ABSTRACT
The very first platforms that scaled globally were the credit cards companies such as Discover, Visa, Mastercard and Amex. This platform colonization extends to the enterprise domain as well in an increasing number of verticals: wholesale goods, talent platforms and operating systems. In most business literature, platforms are either considered as 'black boxes' serving what economists call 'multisided markets', or assumed to operate like traditional firms. Since many platform businesses are digital in nature, the author use the term digital platform for businesses digitally connecting members of communities to enable them to transact. In many cases, platforms are able to bring to bear the power of communities to become real competitors to established companies. Additionally, traditional companies faced with platform competition are looking for ways to stay in the game, and much can be learned from the reactions of established players disrupted by platforms. The chapter also presents an overview of the key concepts discussed in this book.
