Clase 6 Plataformas, ecosistemas y modelos de negocios digitales

Core theme

• The session explains how value is created in digital businesses that don’t “make” products directly.
• It contrasts linear companies with platforms/ecosystems and shows how to apply the logic to a real strategic scenario.

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1) Linear model vs. Platform (value creation logic)

Linear model

• The company controls a large part of the physical value chain:
  • suppliers → internal operations → customers
• Growth typically means:
  • more factories
  • more inventory

Digital platform

• The platform acts as infrastructure that orchestrates interactions and reduces friction between:
  • producers
  • consumers
  • complementors
• Shifts from a one-way pipeline to a dynamic meeting point.

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2) Network effects & governance (platform engine + constraints)

Network effects (key platform growth mechanism)

• Direct network effects: more users → more value for everyone
  • Example: communications networks
• Indirect network effects: more buyers → attract more sellers, and vice versa.

Main early challenge: “chicken and egg” (starting problem)

• Both sides must grow, but demand and supply are interdependent.

Four playbooks to solve initial liquidity

1. Niche focus: start in a specific geographic or thematic niche.
2. Temporary subsidies: subsidize one side to jump-start participation.
3. Initial partners: seed with founding partners.
4. Integrate initial offering: launch with your own offering to simulate liquidity.

Governance (rules to protect quality and trust)

Platforms need rules to prevent negative outcomes such as:

• fraud
• congestion

Governance includes:

• who can enter
• quality standards
• pricing
• how data is used
• how reputation systems work

Governance must balance:

• too strict → stifles innovation
• too permissive → increases risks

Goal: manage growth with security.

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3) Ecosystems (competition via co-creation)

• A digital ecosystem is a large network where value is co-created.
• The focal organization (platform owner) depends on partners such as:
  • developers
  • payment providers
  • regulators

Operational risk: ecosystem interdependence means:

• a technical failure by one partner, or
• a small regulatory change can affect the whole system quickly.

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4) Platform/ecosystem business model (sequential pillars)

To be sustainable, the business model has three sequential pillars:

1. Create value
   • Define what value is created and for whom.
2. Deliver value
   • Use channels and data to deliver.
3. Capture value
   • Monetization examples:
     • commissions in a marketplace
     • freemium/premium (basic free, advanced paid)

Golden rule (incentive alignment)

• “The way we make money” must be fully consistent with the incentives of participating parties.

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5) Incumbents vs. digital natives (no guaranteed winner)

Incumbents advantages

• brands
• hyper-loyal customers
• physical assets
• strong influence over regulation

Digital natives advantages

• agility
• data-driven decisions
• flexible architectures
• faster experimentation cycles

Winning condition

• The winner is the one that best manages its own weaknesses.

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6) Applied strategic case (retail chain facing national marketplace)

Scenario

• A successful regional retail chain with stores and inventory faces a national marketplace that steals:
  • customers
  • suppliers

Four strategic paths

1. Create its own channel (build platform-like capability).
2. Sell within the external marketplace (accept secondary role).
3. Form a strategic alliance.
4. Build a hybrid model.

Decision framework: 7 key criteria to choose platform role

Identify:

1. Core interaction (the central “meeting” activity)
2. Real participants (who truly uses/contributes?)
3. Favorable challenge effects (benefits from disrupting the status quo)
4. Governance rules
5. Data ownership
6. Monetization
7. Hidden risks

Practical test: “website vs platform”

• Building a great website to sell your own products is not automatically a platform (it can still be linear logic).
• Even with huge traffic, success isn’t guaranteed without:
  • multi-sided interaction
  • clear access/quality rules
  • platform governance as infrastructure

Actionable challenge

• Pick a daily-used platform and map:
  • who participates
  • what the rules are
• Then ask: what happens if a major group leaves tomorrow?
  • (How dependent are you on network effects and governance?)

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Key metrics / KPIs / targets

• No explicit numeric KPIs (e.g., revenue, CAC, LTV, churn, growth rates, timelines) were provided.

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Presenters / sources

• Presenter(s): Not explicitly named in the subtitles (the speaker refers to “we”; no names/citations provided).