Platform Strategy: Building and Thriving in a Vibrant Ecosystem

Dates:

NEW FOR 2014  Over the past two decades, some of the most profitable and successful firms are those that have adopted a digital platform model--a strategy whereby the company allows two or more disparate groups to interact over a platform to co-create value; for example, website developers and users on Akamai, recruiters and employees on LinkedIn, and drivers and customers on Uber. In this new two-day program, participants eager to develop or launch a digital platform approach will learn why and how their business strategies may need to be revised to be successful.

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Platform Strategy: Building and Thriving in a Vibrant Ecosystem
Certificate Track: Strategy and Innovation
Location: Cambridge, Massachusetts
Tuition: $3,300 (excluding accommodations)
Program Days (for certificate credit): 2

NEW FOR 2014

In 2013, fourteen of the top 30 global brands by market capitalization were platform-oriented companies – companies that created and now dominate arenas in which buyers, sellers, and a variety of third parties are connected in real time. In today’s networked age, the cloud, social media, and mobile devices are fueling this platform competition, and more and more companies want in. However, many companies do not succeed in becoming platform leaders because their technology and/or business strategies fall short.


While many platform strategies are well known (e.g. Apple’s iTunes), there are other less-heralded platforms that are exploring new ways to create and capture value. These include: dynamic pricing, usage fees, highly targeted product and service offerings, inbound marketing, and network effects.


Key questions the faculty explores include:


  • Is a customer segment with the highest “willingness to pay” the most valuable segment?
  • When is tying a customer to a platform (sometimes called “lock in”) counter-productive?
  • Which pricing formats seem to boost revenues but actually slow platform adoption?
  • How can companies get in front of the common evolution patterns of platforms?
  • When should leaders be wary of “platform envy?”

Through case studies and Q&A, experienced managers will emerge with insights for refreshing their company’s strategic approach and participating profitably in the multi-sided marketplaces of the future.

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