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001    908405039 
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005    20240129213017.0 
006    m     o  d         
007    cr unu|||||||| 
008    150505s2014    maua    ob    000 0 eng d 
029 1  AU@|b000066233949 
035    (OCoLC)908405039 
037    CL0500000584|bSafari Books Online 
040    UMI|beng|erda|epn|cUMI|dOCLCF|dOCLCO|dAU@|dCEF|dOCLCO
       |dOCLCQ|dOCLCO|dOCLCL 
049    INap 
099    eBook O'Reilly for Public Libraries 
100 1  Hagiu, Andrei,|d1977-|eauthor.|1https://id.oclc.org/
       worldcat/entity/E39PCjF8jj4wmTktxkkCPDBRjy 
245 10 Strategic decisions for multisided platforms /|cby Andrei 
       Hagiu.|h[O'Reilly electronic resource] 
264  1 Cambridge, MA :|bMIT,|c2014. 
300    1 online resource (1 volume) :|billustrations 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
504    Includes bibliographical references. 
520    Multisided platforms (MSPs) are technologies, products or 
       services that create value primarily by enabling direct 
       interactions between two or more customer or participant 
       groups. Prominent examples of MSPs and the participants 
       they connect include eBay (buyers and sellers), Airbnb 
       (dwelling owners and renters), the Uber app (professional 
       drivers and users), Facebook (users, advertisers, third-
       party game or content developers and affiliated third-
       party sites), and Ticketmaster (event venues and 
       consumers). As these examples illustrate, MSPs include 
       some of the largest and fastest-growing businesses of the 
       past decade. Why? Successful MSPs create enormous value by
       reducing search costs or transaction costs (or both) for 
       participants. As a result, MSPs often occupy privileged 
       positions in their respective industries; most other 
       industry participants revolve around and depend on MSPs in
       important ways. This article begins with a description of 
       how MSPs work and why they can erect such high barriers to
       entry for new participants. It then offers an analysis of 
       four fundamental strategic decisions and associated trade-
       offs that set MSPs apart from other types of businesses 
       and that every MSP entrepreneur and investor should 
       carefully consider. These challenges are as follows: •the
       number of sides to bring on (deciding whether to bring on 
       two or more); •design (ensuring the interests of the 
       different platform sides are not in conflict with each 
       other or the MSP); • pricing structures (determining 
       which platform side or sides should be charged more, based
       on the groups' relative value from interacting with each 
       other); and • governance rules (regulating the 
       participation and activities undertaken by the various 
       platform sides to ensure a high level of quality, or 
       outsourcing that function to users through ratings 
       systems). After examining the factors that drive each of 
       these decisions and using real-world case examples, the 
       author presents general principles that apply to both 
       startups and incumbent MSPs. 
588    Description based on online resource; title from cover 
       page (Safari, viewed April 27, 2015). 
590    O'Reilly|bO'Reilly Online Learning: Academic/Public 
       Library Edition 
650  0 Multi-sided platform businesses. 
650  0 Business enterprises|xTechnological innovations. 
650  6 Plateformes multifaces. 
650  6 Entreprises|xInnovations. 
650  7 Business enterprises|xTechnological innovations|2fast 
650  7 Multi-sided platform businesses|2fast 
710 2  Massachusetts Institute of Technology. 
773 0  |tMIT Sloan Management Review.|gVol. 55, no. 2, Winter 
       2014. 
856 40 |uhttps://ezproxy.naperville-lib.org/login?url=https://
       learning.oreilly.com/library/view/~/53863MIT55225/?ar
       |zAvailable on O'Reilly for Public Libraries 
994    92|bJFN