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Network Effects, Platforms, Standards, and Complex Systems
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Transcript of Network Effects, Platforms, Standards, and Complex Systems
![Page 1: Network Effects, Platforms, Standards, and Complex Systems](https://reader034.fdocuments.in/reader034/viewer/2022052117/588084941a28ab35718b55c5/html5/thumbnails/1.jpg)
A/Prof Jeffrey Funk
Division of Engineering and Technology
Management
National University of Singapore
Network Effects, Platforms, Standards, and
Complex Systems
5th Session in MT5016
Sources: Shapiro and Varian, Information Rules; Rohlfs, Bandwagon Technologies; Paying
with Plastic, Evans and Schmalensee: Platform Leadership, Cusumano and Gawer; Five
Timeless Lessons from Bill Gates, Any Grove, and Steve Jobs, Cusumano and Yoffie
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Business Model
Value proposition: what to offer and how to differentiate
This partly depends on network effects Customer selection: whom to serve and not serve
Value capture: dominant sources of revenue
Scope of activities: what activities to carry out and what relationships to have
This partly depends on the existence of standards, particularly open standards
Strategic control: how to sustain profitability (e.g., how to control architecture and standards)
This partly depends on who controls standards
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We Live in a World of Complex
Interconnected Systems
Almost everything is a system
Plastic is produced by a system, called a chemical plant
But the systems keep becoming more connected
They are connected by interface standards that are
embedded in products
Some interface standards and products become bottlenecks,
have large impact on how systems work
These types of products are called platforms, many of the
most valuable firms offer platforms and control standards
The value of many platforms is a function of network effects
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What are Platforms and Standards?
Windows Platform Android Platform
Interface
Standards
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Outline
What are network effects?
What are standards?
How are standards chosen?
What are “standards wars” and what impact do they
have on competition? Key issues:
Performance vs. compatibility
Open vs. closed
Key tactics and assets
Various examples
![Page 6: Network Effects, Platforms, Standards, and Complex Systems](https://reader034.fdocuments.in/reader034/viewer/2022052117/588084941a28ab35718b55c5/html5/thumbnails/6.jpg)
What are Network Effects (NE)?
Effect that one user of a good or service has on value of that
product for other people
Direct effects
Value of product depends on number of users
Examples: telephones, facsimile machines, Internet mail, SMS,
Social Networking (FB), Instant Messaging Sites (What’s App)
Indirect effects
Value of a product depends on number of complementary products
Old examples: Software & hardware for computers, video games,
music, video players, mobile phone standards
New examples: Mobile phone Apps (Apple, Uber), Wearable
Computing, Internet of Things, Smart Homes, Smart Cities
Number of complementary products often depends on number of
users
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Other Examples of Indirect Network Effects (NE)
Industry Product Network Effects
Real
Estate
Property sales Buyer, seller
Rentals Renter, owner
Media Newspapers, Magazines Reader, advertiser
Network television Viewer, Advertiser
Portals and Web
Publications
Web surfer,
advertiser
Shopping Malls Merchant, shopper
Payment
System
Charge/debit card Cardholder,
merchant
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How do NEs Impact on Purchasing Decisions?
Products competing in market segments with no NE
Consumers/customers base their purchase decision on the intrinsic value and utility of the product to them
Competition on the basis of features, price, promotion, after sales service, etc.
