The Emerging Platform Economy Series No.

The Rise of the

Platform Enterprise
A Global Survey

Peter C. Evans
Annabelle Gawer

The Center for Global Enterprise

J A N UA RY 2 0 1 6
T H E E M E RG I N G P L AT F O R M ECO N O M Y S E R I E S

The Center for Global Enterprise

AC K N OW L E D G M E N T S

We would like to extend our appreciation to the scholars and practitioners who provided data and regional
insights to this survey including Weiru Chen, Olayinka David-West, Sangeet Paul Choudary, Geoffrey Parker,
Cho-Hsuan “Joesph” Yu and Marshall Van Alstyne. We are also grateful to Sam Palmisano, Chris Caine and Ira
Sanger for their valuable contributions throughout the course of this study.
Contents 1.
2.
3.
The Age of Platforms.............................4
Survey Objectives...................................5
Defining Platforms..................................5
4. Survey Methodology..............................8
5. Platform Typology..................................9
6. Survey Results........................................10
Headquarters Geography......................11
Ownership Structure...................... .13
Platforms Types.................................14
7. Incumbent Company Platforms.........18
8. Platforms and the Enterprise.............19
9. Conclusion and Outlook.....................21

The Center for Global Enterprise

The Rise of the Platform Enterprise: A Global Survey

1. The Age of Platforms

Enterprises that leverage the power of platform spawned considerable interest and passion around
business models have grown dramatically in the potential of the so-called “share economy.”1
size and scale over the past decade. No longer In addition, platforms have been important
the sole domain of social media, travel, books sources of innovation. For example, in 2014, nine
or music, platform business models have made U.S. platforms were awarded 11,585 patents.2
inroads into transportation, banking and even Finally, many start-up platforms have been
healthcare and energy. Platforms are now active successful in attracting significant investment
in North America, Europe, Asia, Africa and Latin from venture funds. Most so-called “unicorns”
America. Some platforms are household names are in fact platform companies.3
such as Amazon, Apple, Google and Alibaba.
Others have emerged more recently or hail from At the same time, platform companies have
parts of the world that get less attention such been disruptive. Online platforms have upended
as Rakuten (Japan), Delivery Hero (Germany), numerous brick and mortar chains and are
Naspers (South Africa), Flipkart (India) or Javago making deep inroads into other industries from
(Nigeria). Platform ecosystems are gaining television to transportation. Although it is still
ground through the digitalization of products, early days, they have the potential to be equally
services and businesses processes and in the disruptive to traditional approaches to banking,
process are reshaping the global landscape. healthcare and energy services. Platforms
have also attracted regulatory controversy.
Platform companies contribute importantly to There have been concerns over the ability of
the economy. They have driven up productivity platforms to dominate markets and undermine
in multiple ways. One source of productivity has competition.4 There have also been concerns that
been achieved through highly efficient matching. it may be easier for platform companies to avoid
E-commerce marketplaces like eBay provide one tax and insurance obligations.5 Finally, there has
example. Professional networks like LinkedIn been a range of concerns about how platform
provide another. Platforms have also improved companies classify workers as independent
productivity by supporting more efficient asset contractors in ways that unfairly squeeze wages
utilization. The ability of platforms to better utilize and benefits.6
houses, cars, workspaces among other assets has

1
“The rise of the sharing economy: On the Internet, everything is for hire,” The Economist, March 9, 2013.
2
The companies are Microsoft, Google, Apple, Intel, Amazon, Yahoo!, Facebook, eBay and Salesforce. The patent data is
from “2014 Top Patent Owners,” Intellectual Property Owners Association, June 2015.
3
Unicorns are private startup companies that have achieved a valuation of $1billion or more without going to public
capital markets. A review we conducted of the 115 companies listed as Unicorns by CB Insights in June 2015 found
that 80 of these companies or 70 percent are platform companies.
4
David S. Evans, “Attention to Rivalry among Online Platforms and Its Implications for Antitrust Analysis”, Coase-Sandor
Institute for Law & Economics Working Paper No. 627, 2013.
5
See, for example, Pierre Collin, and Nicolas Colin. “Task Force on Taxation of the Digital Economy.” Report to the French
Minister for the Economy and Finance, the Minister for Industrial Recovery, Minister Delegate for the Budget and the
Minister Delegate for Small and Medium-sized Enterprises, Innovation and the Digital Economy 2013.
6
Greg Bensinger, “Startups Scramble to Define ‘Employee’, Wall Street Journal, July 30, 2015; and Naom Scheiber,
“Growth in the ‘Gig Economy’ Fuels Work Force Anxieties,” New York Times, July 12, 2015.

