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customers and hence to the platform (they get
users to spend more time on
the service and therefore see more ads).
If you are launching your own platform, you can use the Platform Busi-
ness Model Map to answer these important questions:
r Whom do you need to bring on board to make your platform work?
r How will you monetize?
r Who are your most important customers? (These are likely both the
primary payer and the linchpin.)
r Is your business model in balance? Does
each party receive enough
value to attract its participation? Does each party contribute enough
value to justify its inclusion?
You can also use the Platform Business Model Map to analyze other
platforms—competitors
in your industry, a benchmark from another
industry, or a platform that is acting as an intermediary between you and
your customers. Analyzing another firm’s platform will
help you to answer
these important questions:
r Who are the platform’s key customers?
r What is the role, or value contribution, of each customer type?
r What draws each party to the platform?
r How does the platform monetize?
r What value do you provide if you are a customer of the platform?
r How could you extract or leverage more value from the platform?
A
detailed guide on how to draw, and use, the Platform Business Model
Map can be found at http://www.davidrogers.biz under Tools.
The Shifting Landscape of Competition
Platforms offer a fundamentally different model
for how businesses relate
to each other—not as suppliers, distributors, and rivals but as networked
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