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In an economy where markets, consumers, and technology are ever-changing and increasingly interdependent, economic catalysts - businesses that bring together a number of groups who need each other and make it easy for them to work together - are essential. Think of the credit card industry. This trillion dollar industry brings merchants and consumers together. Google creates value for its customers, and makes billions for itself, by bringing searchers and advertisers together. Companies that do this right - and transform their pricing practices, incentive plans, and organizational structures - are today's power brokers. Of course, catalysts have been around as long as marketplaces. But now, more than ever, they drive the economy. Doing business in this world isn't for the faint of heart - but Catalyst Code maps it out, showing where the opportunities - and pitfalls - lie.
|Publisher:||Harvard Business Review Press|
|Product dimensions:||6.40(w) x 9.30(h) x 1.00(d)|
About the Author
Dick is the Dean of the Sloan School of Management at the Massachusetts Institute of Technology (MIT) in Cambridge, MA, where he is also a professor of management and economics. A former member of the President's Council of Economic Advisors, Dick is one of the world's leading scholars on the economics of industrial organization. Dick is the Chairman of Market Platform Dynamics and the author of more than 100 academic articles. He has Ph.D. and undergraduate degrees from MIT in economics and lives in Boston.
Most Helpful Customer Reviews
Everyone¿s keen to know the secrets of successful, fast-growing companies. In response, David S. Evans and Richard Schmalensee look at new ways to bring buyers and sellers together. Companies that act as catalysts combine opportunism, customer service and savvy pricing to create a profitable, flexible business model by assembling audiences, cutting costs or connecting other companies. The authors offer plenty of concrete examples of these strategic combinations ¿ from Diners Club and American Express to Microsoft and Google. Perhaps the one weak point in their theory is that the borders between catalysts and noncatalysts are a bit fuzzy. 'A supermarket isn¿t a catalyst, but a mall is.' We recommend this interesting, strategic analysis to managers seeking a thought-provoking look at how to create new, enticing and profitable links.