The Rise of the Platform Enterprise: 4 A Global Survey

 2. Survey Objectives
While a few platforms have garnered significant scholars and experts with expertise in platform
attention both in the popular press and among companies in Europe, Africa, India, and China,
academic scholars, there is much we do not the study focused on identifying companies
know. How many large platforms are operating with a market valuation of at least $1 billion. To
around the world? Where are they based? ensure broad coverage of types and location of
What sectors do they populate? How many companies, the study included privately owned
people do they employ? platform companies as well as those that are
publicly traded on stock exchanges around the
To better understand the global growth and scope world. Finally, the study examined a broad range
of platform companies, this study has sought to of industries to reveal where platform business
provide the first comprehensive global survey of activity has become established across sectors.
platform companies. Through collaboration with

3. Defining Platforms
The term platform has been used in a variety may have physical elements included in the
of ways.7 In this survey, we are concerned product offering, but most successful platforms
with platform business models and the design today take advantage of the power of pervasive
choices that allow these business models Internet connectivity in the hand of billions of
to be successful. Platforms have unique users and have at their heart a software engine.8
characteristics, with a central feature being the
presence of network effects. Network effects Platforms create value in two principal ways.
The first way, which corresponds to what we call
are prevalent in platforms, and they mean
transaction platforms, facilitates transactions
that more users beget more users, a dynamic
between different types of individuals and
which in turn triggers a self-reinforcing cycle of organizations that would otherwise have
growth. Further, most of today’s platforms are difficulty finding each other. Obvious examples
digital: they capture, transmit and monetize include Uber, Google Search, Amazon
data, including personal data, over the Internet. Marketplace, and eBay. This type of platform is
They may not be purely digital; in that they sometimes called a multi-sided market.9

7
See Annabelle Gawer and Michael Cusumano, Platform Leadership: How Intel, Microsoft and Cisco Drive Industry
Innovation, Harvard Business School Press, Boston, MA, 2002, for one the first treatments of platforms. For a
more recent treatment of platforms, see Annabelle Gawer (Ed.), Platforms, Markets and Innovation, Edward Elgar
Publishing Ltd, Cheltenham, 2009.
8
David S. Evans, Andrei Hagiu and Richard Schmalensee, Invisible Engines: How Software Platforms Drive Innovation
and Transform Industries, MIT Press, Cambridge, MA, 2006.
9
Jean-Claude Rochet and Jean Tirole, “Platform Competition in Two-Sided Markets”, Journal of the European Economic
Association 1, no. 4, 2003, pp. 990-1029.

The Rise of the Platform Enterprise: 5 A Global Survey

There are also innovation platforms, which consist As mentioned earlier, an important feature of
of technological building blocks that are used as platforms is the ability to efficiently match buyers
a foundation on top of which a large number of and sellers in the market. While there is always
innovators can develop complementary services friction associated with transactions between
or products. These complementary innovators buyers and sellers, by building new software and
can be anyone, anywhere in the world, and harnessing the speed and scale of the Internet,
together they form what is called an innovation platforms help reduce that friction. Innovative
ecosystem around the platform. An example is platform entrepreneurs have discovered that
the iPhone, which has hundreds of thousands of there are ways to get the flywheel going faster
applications. Those applications are developed if one side of the market is incentivized to join,
by innovators all over the world, who use Apple for example, by being subsidized. This is why it
technology the company makes available through is not uncommon to see platforms offering deep
software connectors sometimes called APIs— discounts to one side of a market or even provide
application programming interfaces—or software “freemium” goods or services to third parties
developer kits, which will in effect continue the to induce them to join, contribute and even
cycle of innovation and growth. innovate on the platform.

A fundamental feature of platforms is the Platforms also present different strategic

