Now showing 1 - 7 of 7
  • Publication
    Open Platforms at Incumbents
    Open platforms become an increasingly popular phenomenon in industry practice and have proven to disrupt established industries within only a few years. Incumbent firms started to progressively adapt underlying business principles of open platforms, which are mainly known from successful tech-companies such as the likes of Google, Apple, Facebook, or Uber. By studying five incumbents from different industry settings, which started to transform their product focused businesses into open platforms, we derive interesting and counterintuitive insights for research and management practice. Our results uncover that open platforms of incumbents are formed around the companies’ existing infrastructure, do not exclude competitors to participate at the platforms’ ecosystems and make customers of the core business users of the open platform.
  • Publication
    Innovating Platform Business Models
    (ISPIM International Society for Professional Innovation Management, 2016-06-19) ;
    Digitalization, connected products and services, and shortening innovation cycles are widely discussed topics in management practice and theory and demand for new concepts. Platforms are such a concept and find successively entry into a growing number of companies. However, research did not yet address how business models for platforms can be innovated. Thus, we build on a multi-case study and analyze how three major companies, Amazon, Apple and Google innovated their business models. We found out, that each company still runs its original platform business model, which got innovated through the addition of new business models, when the platform’s scope got expanded. Strategically, this was done out of offensive, defensive and opportunistic reasons. Furthermore, each business model of a platform is interrelated with the core business model, being in a one-sided or mutually beneficial relationship to each other.
  • Publication
    R&D Platforms - A Form of Cooperation for Innovation
    Technological platforms offer a distinguished way to trigger innovation through cooperation be-tween individuals, firm units or whole companies. Moreover, technological platforms have be-come a topic of growing interest in research and practice. In this article, we analyze the special case of technological platforms applied in an R&D context. We base our work on recently pub-lished typologies of technological platforms. In a multi-case study, we identify unique features regarding the (1) value creation, (2) openness, and (3) ecosystem correlated with network effects of what we call R&D platforms. Thus, our paper emphasizes technological platforms as a means to address sources for innovation in the context shrinking R&D efficiencies in various research-intensive industries. Furthermore, we specify existing typologies of technological platforms by introducing a special type of platform.
  • Publication
    Disentangling the Value of Technological Platforms in Life Sciences: The Case of Enabling Technologies for R&D at Bayer
    In this article, we analyzed the value creation patterns of technological platforms, applied in a life science context. For that matter, we conducated a multi case study at Bayer, a worldwide leading life science company. On this ground, we were able to describe two core value patterns. Thus, platforms create value by improving the R&D processes in terms of efficiency and effectivity leading towards time and cost savings. On the other hand, they can be the basis of the discovery of new compounds resulting in new products. By increasing the scope of the platform application, these values get multiplied boosting the overall value of the platform. Furthermore, we discovered additional value multiplication effects for external R&D platforms, which access an innovation ecosystem of various researchers and platform users.
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  • Publication
    Platform Business Models – Insights from IoT firms
    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.