Alex Moazed is the Founding CEO of Applico and an expert on mobile and platform technology. He appears frequently on Bloomberg, CNBC and Fox, and has been profiled in Inc. Magazine, The Wall Street Journal and The New York Times. He has co-founded the Application Developers Alliance.
Nicholas L. Johnson is Head of Platform at Applico, where he oversees the company's research into how platforms work. He works with clients on business model design and bringing cutting-edge platforms to market. Prior to joining Applico, he spent several years as an editor at the Institute for New Economic Thinking where he worked closely with the Institute's leadership, including six Nobel Prize-winning economists.
发表于2025-01-11
Modern Monopolies 2025 pdf epub mobi 电子书
图书标签: 互联网 金融 经济学理论 经济 科技 新经济 英文原版 美国
What do Google, Snapchat, Tinder, Amazon, and Uber have in common, besides soaring market share? They're platforms - a new business model that has quietly become the only game in town, creating vast fortunes for its founders while dominating everyone's daily life. A platform, by definition, creates value by facilitating an exchange between two or more interdependent groups. So, rather that making things, they simply connect people.
The Internet today is awash in platforms - Facebook is responsible for nearly 25 percent of total Web visits, and the Google platform crash in 2013 took about 40 percent of Internet traffic with it. Representing the ten most trafficked sites in the U.S., platforms are also prominent over the globe; in China, they hold the top eight spots in web traffic rankings.
The advent of mobile computing and its ubiquitous connectivity have forever altered how we interact with each other, melding the digital and physical worlds and blurring distinctions between "offline" and "online." These platform giants are expanding their influence from the digital world to the whole economy. Yet, few people truly grasp the radical structural shifts of the last ten years. In Modern Monopolies, Alex Moazed and Nicholas L. Johnson tell the definitive story of what has changed, what it means for businesses today, and how managers, entrepreneurs, and business owners can adapt and thrive in this new era.
传统行业如洛克菲勒的炼油厂,卡耐基的炼钢厂,福特的汽车厂都是以行业内兼并来扩大规模经济效益,降低成本,实现垄断,提高价格。他们的共同特点是资本密集,资本回报率较低,是谓线性企业。随着互联网诞生兴起的网络平台型企业如谷歌,亚马逊,脸书则不同。他们是零边际生产成本的信息企业(而传统企业的边际成本常随着生产数量先降后增,但这些企业的边际成本几乎是单一下降的),轻资产,资本回报率极高,一旦形成“临界质量”后可以从更多的参与者身上获得价值。主要风险有两类,其一是初始获客阶段如何达到临界质量,因为稍有平台管理不慎就可能造成客户的大量流失;其二是监管风险,由于新兴,因此游离于现存法之外,如优步和爱彼迎的全职员工并无社保医保,不需交付工资税等。一旦要交,是巨大的成本支出。
评分Too shallow and rambling.
评分传统行业如洛克菲勒的炼油厂,卡耐基的炼钢厂,福特的汽车厂都是以行业内兼并来扩大规模经济效益,降低成本,实现垄断,提高价格。他们的共同特点是资本密集,资本回报率较低,是谓线性企业。随着互联网诞生兴起的网络平台型企业如谷歌,亚马逊,脸书则不同。他们是零边际生产成本的信息企业(而传统企业的边际成本常随着生产数量先降后增,但这些企业的边际成本几乎是单一下降的),轻资产,资本回报率极高,一旦形成“临界质量”后可以从更多的参与者身上获得价值。主要风险有两类,其一是初始获客阶段如何达到临界质量,因为稍有平台管理不慎就可能造成客户的大量流失;其二是监管风险,由于新兴,因此游离于现存法之外,如优步和爱彼迎的全职员工并无社保医保,不需交付工资税等。一旦要交,是巨大的成本支出。
评分Too shallow and rambling.
评分Too shallow and rambling.
Modern Monopolies 2025 pdf epub mobi 电子书