Products competing in market with NE
Consumers/customers base purchase decisions on the size of the installed base and/or the (actual or projected) accessibility, quality, and functionality of complementary products and services
Competition on the basis of the size of the installed base, availability of complementary products and their suppliers’ competence and support
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With Strong Network Effects, Market Share Itself Creates
Value
Value toconsumer
Actual (or anticipated) size of the installed base
Value of Network EffectsDriven product
Conventional product (e.g., automobile)
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While the competing products lose value
Competi-tiveness of competing standard
Installed base of products that work with yourstandard
Network Effects-Driven product
Conventional product
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Winner Take-All from Network Effects
1
Probability
next consumer/
producer
chooses
technology A
Assumption:
Only two technologies,
A and B, and consumers
have same needs
0
(1) When A’s
probability is
higher than its
market share, A
tends to converge
to 1 (winner-take-
all)
(2) When A’s
probability is lower,
it tends to converge
to 0 (loser-gets-
nothing)
(1)
(2)
A’s Market Share
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When Network Effects are Strong,
but not strong enough for winner-take
1
Probability
next consumer/
producer
chooses
technology A
0
The result is two
or three
technologies that
co-exist
A’s Market Share
equilibrium
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Small Change in Support, Large Change in Share…
Support by movie distributors in 2007 for new movie discs
HD DVD: Paramount, Universal, Warner Brothers
Blu-ray: Sony, Disney, MGM, Warner Brothers
50-50 split in hardware sales in 2007
Warner Broth removed support for HD on Jan. 4, 2008
causing market share for Blu-ray hardware to jump to
90% in week of January 12
63% in week of January 19 despite heavy discounts by HD DVD
suppliers (Source: NY Times, Feb. 5, 2008, HBS Case)
By mid-February
Toshiba stopped production of HD DVD
Walmart and NetFlix would only supply Blu-ray
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Winner Take all Markets for
Products/Platforms* and Firms
Search Google
Social networking Facebook
Phones
Apple iPhone and Android phones
Phone messaging services Depends on country: What’s App, Viber, Weibo, Line
Taxi Services Depends on country: Uber, Didi Dache
Hosted services for selling products E-bay
Amazon
*No accepted term – people
use product,
technology, platform, standard
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Older Examples of Winner Take all Markets for
Standards/Firms (for a certain time period)
Computers
IBM System/360 in mainframes
Wintel in PCs (Windows and Intel microprocessor)
Oracle data base software
UNIX in workstations, Portable memory formats
Internet
HTML, URLs, etc.
Cisco’s IOS for operating systems in routers
Paypal for online micropayments
Documents – e.g., Adobe
Vector Graphics – e.g., Flash
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Other Old Examples
Telecommunication
GSM for second generation mobile phone systems
WCDMA for third generation mobile phone systems
Various facsimile and modem standards
Transportation Railroad gauge
Specific airports as airline hubs (to a lesser extent)
Container sizes, Automobile fuels, i.e., gasoline
Consumer Electronics B&W and Color Television standards
Music: records, cassette tapes, CDs, MP3
Movie/Video: VHS, DVD (both 1G and 2G)
Video game consoles
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In Future
To what extent will there be winner take all for
following?
Transportation companies (e.g., Uber)
Other sharing economy examples: grocery (Instacart) or
restaurant (Zomato)
Wearable Health: Jawbone
Internet of Things: Hortonworks (supplier of Hadoop software)
Smart Homes
Smart Cities
Automated Vehicles: Google
Electric Vehicles: Tesla
Massively Open Online Courses
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Winner Take All is Most Common when There
are High Switching Costs
The costs that a user incurs when they change products – high switching costs can lead to lock-in
Can’t sell your product because users are locked in
Can’t use other products because you are locked in
Highest switching costs for enterprise products
Wintel computers
SAP or Oracle software
Smaller switching costs for consumer products, but can be large when they are summed over all users
Thus, were large for music and movie technologies/standards
Why are there high switching costs for telephone numbers?
What about Uber and other demand-based economy apps?
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Implications of Winner Take All
Investors are willing to invest heavily on products or services with strong network effects Facebook is classic example
Also Twitter, What’s App, other messaging and Internet services
Many members of billion dollar startup club have strong network effects
Investors don’t expect early profits Instead, they want many users
They believe that money can be extracted later, small amounts per user
Extracting value is seen as different skills than creating value
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Suppliers Shouldn’t Overestimate Importance of
Network Effects and Lock-In
Internet Bubble broke in 2000
One reason bubble occurred
is because firms thought that
Network effects were very strong
Users were willing to pay
a higher price for services
from the leaders and would be “locked-in” to early leaders
And thus firms needed to obtain market share quickly
Lock-in hasn’t occurred to this extent
In fact, leading Internet firms became successful after
bubble burst (now they benefit from NEs and lock-in)
Is there a bubble now in billion dollar startup club?
NASDAQ
Composite
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Network Effects are Easy to Misunderstand!
Even the experts make mistakes
Just remember critical questions:
What emphasis do consumers/customers base their
purchase decision on the
intrinsic value and utility of the product to them
size of the installed base and/or the (actual or projected)
accessibility, quality, and functionality of complementary
products and services?
What are the extent of the switching costs?
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Outline
What are network effects?