presence of network effects: platforms become objectives than traditional frameworks for
more valuable as more users use them.10 As more corporate strategy, which will often emphasize
users engage with the platform, the platform concepts like “lean” and “just-in-time” supply
becomes more attractive to potential new users. chain delivery. Platforms change what it means
This goes a long way toward explaining why some to lead organizations, forcing them to re-think
platforms have had viral growth. There are two their strategies, business models, leadership,
kinds of network effects: direct network effects organizational structures, and approaches to
(where more users beget more users, as in more value creation and capture systems. Aiming to
Facebook users will beget more Facebook users) become a platform leader entails a vision that
and indirect network effects where more users of extends beyond one’s own firm, and aims to build
one side of the platform (for example, video game and sustain an ecosystem of partners, where the
users) attracts more users on the other side of the platform leader has to be the equivalent of a
platform (in this example, video game developers). captain. And just as any “team captain” would
Jeff Bezos, the founder and CEO of Amazon, have to, a platform leader must maintain some
refers to this reinforcing virtuous dynamic as the degree of neutrality and benevolence over its
“Amazon flywheel.”11 business partners, failing which, it would damage
its own legitimacy.12
It is important to understand that with platforms, scale
is both the outcome of initial success and the engine Platforms excel across a number of different
for the further growth. Network effects existed before dimensions, which has helped to set them
online platforms, for example, the telephone network. apart from traditional business models. These
But today, where individuals have access to pervasive include the way they foster efficient and
connectivity that is facilitated by the Internet, and productive interaction, speed and scale of
where there are 7 billion mobile phones in the hands innovation. Platforms are highly successful at
of users—this ease of communication has increased efficient matching. The largest in the world,
the network effects. With platforms, scale creates such as Facebook, Amazon, and Alibaba,
value and attracts additional users. This dynamic facilitate hundreds of millions or even billions of
creates a self-sustaining momentum for growth. interactions per day.

10
See Geoffrey Parker and Marshall Van Alstyne, “Two-Sided Network Effect: A Theory of Information Product Design,”
Management Science; 51, no. 10, 2005; Mark Armstrong (in “Competition in Two-Sided Market”, RAND Journal
of Economics; 2006, p. 66) defines two-sided markets as “markets involving two groups of agents interacting via
‘platforms’ where one group’s benefit from joining a platform depends on the size of the other group that joins the
platform”. They have also been defined as “businesses in which pricing and other strategies are strongly affected by
the indirect network effects between the two sides of the platform” according to: David S. Evans and Richard Schmalensee,
“Markets with Two-Sided Platforms,” Issues in Competition Law and Policy (ABA section of antitrust law) 1, 2008. p. 667.
11
Brad Stone, The Everything Store: Jeff Bezos and the Age of Amazon, Random House, 2013, p. 126.

The Rise of the Platform Enterprise: 6 A Global Survey

PLATFORM TYPES

Key Functions
Transaction Innovation • • Matching
• • Interaction
• • Complements
• • Ecosystem

Investment Integrated
FIGURE 1

In addition to the ability to efficiently and degree of openness, which the platform owner
imaginatively match, they also have an amazing will design the interfaces (often associated
ability to accelerate innovation. One way is with Software Developer Kits and Application
to open up to third-party applications. Apple Programming Interfaces, coupled with relatively
created an innovation machine facilitated by low fees of access) will encourage and stimulate
the App Store. The company readily admits complementary innovation, which will allow the
that third-party developers came up with ideas ecosystem to thrive.
at a speed and scale that Apple could not have
achieved with internal developers alone. Specific Finally, there is the matter of governance of
programs give developers promotional credits to the platform ecosystem, which considers who
assist in advertising apps and access to its App has access to the platform, how to divide value
Store network of millions of customers in nearly between ecosystem members, and how to resolve
200 countries. conflicts or manage sometimes increasingly
divergent objectives.13 The goal is to arrange
One key feature of innovation platforms is complementors and consumer rules to create and
that they allow platform owners to tap into a sustain vibrant ecosystems. Policies must ensure
potentially unlimited pool of external innovators, value creation and also high-quality participation
in what is called an innovation ecosystem. on the platform. At the same time, the right mix
Contrary to what happens within a traditional of incentives is required to encourage joining
supply-chain, platform owners do not have to and good behavior. While traditional business
know in advance who or where the external models lead managers to frown on giving product
innovators might be: it is these external innovators or services away for free, such practices can be
themselves (the developers of complementary highly successful from a platform perspective,
products or services) who seek the platform and especially when one side of a market is needed
attempt to connect to it: The platform becomes to attract the participation of another.
a magnet for complementary innovators. The

12
Annabelle Gawer and Michael Cusumano. “Industry Platforms and Ecosystem Innovation.” Journal of Product
Innovation Management 31 no. 3, 2014, pp. 417-433.
13
Kevin Boudreau and Andrei Hagiu, “Platform Rules: Multi-sided Platforms as Regulators,” in A. Gawer (Ed.), Platforms,
Markets and Innovation, Edward Elgar, Cheltenham, UK and Northampton, Mass (2009), pp. 163–191.

