The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power

The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power

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Overview

A trio of experts on high-tech business strategy and innovation reveal the principles that have made platform businesses the most valuable firms in the world and the first trillion-dollar companies.

Managers and entrepreneurs in the digital era must learn to live in two worlds—the conventional economy and the platform economy. Platforms that operate for business purposes usually exist at the level of an industry or ecosystem, bringing together individuals and organizations so they can innovate and interact in ways not otherwise possible. Platforms create economic value far beyond what we see in conventional companies.

The Business of Platforms is an invaluable, in-depth look at platform strategy and digital innovation. Cusumano, Gawer, and Yoffie address how a small number of companies have come to exert extraordinary influence over every dimension of our personal, professional, and political lives. They explain how these new entities differ from the powerful corporations of the past. They also question whether there are limits to the market dominance and expansion of these digital juggernauts. Finally, they discuss the role governments should play in rethinking data privacy laws, antitrust, and other regulations that could reign in abuses from these powerful businesses.

Their goal is to help managers and entrepreneurs build platform businesses that can stand the test of time and win their share of battles with both digital and conventional competitors. As experts who have studied and worked with these firms for some thirty years, this book is the most authoritative and timely investigation yet of the powerful economic and technological forces that make platform businesses, from Amazon and Apple to Microsoft, Facebook, and Google—all dominant players in shaping the global economy, the future of work, and the political world we now face.

Product Details

ISBN-13: 9780062896322
Publisher: HarperCollins Publishers
Publication date: 05/07/2019
Pages: 320
Sales rank: 271,905
Product dimensions: 6.00(w) x 9.20(h) x 1.30(d)

About the Author

Michael A. Cusumano is the SMR Distinguished Professor at the MIT Sloan School of Management. He has been a dean and vice president at Tokyo University of Science and has published over 130 articles and 13 books, including Competing on Internet Time and Strategy Rules (both with David Yoffie), Platform Leadership (with Annabelle Gawer), as well as Microsoft Secrets (with Richard Selby), The Business of Software, and Staying Power.  He lives in Groton and Cambridge, Massachusetts.

 


Annabelle Gawer is Chaired Professor in Digital Economy and Director of the Centre of Digital Economy at the University of Surrey. Author of Platform Leadership (with Michael Cusumano), she has published over 20 articles and edited 2 books on platforms. A leading voice in advancing research and managerial practice on platform strategy, she advises the European Commission, the UK Parliament House of Lords, and the OECD on the regulation of digital platforms. She lives in London, UK.


David B. Yoffie is the Max and Doris Starr Professor of International Business Administration at Harvard Business School.  One of Intel’s longest-serving board members from 1989 to 2018, he has served on numerous high tech boards. Yoffie has written more than 200 case studies, which sold more than 4 million copies. He is the author or co-author of ten books, and has written extensively for the New York Times and Wall Street Journal. He lives in Newton, Massachusetts.

Table of Contents

Preface and Acknowledgments vii

Chapter 1 Platform Thinking: Introduction 1

Chapter 2 Winner Take All or Most: More Than Network Effects 29

Chapter 3 Strategy and Business Models: Innovation, Transaction, or Hybrid 63

Chapter 4 Common Mistakes: Mispricing, Mistrust, Mistiming-and Hubris 105

Chapter 5 Old Dogs and New Tricks: Build, Buy, or Belong to a Platform 139

Chapter 6 Double-Edged Swords: Harness Platform Power, but Don't Abuse It 173

Chapter 7 Looking Forward: Platforms and the Future 211

Data Appendix 233

Appendix Table 1-1: Platform Companies in the Data Analysis, 1395-2015 240

Appendix Table 4-1: Failed Platforms: Overall Duration 242

Appendix Table 4-2: Duration by Failed Platform Type 243

Notes 245

Index 283

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