What are standards?
How are standards chosen?
What are “standards wars” and what impact do they
have on competition? Key issues:
Performance vs. compatibility
Open vs. closed
Key tactics and assets
Various examples
![Page 23: Network Effects, Platforms, Standards, and Complex Systems](https://reader034.fdocuments.in/reader034/viewer/2022052117/588084941a28ab35718b55c5/html5/thumbnails/23.jpg)
What are Standards
A Standard is a set of technical
specifications adhered to by a producer,
either tacitly or as a result of a formal
agreement
Source: David and Greenstein, The Economics Of Compatibility Standards: An Introduction To
Recent Research, Economics of Innovation and New Technology, Volume 1, Issue 1-2, 1990
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Types of Standards
Reference and minimum quality standards
Provides a signal that a given product conforms to the content and level of certain defined characteristics (e.g., ISO 9000)
Today’s focus: Interface or compatibility standards
Assures user that intermediate product or component can be successfully incorporated in larger system
What will be the composition of the system and the interfaces between the components
Think of puzzles or Lego blocks
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Examples of Interface Standards
Mobile phones: between
Phones and base stations
Operating systems and apps
Music and video systems: between
phonograph record and stylus,
magnetic tape and read-write head
optical disk and read-write system
(laser and photodiode)
MP3 player and Internet
Computer systems: between hardware, operating system and
application programs
Transportation systems: between train wheels and rail gauge
Trading systems: money
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Examples of Interface Standards (continued)
Wireline Communication systems, between modems and computers
facsimile machines and telephone system
Broadcasting systems between transmitters and receiver (e.g., television, radio)
Electric power: between power station, transmission system, and home appliances
Automobiles and fueling station between fuel source and method of propulsion
between nozzle and fuel tank
In future: Internet of Things, Wearable Health, Messaging Apps, Smart Homes, Smart Cities, Automated Vehicles, Sharing Economy,
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Data acquisition:
sensors, ICs
Data transport:
cellular, satellite,
Wi-Fi, Bluetooth,
Zigbee,
Data analysis
and
interpretation:
Big Data
What will be the Standards for the Internet of Things?(e.g., what will be the application programming interfaces between each block)
Example of Usage-Based Insurance for Automobile
Decision
Making by User
Firms
Data acquisition:
Speeds,
acceleration,
location and thus
type of road
Data transport:
cellular
Data analysis
and
interpretation:
Characterize
Driving
Behavior
Decision
Making by User
Firms:
Determine rates
Will they capture most of the value?
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Standards for IoT
Still not yet determined
But IBM, G.E. and others announced standard for core
elements of technology framework for data analysis in IoT
They will develop products and services based on Hadoop
method for distributing, managing and processing very large and often
disparate amounts of data
open-source software http://nyti.ms/1vbzWEK
several startups (HortonWorks and Cloudera are or have been
members of billion dollar startup club) have released products
If Hadoop becomes standard,
competition will shift to another interface
Hortonworks or Cloudera may release closed versions of standard
Who will be the big winner(s)?
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Standards in Wearable Health
Many stand-alone products exist (Apple iWatch and Apple Health, Google Nest Android Wear, Samsung Live Gear, InfraV, Jawbone, Body Media)
But stand-alone devices will probably not win
Which standards will connect products and win?
May depend on which products attract final users and suppliers of complementary products
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Standards for Wearable Health (2)
Attracting final users will partly be determined by
good design choices
Body media focuses on the body because more data can be
collected
Jawbone focuses on the wrist because the wrist device
seems more aesthetically appealing
Which will attract the most data analyzers, e.g., hospitals,
clinics, insurance companies? And other suppliers,
including those of integrated circuits and sensors
Later parts of the battle will be determined by alliances,
compatibility, and openness (more on this later)
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Standards for Messaging Apps
Messaging Apps have become important platforms for additional services Not just messaging
Other services particularly in China and Japan: send and receive money, make payments, check into hotel, buy train tickets
Thus, income from messaging apps may become large
How much larger? How many more services?
This is one reason why FB paid $19 billion for What’s App
Which messaging app will become the global standard?
The more users, the more valuable to Other users
businesses
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What About Taxi Apps?
Can they become platforms for other services?
Truly ride sharing apps? Uber calls its service ride sharing, but usually just one passenger
Can someone offer cheaper services that involve multiple passengers?