The Rise of the Platform Enterprise: 7 A Global Survey

 4. Survey Methodology
In 2015, the Center for Global Enterprise of other sources along with natural language
launched an initiative to build a global database processing techniques. A different algorithm
of platform companies as part of the Emerging filters the data down to only the connections
Platform Economy project.14 A detailed review relevant to inquiry. A variety of search quires
of the existing platform literature revealed rich were conducted including “platform AND
theoretical body of knowledge and strong case ecommerce”, “platform AND on-demand” and
studies, but no comprehensive empirical dataset, “platform AND marketplace.” This tool helped in
especially for companies outside of the United finding information about the smaller privately
States. To fill this gap, an effort was launched owned platform startups. This information
to build a database that covered platform was also cross referenced with the publically
companies from all regions of the world and all available list of unicorn companies maintained
sectors in which platforms are active. To capture by CB Insights.16
the most significant companies, a threshold of
$1 billion market cap or valuation is required to Data for the publically traded platform companies
be included in the dataset. was obtained through Thomson Reuters Eikon
financial database.17 This database provides
To assist in building the global database, detailed information on market capital, the
CGE collaborated with platform experts from number of employees and other information
Africa, China, Europe, India and the U.S. These about publicly traded companies.
experts included Weiru Chen, China Europe
International Business School; Sangeet Paul The preliminary results of the regional platform
Choudary, Platform Thinking Lab; Olayinka David- survey were presented at the Platform Strategy
West, Lagos Business School; Annabelle Gawer, Research Symposium, held on July 9, 2015,
University of Surrey Business School; Geoffrey at Boston University Questrom School of
Parker, A. B. Freeman School of Business, Tulane Business.18 This meeting was attended 40 of
University; and Marshall Van Alstyne, Questrom the world’s leading scholars and professionals
School of Business, Boston University. Each focused on platforms. This meeting resulted in
of these scholars contributed to the process valuable feedback, which was used to further
of identifying and reviewing candidate platform refine the companies selected for inclusion in
companies. the global data set.

In addition to engaging with leading scholars Further iterations with the core survey team
and professionals, we also employed advanced produced a final global list of 135 platform
search tools. A number of platform company companies. These companies were then coded
candidates surfaced using the Quid Web for platform type, location, industry, and other
Intelligence tool.15 This tool draws on the useful parameters.
S&P Capital IQ database as well as a variety

14
For a description of the project see: http://thecge.net/category/research/the-emerging-platform-economy/
15
For details regarding the Quid Web Intelligence tool see: http://quid.com/product/
16
More on CB Insights and its approach to identifying unicorn companies can be found at https://www.cbinsights.com/
blog/private-company-financing-data-sources-cruncher/
17
See: http://thomsonreuters.com/en/products-services/financial/trading-platforms/thomson-reuters-eikon.html
18
Platform Strategy Research Symposium, Questrom School of Business, Boston, July 9, 2015. http://questromworld.
bu.edu/platformstrategy/

The Rise of the Platform Enterprise: 8 A Global Survey

 5. Platform Typology
While platforms have common underlying dynamics these are expressed differently as firms organize
and apply them in the market. As a result, it makes sense to separate platform companies into four
types: transaction platforms, innovation platforms, integrated platforms and investment platforms.
We define each of these platforms types as follows:

Transaction platforms
A transaction platform is a technology, product or service that acts as a conduit (or intermediary)
facilitating exchange or transactions between different users, buyers, or suppliers.

Innovation platforms
An innovation platform is a technology, product or service that serves as a foundation on top of which
other firms (loosely organized into an innovative ecosystem) develop complementary technologies,
products or services.

Integrated platforms
An integrated platform is a technology, product or service that is both a transaction platform and
an innovation platform. This category includes companies such as Apple, which has both matching
platforms like the App Store and a large third-party developer ecosystem that supports content
creation on the platform.

Investment platforms
Investment platforms consist of companies that have developed a platform portfolio strategy and act
as a holding company, active platform investor or both.

The Rise of the Platform Enterprise: 9 A Global Survey

 6. Survey Results
The project identified a total of 176 platform while Asia as a larger number, the value of the
companies. The list includes large publically platform companies in N. America is collectively
traded companies as well as smaller private much larger. N. America has over 72 percent
companies, such as Uber and Airbnb that have of the value compared to 22 percent for Asia.
burst onto the scene in the past few years. Surprisingly, while Europe has emerged as a
The total value of these companies exceeds major consumer of platform services, it has
$4.3 trillion demonstrating the size and scale generated relatively few platform companies.
that platform companies have achieved in Only 27 or 15 percent of the platforms hail from
recent years. Europe and collectively they represent a little
over 4 percent by market value. Africa and Latin
The location and value of platform companies America have produced a number of platforms,
vary substantially across the world. Asia now has but so far they tend to be relatively small and
the largest number of platforms with 82. This therefore only three meet the threshold set by
is followed by N. America with 64. However, this global survey.

