Innovators who build platforms face a difficult set of trade-offs. To begin with, the very definition of a platform requires buy-in from others — and not simply from the consumers you hope will purchase your product. The consumers and suppliers of complementary products need to make real investments too, investments that will enhance the overall value of the platform. So the platform owner not only has to build a base of consumers who will use its platform and buy products, it also has to manage the relationship with complementary suppliers and their consumers. Google, Twitter, and Apple have each taken a different path in handling this balancing act.
How Twitter, Google, and Apple Walk a Fine Line in Platform Defense
Innovators who build platforms face a difficult set of trade-offs. To begin with, the very definition of a platform requires buy-in from others — and not simply from the consumers you hope will purchase your product. The consumers and suppliers of complementary products need to make real investments too, investments that will enhance the overall […]
July 22, 2011
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New!
HBR Learning
Strategy Planning and Execution Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Strategy Planning and Execution. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
How to develop a winning strategy—and put it to work.