Can these services be more convenient than conventional bus or train services?
Will supplier’s knowledge of starting and ending points enable it to devise better bus services?
Logistics Can taxi apps be used for delivering packages?
Or having third parties do other work?
Part of high valuations for taxi companies and for other sharing economy and demand-based services come from logic of network effects and expanded services
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Standards Impact on Many of the Firms
in the Billion Dollar Startup Club
Software(33)
cloud, big data, ads,
security, database
e-commerce (25)
fashion related sites
Consumer internet (22)
taxis, social networking, food
Financial services (11)
Hardware: phones, wearable
computing (10)
Other (13)
Large impact, how
will software fit
together?
Will impact on
some of these
Large impact:
Payments, P2P lending
require standards
Hardware will probably
not be stand-alone
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The Ultimate Standard
Have you seen the movie “In Time”
http://www.ifc.com/fix/2011/08/in-time-
trailer-justin-timberlake (up to 1:00)
What does this have to do with standards and
making money?
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Outline
What are network effects?
What are standards?
How are standards chosen?
What are “standards wars” and what impact do they
have on competition? Key issues:
Performance vs. compatibility
Open vs. closed
Key tactics and assets
Various examples
![Page 37: Network Effects, Platforms, Standards, and Complex Systems](https://reader034.fdocuments.in/reader034/viewer/2022052117/588084941a28ab35718b55c5/html5/thumbnails/37.jpg)
Types of Interface Standards and
How they are Chosen
1. Unsponsored standards
The originator nor any subsequent sponsoring agency
holds a proprietary interest (e.g., to some extent UNIX,
Linux, Hadoop)
Disadvantage of open source software
2. Sponsored standards
Where one or more sponsoring entities holding a direct
or indirect interest, creating incentives for other firms to
adopt particular sets of technical specifications (e.g.,
www consortium, CDs, DVDs, Wintel PCs, facsimiles)
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Types of Standards and How they are Chosen
3. Standards agreements
These are arrived at within and published by voluntary
standards-writing organizations (ANSI, ISO, IEEE, etc.)
Sponsored standards (CDs, DVDs, and those for telecom,
Internet) are sometimes addressed in these agreements
4. Mandated standards
These are implemented by government agencies that have some
regulatory authority
Few interface standards are mandated anymore (some
telecommunication and broadcasting standards but many other
standards (building, accounting, environmental, safety) are
mandated
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Another way to Classify Standard Setting:
De facto vs. de Jure Standards (1)
Defacto
Both unsponsored (1) and sponsored (2) standards emerge
from market-mediated processes
Dejure
Both standards agreements (3) and mandated standards (4)
are a consequence of political/committee deliberations or
administrative procedures which may be influenced market
processes without reflecting them in any simple way
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De facto and de Jure Standards (2)
De jure: created by the lawful exercise of power
In the past, most broadcasting and telecom standards
De facto: determined by a combination of better
performance, network effects, openness, backward
compatibility, and/or biz model. Examples include:
PCs (Wintel)
Music (CDs)
Movie (VHS, DVD)
Phone (iOS, Android)
Instant messaging (What’s App, WeChat)
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De facto and de Jure Standards (3)
Importance of de Jure standards is declining
Power of national committees have declined
Importance of market has increased
Although need for agreements on standards have increased,
thus making committees more important (>1000 for mobile
phones)
Many standards are created in a committee but market determines
winner (e.g., many mobile phone standards)
Many standards/platforms are created by single firms (Apple,
What’s App)
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Outline
What are network effects?
What are standards?
How are standards chosen?