PLATFORM COMPANIES BY REGION

N. America 64 $3,123B 820M

Asia 82 $930B 352M

Europe 27 $181B 109M

Africa & 3 $69B 27M

L. America

Grand Total 176 $4,303B 1.3M

0 100 200 $0T $1T $2T $3T $4T $5T 0K 40M 80M 120M
NUMBER OF PLATFORMS COMPANY MARKET CAP EMPLOYEES, FY

SOURCE: Global Platform Survey, The Center for Global Enterprise, 2015
FIGURE 2

The Rise of the Platform Enterprise: 10 A Global Survey

The employment impact of platform companies since implicit in a platform business is the idea
is substantial. The publicly traded platforms of building vibrant third-party ecosystems. For
directly employ at least 1.3 million. However, this example, the software platform SAP boasts more
is not a full picture of platform employment. A than 13,000 partners around the world.19
complete accounting of information on privately
owned platform companies is not available and The following sections provide additional
so the employment figures presented here only details revealed through this survey. We will
cover the publicly traded platform companies. review in more detail the geography of platform
The omission is likely to be marginal since the companies by headquarter location, the number
private platforms make up a relatively small and size of publicly traded platform companies
proportion of the market value of the survey compared to privately owned startup companies;
list (approximately 10 percent by market value). the distribution of platform companies by
It was also not possible to obtain complete types (transaction, innovation, integrated and
information on the indirect employment effects investment); as well as the industry sectors
even though this figure is likely to be quite large where platforms are found.

Headquarters Geography: Platforms by Country and City

Platform companies are now found throughout the world. The survey identified platforms from five
regions and 22 countries. As noted above, Asia now has the largest number of platform companies.
Within Asia, China dominates with 64 platform companies. India has 8 and Japan 5. The remaining
Asian platforms are split between South Korea, Australia, Malaysia and Singapore. In the case of N.
America, 63 platforms are based in the United States and one in Canada. In the case of Europe, there
is a total of 27 platform companies found across 10 countries. The UK has the largest number with
nine followed by Germany with five, Russia with three, and France, the Netherlands and Sweden
with two each. The remaining four European platforms are located in Ireland, Israel, Luxembourg,
and Norway, respectively. The survey also revealed two platform companies in Latin America with
one based in Argentina and Brazil. The one Africa-based platform that made it on the list is based
in South Africa.

Another perspective is to look beyond the regional level to the cities there the platforms are based.
The highest concentration of platform headquarters is found in the San Francisco Bay Area.20 A quarter
of the platforms (44) in this survey have their headquarters based within the Bay Area. The second
highest concentration of platforms is Beijing with a total of 30. Shanghai has a total of 15 followed
by London and New York with 8 apiece. The Chinese cities of Hangzhou, southwest of Shanghai and
Shenzen near Hong Kong have spawned from 5 to 6 platform companies. Other cities that have a
cluster of platforms ranging from three to five include Tokyo, Berlin, New Delhi, Seattle, Bangalore,
Mosco and Nanjing. Six cities have two platforms including Amsterdam, Guangzhou, Moscow, Paris,
Seoul and Stockholm. The remaining 22 cities host one platform headquarters.

19
CJ Arlotta, “SAP Global Partner Summit 2015: ‘Value Drives Volume,’” Talkin’Cloud, May 4, 2015 available at http://
talkincloud.com/cloud-computing-events/05042015/sap-global-partner-summit-2015-value-drives-volume
20
Given the close proximity, cities around the San Francisco Bay Area include, Cupertino, Los Gatos, Menlo Park,
Mountain View, Oakland, Palo Alto, Redwood City, San Jose, Santa Clara and Sunnyvale.

The Rise of the Platform Enterprise: 11 A Global Survey

GEOGRAPHY OF PLATFORMS: CITIES BY NUMBER OF COMPANY HEADQUARTERS

Canada Russia

United
States China

India

Brazil

Australia

1 10 20 30 44

SOURCE: Global Platforms Survey, The Center for Global Enterprise, 2015
FIGURE 3

TOP 10 CITIES BY PLATFORM HEADQUARTERS

No. of Platform
RANK HQ CITY 2 Country Region
Companies
1 San Francisco Bay Area Country N. America 44 $2,229B

