Information Technology-Enabled Business Platforms

  • Rashik Parmar
Part of the Service Science: Research and Innovations in the Service Economy book series (SSRI)


Commoditisation of products has been researched and understood for many decades. However, over 70% of the GDP of major nations is dependent on service industries. Little is understood about how services industries commoditise. The notion of business platforms [1] provides some important clues. The combination of a business platform supported by an innovative information technology system can disrupt industries, as organisations such as Google and eBay have demonstrated. This case study introduces a technique for assessing an organisation to identify candidate business platforms, and how to apply information technology to create competitive industry disruption. In addition, it will provide initial experiences from using these techniques.

Links to Further Information

  1. Evans DS, Hagiu A, Schmalensee R (2008) Invisible engines: How software platforms drive innovation and transform Industries. MIT Press, Cambridge. Accessed 13 June 2011Google Scholar
  2. Gawer A (ed) (2009) Platforms, markets and innovation. Edward Elgar, CheltenhamGoogle Scholar
  3. Gawer A (2010) Platform leadership [home page]. Accessed 13 June 2011
  4. IBM Business Consulting Services (2005) Component business models: Making specialization real.–6163-cbm-making-special-real.pdf. Accessed 13 June 2011
  5. Parker G, Van Alstyne MW (2005) Two-sided network effects: A theory of information product design. Manage Sci 51:101494–101504. Accessed 13 June 2011CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media New York 2012

Authors and Affiliations

  • Rashik Parmar
    • 1
  1. 1.IBM CTO North East EuropeColtonUK

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