What are “standards wars” and what impact do they
have on competition? Key issues:
Performance vs. compatibility
Open vs. closed
Key tactics and assets
Various examples
![Page 43: Network Effects, Platforms, Standards, and Complex Systems](https://reader034.fdocuments.in/reader034/viewer/2022052117/588084941a28ab35718b55c5/html5/thumbnails/43.jpg)
Standard Wars
Battle between rival technologies to become
recognized “standard”
Winner-take all standards sometimes leads to winner
take all firms
Large benefits to having your technology become a
standard
one key method of strategic control
control how different products interact with each other
Thus firms invest a lot of money and time to make (or
try to make) their technology a standard
First key issue is performance vs. compatibility
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Compatibility
Performance
(relative to Price)
Evolution
Revolution
Improved design
and adaptation
Performance (relative to Price) Versus Compatibility
(as compared to existing technology)
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Types of Standards Wars: Degree of
Compatibility with Existing Technology
Compatible
Incompatible
Compatible Incompatible
Revolution
Versus
Evolution
Rival
Revolutions
Evolution
Versus
Revolution
Rival
Evolutions
Rival Technology
Yo
ur
Tec
hn
olo
gy
Source: Shapiro
and Varian
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Types of Standards Wars
Compatible
Incompatible
Compatible Incompatible
New versions of
mobile communica-
tion standards (e.g.,
5G), wearable health?,
messaging apps?
Rival Technology
You
r T
ech
no
log
y
New versions of
Windows or
Medical Devices
Smart Watch vs.
updated versions
of iPhone or
Android
Microsoft Office vs.
free versions of word
processing, power point,
spreadsheet, Prezi
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Outline
What are network effects?
What are standards?
How are standards chosen?
What are “standards wars” and what impact do they
have on competition? Key issues:
Performance vs. compatibility
Open vs. closed
Key tactics and assets
Various examples
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Closed versus Open Strategy
Closed Strategy
Do not release specifications about interface standards
Control everything about interface standards
Open Strategy
Release specifications about interface standards
Work with other firms
Tradeoff between degree of openness & control
must be open to obtain users and obtain cooperation from
producers of complementary products due to importance of
network effects
as degree of openness increases, unit profits may decline
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Openness (Two Definitions) Increases as One
Moves Down this slide
In Specifications
Do not release any specifications and make all hardware and software (most closed)
Only make software or hardware Release some information about key
interfaces
Release all information but control updates
Fully open standard and standard setting process
Number of Firms
One firm controls
standard (most
closed)
Members of alliance
control standard
All firms have access
to standard
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Merchant
Merchant
(98%)
Consumer
Visa,
MasterCard
Acquirer
(0.4%)
(e.g., First
Data)
Consumer
Issuer
(e.g., Banks)
American
Express,
Discover
1 (Shop)
2 3
3
2
2
3
Bill/Pay
1 (Shop)
3 2Bill/Pay
Closed-Loop System
Open-Loop System
2: Authorization
3: Settlement (interchange fee in this case is 1.4% and merchant discount is 1.8%)
Together
Share 1.4%
Credit Cards
(example of greater openness with more firms): Visa and Master Card enabled
acquirers and issuers to sign up merchants and consumers, i.e., more open
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Outline
What are network effects?
What are standards?
How are standards chosen?
What are “standards wars” and what impact do they
have on competition? Key issues:
Performance vs. compatibility
Open vs. closed
Key tactics and assets
Various examples
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Key Tactics in Standards Wars
Preemption Announcing a product or service before it is ready in order to
reduce interests in a competitor’s products or services
Expectations management Assemble allies
Convince large companies or governments to support your service and then everyone expects you to win Governments (e.g., European governments in case of GSM)
Large corporations in case of video and software formats
Discounting the service for a specific set of users or providers of complementary services (previously discussed) Document readers (Adobe)
Video and music players
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Key Assets in Standards Wars
For benefitting from network effects Control over an installed base of users – Microsoft in operating
systems
First-mover advantages – Apple, Google
For convincing other firms to align their technology with your technology or users to adopt your technology Strength in complements – Apple with media companies
Brand name and reputation – Apple, Google, IBM
For benefiting from technology being part of standard Intellectual property rights –Qualcomm in phones
For reducing need to have your technology in standard Ability to innovate – Apple
Manufacturing capabilities – Japanese firms previously had advantages
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Outline
What are network effects?
What are standards?
How are standards chosen?
What are “standards wars” and what impact do they
have on competition? Key issues:
Performance vs. compatibility
Open vs. closed
Key tactics and assets
Various examples
![Page 55: Network Effects, Platforms, Standards, and Complex Systems](https://reader034.fdocuments.in/reader034/viewer/2022052117/588084941a28ab35718b55c5/html5/thumbnails/55.jpg)
Standards Battle in the US Railroad Gauges
Although some governments chose the width of the railroad gauge (e.g., Japan, Europe), the U.S. government did not
By accident different size gauges (width of rail line) were used in different parts of the U.S.
