Pipelines, Platforms, and the New Rules of Strategy

Scale now trumps differentiation. por Marshall W. Van Alstyne, Geoffrey G. Parker y Sangeet Paul Choudary

De la Edición (Abril 2016)

Artwork: Vin Rathod, Aura (series), 2012–2014, photograph

Resumen.

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Back in 2007 the five major mobile-phone manufacturers—Nokia, Samsung, Motorola, Sony Ericsson, and LG—collectively controlled 90% of the industry’s global profits. That year, Apple’s iPhone burst onto the scene and began gobbling up market share.

Read more on Strategy or related topic Competitive strategy

A version of this article appeared in the April 2016 issue of Harvard Business Review.

Marshall W. Van Alstyne is the Allen & Kelli Questrom Professor of Information Economics at Boston University.

@InfoEcon

Geoffrey G. Parker (gparker@dartmouth.edu) is a professor of engineering at Dartmouth College and a research fellow at MIT’s Initiative on the Digital Economy. He coauthored Platform Revolution (W.W. Norton & Company, 2016), the April 2016 HBR article “Pipelines, Platforms, and the New Rules of Strategy,” and the October 2006 HBR article “Strategies for Two-Sided Markets,” an HBR all-time top 50.

@g2parker

Sangeet Paul Choudary is a C-level advisor on AI and platform strategy; a senior fellow at the University of California, Berkeley; and a four-time HBR 10 Must Reads author. He is a recipient of the 2025 Thinkers50 Strategy Award for his book Reshuffle, on the economic impact of AI.

Pipelines, Platforms, and the New Rules of Strategy

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