2 Seattle US N. America 4 $767B

3 Beijing US Asia 30 $246B

4 Hangzhou China Asia 6 $242B

5 Shenzhen China Asia 5 $191B

6 Tokyo Japan Asia 5 $109B

7 Walldorf Germany Europe 1 $97B

8 Cape Town S. Africa Africa 1 $63B

9 Norwalk US N. America 1 $62B

10 Shanghai China Asia 14 $55B

$0T $1T $2T $3T
Company Market Cap
SOURCE: Global Platform Survey, The Center for Global Enterprise, 2015
FIGURE 4

The Rise of the Platform Enterprise: 12 A Global Survey

 A different perspective is gained by examining the Shenzhen No. 5 and Shanghai No. 10. Tokyo’s five
aggregate market cap of the platform companies platform headquarters place it No. 8 in market
surveyed in this study. The platform companies cap. The only European city to make the top 10
found in the Bay Area have a collective market is Walldorf, Germany, which is the home for the
cap of $2.2 trillion dollars or 52 percent of the software company SAP. Norwalk and Cape Town
value of all the companies surveyed. Seattle make the list are a result of Priceline and Naspers,
ranks second with four platform companies respectively. While New York and London host a
worth $767 billion. Chinese cities also rank highly relatively large number of platform companies,
with four cities making populating the top 10 the market value of the companies is not large
list: Beijing No. 3; Beijing No. 3; Hangzhou No. 4; enough to place either city in the top 10.

Ownership Structure: Public vs. Private Platforms

Both publicly-traded and privately held platforms satisfied the criteria to be included in the global
platform survey. A careful review of companies across Africa, Asia, Europe and North America
revealed a total of 69 public companies and 107 private companies. While private companies are
more numerous, most are relatively young companies and have recently passed the $1 billion market
in valuation. Collectively, private platform companies have an estimated market value of just shy of
$300 billion. As illustrated in Figure 5, 54 of the private companies were founded in Asia, 40 in N.
America and 13 in Europe. Public platform companies are fewer in number but typically run much
larger operations. The 69 public companies have a collective market value of $3.9 trillion. Figure
5, shows that 28 of the public companies are based in Asia, 24 in N. America, 14 in Europe and two
Latin America and one in Africa.

PLATFORM OWNERSHIP STRUCTURE: PUBLIC VS. PRIVATE

Private Public Grand Total

200 176
No. of Platforms

150

100
54
50 40
28 24
13 14
0 1 2
$4,303B
4T
Total Market Cap

$2,936B

2T

$719B
$211B $29B $187B $63B $152B $7B
0T
Asia Europe N. America Africa Asia Europe L. America N. America Total

SOURCE: Global Platform Survey, The Center for Global Enterprise, 2015
FIGURE 5

The Rise of the Platform Enterprise: 13 A Global Survey

Platforms Types
As noted at the outset, platform business models and the network effect are manifested in four
types: transaction platforms, innovation platforms, integrated platforms and investment platforms.
As shown in Figure 6, most of the companies in the survey are transaction platforms. There are
160 transaction platforms with a total market cap of $1.1 trillion. Interesting, nearly all the private
companies are transaction platforms, whereas a nearly a quarter of the publically traded platforms fall
into this category. Platform enterprises in this category include social media platforms, marketplaces,
media, music, money, financial technology (fintech) and gaming.

PLATFORM COMPANIES BY TYPE

Transaction Innovation Integrated Investment

YAHOO

NETFLIX
GOOGLE XiaMi
SAP
EBAY
BAIDU SOFTBANK

Snapchat ALIBABA AMAZON

Airbnb LINKEDIN INTEL MICROSOFT NASPERS

PRICELINE
FACEBOOK
Uber SALES-
PAYPAL FORCE
ORACLE

TENCENT APPLE

Type

SOURCE: Global Platform Survey, The Center for Global Enterprise, 2015 Public Private

FIGURE 6
Note: Each bubble represents a company sized by market cap as of December 1, 2015

There are five innovation platforms, which have a total market cap of $911 billion. This category
includes companies with large third party developer networks: Microsoft, Oracle, Intel, SAP and
Salesforce. These companies, which are all U.S.-based except for SAP, derive much of their value and
innovation by co-creating products and services with other firms in their platform ecosystems. Studies
of SAP, for example, show that partnership programs that encourage complementary invention and
leveraging indirect network effects generate significant value.21

There are six platform companies that make up the integrated platform category. These companies—
Apple, Google, Facebook, Amazon, Alibaba and XiaoMi--have a market cap of $2 trillion. The
companies in this category combine aspects of transaction platforms in that they facilitate double-
sided markets and integrated platforms in that they govern sizable third party developer networks.
In contrast to most platform companies that have few assets, they may have manufacturing supply
chains such as Apple with its family of computers, tablets and smartphones or large physical fulfillment

The Rise of the Platform Enterprise: 14 A Global Survey

facilities as is true for Amazon and Alibaba. These companies have multiple platforms and, therefore,
can also be considered platform conglomerates. For example, Alibaba now operates 10 platform
businesses including Taobao.com, Tmall.com, Aliyun.com, and Cainiao. Likewise, Google, in addition
to its primary search and targeting advertising has moved into other areas like home automation and
energy demand response with its acquisition of Nest Labs.

