoffrey G. Parker, Marshall W. Van Alstyne, and Sangeet Paul Choudary reveal the what, how, and why of this revolution and provide the first “owner’s manual” for creating a successful platform business.

Platform Revolution teaches newcomers how to start and run a successful platform business, explaining ways to identify prime markets and monetize networks. Addressing current business leaders, the authors reveal strategies behind some of today’s up-and-coming platforms, such as Tinder and SkillShare, and explain how traditional companies can adapt in a changing marketplace. The authors also cover essential issues concerning security, regulation, and consumer trust, while examining markets that may be ripe for a platform revolution, including healthcare, education, and energy.

As digital networks increase in ubiquity, businesses that do a better job of harnessing the power of the platform will win. An indispensable guide, Platform Revolution charts out the brilliant future of platforms and reveals how they will irrevocably alter the lives and careers of millions.
Ova knjiga je trenutno nedostupna
463 tiskane stranice
Objavljeno prvi puta
2016
Godina izdanja
2016

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    • Артём Нефёдовje citiraoprije 4 godine
      second pull challenge revolves around keeping the interest of users who visit or sign up for the platform. The large social networks of our day have all faced this problem at some point. Facebook, for example, discovered that users found the platform valuable only after they had connected to a minimum number of other users. Until then, they were likely to stop using the network entirely. In response, Facebook shifted its marketing efforts away from recruiting new members to helping them form connections.
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      • Артём Нефёдовje citiraoprije 4 godine
        he importance of these effects for stimulating network growth is so great that platform businesses will often spend money to attract participants to one side of the market. They know that, if they can get one side to join the platform, the other side will follow. Two-sided network effects with positive feedback explain how Uber can afford to use millions of dollars of money from Bill Gurley and other investors to give away free rides worth $30 each. Uber’s coupons buy market share in a way that attracts a virtuous cycle of drivers and riders who will later pay full price to participate in the network.
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        • Артём Нефёдовje citiraoprije 4 godine
          In classic platform style, Uber performs a matching service. It helps riders find drivers, and vice versa. As drivers sign on and coverage density rises within a city, a number of striking growth dynamics are set in motion. Riders tell their friends about the service; some even start driving themselves in their spare time. Wait time falls for riders, and downtime falls for drivers. Less downtime means that a driver can make the same amount of money even if fares are lower, because he has more riders during the same number of working hours. Thus, less downtime means that Uber can cut fares and stimulate even more demand, which creates a virtuous cycle that increases coverage density still further.
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