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Oliver Gassmann
Title
Prof. Dr.
Last Name
Gassmann
First name
Oliver
Email
oliver.gassmann@unisg.ch
Phone
+41 71 224 72 21
Homepage
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1 - 5 of 5
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PublicationThe Platform Navigator: 88 Patterns to Design and Implement Platform Business Models(Institute of Technology Management, University of St. Gallen, 2022-05-04)
;Bronner, WolfgangMany industries are affected by the shift to platform business models and leveraging network effects is vital for every single company. At the same time, latest research shows that many companies, in particular established pipeline businesses, struggle with this new notion of doing business. Building upon the success of the Business Model Navigator, we have developed the Platform Navigator – a toolbox to help you design and implement platform business models in your company. By reviewing the most important literature and studying more than 150 cases, we have identified 88 pattern cards across five phases. Not all patterns will be helpful for your business and the patterns are certainly not exhaustive. But we believe that every manager should be aware of them to sustain competitive advantage. Thus, the pattern cards and canvas will help you navigate through the Platform Economy.Type: working paper -
PublicationType: working paper
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PublicationDigital Banking 2025(unbekannt, 2017-04)
;Hens, Thorsten ;Leifer, LarryZhao, LeonAs time-to-market for digital banking products becomes shorter and shorter, thousands of Financial Technology (FinTech) startups and other non-banks are rising to the occasion by developing new products, services, and business models for all areas of banking in payments,investments, and financing along the entire value chain, touching all areas from front to back office, as client adoption of these new services accelerates. The lighting Company Osram, for example, recently had to reduce its worldwide staff from 34,000 to 26,000 due to the unexpected speed of clients’ adoption of new LED technology. By contrast, a financial services company such as Wealthfront is still small, having reached almost USD 4.5 billion in managed assets. Such companies develop very quickly and establish new ecosystems with other non-banks and incumbents in the financial services industry.Type: working paper -
PublicationPlatform Business Models – Insights from IoT firms( 2017-12)The connectivity of technologies and products through sensors, cloud saving capacities, and the analytics of large data sets enable the internet of things (IoT). Especially platform strategies are regarded as dominant concept to leverage the growing business possibilities of the IoT. However, despite their mentioning in the literature, platform business models have not been explicitly studied so far. To address this shortcoming, we use data from seven platform companies in the IoT field and derive patterns for value creation, delivery, and capturing. Furthermore, we shed light on the special role of partners and condense our results into a generic platform business model. We substantiate our empirical findings with theoretical insights from both but so far mainly isolated discussion on platforms and business models. Therefore, we develop an initial understanding how firms can develop platform business models along our proposed design parameters.Type: working paper
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