Finally, there are five companies that make up the investment platform category. This category
includes Priceline Group (U.S.), Softbank (Japan), Naspers (South Africa), IAC Interactive (U.S.) and
Rocket Internet (Germany). While it can be argued that these companies are not platforms per
se, they have a clear strategy of early stage investment in platform companies, acting as a holding
company for a portfolio or a combination of both. For example, the Priceline Group includes Booking.
com, Priceline.com, Kayak.com, rentalcars.com, and OpenTable. SoftBank, which began as a telecom
company has diversified into platforms with large stakes in Yahoo! Japan, Alibaba Group and GungHo
Online. More recently, SoftBank has invested in Indian platforms OlaCabs, Snapdeal, and Housing.
com. Naspers, which made an early, highly successful bet on the Chinese platform Tencent, is now
diversifying with investments in over 30 platforms. Its investments around the world include such
companies as OLX and PayU (Global); Allegro, Fashion Days, Ceneo (Central and Eastern Europe),
Konga and Souq (Africa and North Africa) Latin America and Redbus, Myntra and Flipkart (India). 22

The most recent investment platform company to emerge, Rocket Internet, has a bold goal of becoming
the world’s largest Internet platform outside the United States and China.23 To this end, the company
set out to build a portfolio of companies in underserved or untapped markets through regional
investment groups focused on Africa, Asia, Latin America, and the Middle East. For example, the
Africa Internet Group, Rocket’s investments arm in Subsaharan Africa, spans e-commerce ( Jumia),
fashion (Zando), real estate(Lamudi), hotel bookings ( Javago), jobs market (Everjobs), and ride-
sourcing (Easy Taxi). To support rapid growth, the company has adopted standard business processes
that enable repeatability and common IT infrastructure across the portfolio of companies in which
it invests.

While the investment platforms each have a different strategic focus they have the advantage of
providing back-end infrastructure and the front-end user experience across the brands that they
hold. They also promise if not to eliminate then at least reduce the classic tension that multinational
companies face between providing global consistency and efficiency while at the same time being
able to tailor services to local tastes and requirements. A portfolio approach also offers a way to
more efficiently share best management practices, business model innovation, as well as grow a
specialized talent pool. In case of the latter, Rocket Internet has established an entrepreneur-in-
residence program designed to create a pipeline for management talent not only geared specifically
to platform management but also to cultivate talent with exposure to diverse work environments
across multiple countries.24 Over a period of 6-18 months, the program rotates promising candidates
to early-phase platform startups and gives them exposure to a variety of key functional roles such as
online marketing, product development, supply chain management and operations.

21
Marco Ceccagnoli, Chris Forman, Peng Huang, and D. J. Wu. “CO-CREATION of value in a platform ecosystem: The case
of enterprise software.” MIS Quarterly, Vol. 36, No. 1, 2012.
22
Naspers Group Profile http://www.naspers.com/where-we-operate.html
23
See Rocket Internet’s homepage, which states: “Our Mission: To Become the World’s Largest Internet Platform Outside
the United States and China”: https://www.rocket-internet.com/
24
Rocket Internet, Entrepreneur in Residence program http://rocketinternet.theresumator.com/apply/hflMeG

The Rise of the Platform Enterprise: 15 A Global Survey

Additional insight on global platform dynamics can be gained by segmenting the four types of platforms
by the five major regions examined in this survey as shown in Figure 7. There is significant variation
across the regions. Asia leads in the number of transaction platforms with over half the world’s
total by market cap, driven by the growth of ecommerce in China, Japan and most recently India.
N. America follows with 39 percent. While Europe is a large and growing location for transaction
platforms our survey revealed that only 7 percent are headquartered in Europe. What N. America
may lack in transaction platforms it more than makes up for in innovation and integrated platforms.
It dominates the world with 88 percent and 89 percent of the platform identified in this survey.
Perhaps due to its focus on manufacturing over software and nurturing extensive software developer
ecosystems, Asia lacks innovation platforms. Europe was found to have 11 percent of the innovation
type platforms but no integrated platforms. Latin American and Africa are very small representing
1% or less of the platforms by number and market cap.