In 1860 (beginning of U.S. North-South Civil War)
50% of rail gauge was 4 feet 8 inches (the northern states)
50% was 5 feet (the southern states)
No real issues of openness (all were open) or compatibility/performance comparison with previous technology
Key issue was network effects and winner take all
North built railroad to west during and after Civil War
Network effects caused 4 feet 8 inch gauge to win and South changed all of its railroad lines to 4 feet 8 inches
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Color Television
U.S. Government
chose RCA’s (owned NBC) technology
as black-and white standard in 1940
Initially chose CBS’s technology as color standard in 1951
But CBS technology was not backward compatibility with
B&W TVs
And manufacturers refused to make color TVs
RCA proposed color TV standard that was compatible
with B&W TV in mid-1950s
U.S. government changed to RCA technology in mid-1950s
But took many years (until 1968) for color TVs sales to
pass those of B&W TVs – issue of cost and critical mass
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Color Television (continued)
Openness versus control
Both CBS and RCA licensed their technology (similar
openness)
Choice of RCA’s technology provided it with important
licensing fees and temporary manufacturing advantages
Compatibility and Performance
Performance advantages of first color TVs did not make up
for lack of compatibility with B&W TVs
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Video Cassette Recorders (VCRs)
Ampex introduced first VCR in mid-1950s for broadcasters
Many firms (including Japanese ones) introduced simpler and cheaper VCRs (Helical design) for training etc. in mid-1960s
Reductions in price created consumer market in early 1970s Consumers used them to record television programs
Pre-recorded movies did not have strong sales until early 1980s
Sony and Matsushita/JVC introduced incompatible systems in mid-1970s Sony’s (Betamax) system appeared first and achieved early lead in sales
But Matsushita/JVC’s system (VHS) had longer recording times and more manufacturers
Sales of VHS units passed Beta in 1977, Beta discontinued in mid-1980s
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Video Cassette Recorders - continued
Network Effects
they emerged as pre-recorded movies became available; this
caused winner take all for VHS
However, since recording television programs drove diffusion of
VCR, network effects did not initially apply to VCRs
Compatibility and Performance
Backward compatibility with Ampex Quadruplex was irrelevant
as only broadcasters used Quadruplex
But many argue performance advantage of VHS (longer
recording time) led to its greater diffusion than Betamax
Openness versus control
Others argue that VHS’s greater openness (JVC/Matsushita
licensed more producers of hardware) was key to success
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Personal Computers
Initial competition
First PC released in 1975
Apple, Commodore, Tandy released PCs in 1977
Apple and CP/M compatible (OS) machines were leaders by 1978
Apples machine used proprietary technology such as OS
IBM PC
IBM introduced open-modular product in 1981 that used external technology (e.g., Microsoft and Intel) that is summarized on the next slide
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IBM’s PC included:
Operating System from Microsoft
Hybrid 8- and 16-bit microprocessor from Intel 8-bit capability provided compatibility with software written
for CP/M OS
16-bit capability enabled software superior to that used in Apple computer: Word Perfect replaced Word Star in word processing software, Lotus 1-2-3 replaced VisiCalc in spreadsheets
But other manufacturers introduced clones
Microsoft (and Intel) became big winners through control of key interfaces. Subsequently, they have introduced products that are backward compatible
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Personal Computers - continued
Network Effects
Increased in importance following release of IBM PC
Openness versus control
Openness of IBM machine contributed to its success
But openness enabled Microsoft, Intel to become big winners
Lessons:
IBM should have pursued more closed policy
Apple should have pursued more open policy
Compatibility and performance
IBM PC was not compatible with previous generations of
computers (but compatible with some previous PCs)
But for many users IBM PC was superior in terms of
performance-price ratio to mainframe and mini-computers
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Outline (and Learning Objectives)
What are standards and complex systems?
How are standards chosen?
What are network effects?
What is a critical mass of users?
