Please enable JavaScript.

Coggle requires JavaScript to display documents.

CH5, Eight strategies, How to begin building …

- - - - Platforms may compete with their own partners (e.g., Amazon sells its own products while hosting independent merchants). This can hurt partners and create tension.
    - - Partners within the same platform compete
    - - Competing ecosystems (e.g., PlayStation vs. Xbox vs. iPhone). Success depends on the size and value of the ecosystem, not just the product.
- - - - A Skillshare student can become a teacher.
      - An Etsy buyer can become a seller.
        
        instead of dominating customers and suppliers
        
        platforms turn them into partners and co-creators of value.
- - - - the more users they attract, the more valuable they become, enabling rapid growth.
    - - ALIBABA
        
        transformed from a little-known Chinese company to a global e-commerce leader in just a decade
        
        leveraging to
        
        Government protection from foreign competitors.
        
        Platform advantages, such as economies of scale and integration with external partners
        
        (e.g., ShopRunner for logistics).
        
        China’s huge market and middle-class growth.
      - compared to traditional business growth
        
        Old industries like steel or cars needed decades to dominate globally.
        
        while
        
        Platforms like Alibaba can rise much faster by building on preexisting infrastructure and digital tools.
- - - - Resource-Based View (1984):
        
        Success comes from owning unique resources others can’t copy (like De Beers with diamonds).
      - Hypercompetition (2000s):
        
        Rapid technology changes make long-term advantages impossible. Companies must constantly innovate to survive.
      - example of change
        
        in the past:
        
        Competing with a company like Union Pacific Railroad (1915) was nearly impossible because it owned trains, railways, and stations—building all of that would cost billions.
        
        today:
        
        A new company can compete without owning anything. It can rent manufacturing, marketing, and cloud computing services at low costs.