What are “standards wars” and what impact do they have on competition? Key issues: Performance vs. compatibility
Open vs. closed
Key tactics and assets
Various examples (mobile phones)
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Mobile Phones (1)
Single transmitter systems introduced in 1920s for police, taxi, fire, military, etc.; public systems introduced in 1950s But single transmitter/receiver restricted number of users
Dividing system in cells and reusing frequency spectrum in each cell increased system capacity and reduced the cost
First cellular systems introduced in late 1970s in Scandinavia and later in U.S. interface standards determined interaction between base
stations and phones
U.S. standard (AMPS) became global standard
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Mobile Phones (2)
Digital services first introduced in 1991 (GSM standard)
First successful mobile Internet service in 1999 in Japan required many different standard standards
Compatibility between different standards and thus integral design
As processing power and memory capacity increased, it became possible to
design phone systems and phones in a modular way
use interface standards from PC Internet
and now we have the iPhone and the Google phone
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Let’s look at the history of the mobile phone industry
in more detail
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Batteries
Key Interface Standard in Mobile Phone Industry
Phone
Manufacturers
Displays
Interface defined by air-interface
standards such as GSM and CDMA
Chips
Software
Operators
Base Stations
Switching Equipment
Network Software
Retail Customer
Source: Adapted from (Steinbock, 2003; Peppard and Rylander, 2006)
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Type of
Mobile
Dates Generation of
Technology
Global
Standard(s)
Single
transmitter
/receiver
Early 1900s Wireless Telegraph Not applicable
From 1920s Wireless Voice
(police, military)
Not applicable
Cellular 1970s,
1980s
1G
Analog
AMPS (U.S.)
1980s, early
1990s
2G Digital GSM (Europe)
Late 1990s 3G W-CDMA
2000s Mobile Internet PC Internet-based
standards
Evolution of Technology and Standards in Mobile Phones
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Competition Between 2G Digital Phone Systems
Europe Countries agreed to develop single standard in 1987
Began awarding new licenses in 1989
Non-European countries began adopting GSM in early 1990s
Services started in 1992
U.S. Finalized specs for standard (D-AMPS) in 1989
But no new licenses! And incumbents didn’t invest in digital
Alternative from Qualcomm (CDMA) later emerged and U.S. government allowed service providers to use any technology
Japan NTT DoCoMo created the Japanese standard in cooperation only
with Japanese manufacturers (i.e., no openness!)
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Compatibility
Performance
Evolution
Revolution
Improved design
and adaptation
Qualcomm’s Technology (CDMA) vs. GSM in late 1990s
Qualcomm
GSM updates
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Qualcomm’s CDMA Technology
Successful IP strategy
Charges the same licensing fee for use of its patents in both its
3G CDMA (e.g., cdma2000) technology and the most widely
used version of CDMA technology (W-CDMA)
Qualcomm makes lots of money
Unsuccessful standards strategy
W-CDMA is much more widely used than Qualcomm’s 3G
technology
Qualcomm’s partners (Motorola, Lucent, Nortel) have lost
significant share of the infrastructure market because of the lack
of success in Qualcomm’s 3G technology
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New Standards Continue to Emerge
Network standards (between base station and phone)
4G
Cognitive Radio
WiFi
WLAN
Content and Application related standards
2D Bar Codes
Payments and tickets (Wallet Phones)
3D content
Operating System (which connects applications with content)
We will talk about operating systems next week
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Conclusions (1)
Network effects have a large impact on value proposition for some products Some very large, some not so large
But when effect is large, large impact on competition and profits
Network effects impact on many products that involve interface standards
Interface standards technically define interfaces between different modules or building blocks in complex systems
Relatively open standards facilitate vertical disintegration and thus new types of scope of activities (next week)
But small amounts of control can lead to high profits for some firms
Thus monitoring, participating and succeeding in standards are critical issues in defining business models
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Conclusions (2)
The choice of standards is not just due to technical
performance (intrinsic value) but also due to network
effects (favors early installed base)
Levels of openness and backward compatibility, and
other tactics that lead to an early installed base (i.e.,
network effects) are also important
degree of network effects can differ dramatically among products
and systems
strong network effects can lead to early leader becoming
standard
very strong network effects can lead to high switching costs
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Conclusions (3)
Although different types of standards require different
types of strategies, degree of openness and compatibility
play critical roles in all standard setting
Openness increases chance of adoption but may decrease profits
Backward compatibility also increases chances of adoption
Performance advantages can overcome backward
incompatibility (i.e., there is a tradeoff between performance
and compatibility)
Who pays and how much (methods of value capture) are critical
in building a critical mass of users for your system/product and
the standards included in the system/product