PLATFORM COMPANIES BY TYPE

Transaction Innovation Integrated Investment

APPLE
N. America
GOOGLE

Asia

Europe

Africa &
L. America

SOURCE: Global Platform Survey, The Center for Global Enterprise, 2015
FIGURE 7
Note: Each bubble represents a company sized by market cap as of December 1, 2015

In what sectors are the top platform companies most active? There are different ways to answer this
question. One way is to rank them by the number of platforms operating in the sector. Another is
rank them by market value within the sector.

If we apply the first approach and limit the sample to the top 10 sectors, we find that ecommerce
comes in first place followed by fintech and internet software & services. There are also a significant
number of social networking, media companies. Rounding out the top ten are transportation, travel
real estate, adtech and mobile related platforms.

If, by contrast, we rank sectors by market cap then a different picture emerges. Internet software &
services rises to the top as a result of the size of companies like Microsoft, Tencent and SAP. Second is
ecommerce through the weight of companies like Amazon and Alibaba. Ranked third is media, which
includes companies like Netflix, Naver and Naspers. Travel, fintech and social networking come in 4th,
5th and 6th. Transportation ranks 7th as a result of the growth of companies like Uber and China’s
ride-sourcing platform Didi Kuaidi. Much smaller in overall market cap but still making the top 10
sectors are real estate, mobile software & serves and adtech platforms.

The Rise of the Platform Enterprise: 16 A Global Survey

TOP 10 SECTOR RANK BY MARKET VALUE AND BY NUMBER OF COMPANIES
a. Rank by Market Value
Industry
Internet Software & Services
eCommerce/Marketplace
Internet Software & Manufacturing
Internet, Search & Services
Social/Messaging
Media
Enterprise Software
Internet, Software & Manufacturing
Travel
Fintech
$0B $100B $200B $300B $400B $500B $600B $700B

b. Rank by Number of Companies

Industry
eCommerce/Marketplace
Fintech
Internet Software & Services
Media
Travel
Internet, Software & Manufacturing
Internet, Search & Services
Enterprise Software
Social/Messaging
0 10 20 30 40 50
Number of Platform Companies
SOURCE: Global Platform Survey, The Center for Global Enterprise, 2015
FIGURE 8

Some sectors one might expect to be represented are largely absent from the global survey. Two that
stand out are workplace and healthcare. This is surprising given the amount of attention given to
platforms in both sectors. Some see the future of work increasingly shaped by the ability of freelancers
to efficiently identify work on one side of the market and firms and individuals on the other side to
identify needed skills at a reasonable cost. By some estimates, there are as many as 300 workplace
platforms operating around the world such as Upwork, Freelancer, Guru, Witmart, TaskRabbit, Fiverr,
and Gigwalk.25 However, inherent fragmentation by type of work and by geography may have caused
a lack of scaling which has limited the potential of businesses operating in this space to achieve
valuations of $1 billion or more.

A similar situation holds for connected health platforms. A combination of falling costs and
improvements in online video conferencing, rising demand for solutions to spiraling healthcare costs
and changing insurance reimbursement policies have contributed to a growing number of connected

25
Andrew Karpie, “The Future of Talent Acquisition in the Emerging Platform Economy,” The Research Platform blog,
September 23, 2015. http://blog.theresearchplatform.com/?p=2969

The Rise of the Platform Enterprise: 17 A Global Survey

health platforms. There has been a surge in startups--MDLive, America Well, Doctor.com, 1DocWay,
Specialists on Call, NuPhysicia are some of the companies that have responded. Some, such as
Teladoc, have successfully gone public.26 However, like workplace platforms, none of these firms
have yet achieved significant size and scale. As a result, no healthcare platforms met the threshold
to be included in this global survey.

7. Incumbent
Company Platforms
The global platform survey has focused on Another approach has been to build platform
companies that are either pure play platforms or capabilities through acquisitions. One of the first
mixed companies that may have manufacturing movers in the transportation sector is Daimler.
facilities such as Apple or large physical In 2014, the automaker made two acquisitions
fulfillment centers such as Amazon. It would be aimed at building out platform capabilities that
naive to expect incumbent firms to stand still enhance the company’s ability to expand from
in the face of disruptive platform competition. manufacturing to offering a broader array of
Indeed, they are not. We are beginning to see mobility solutions.28 It purchased US-based
incumbent firms across a wide range of sectors RideScout, a transaction-based platform that
move to establish their own platforms. While aggregates transportation and parking options
a comprehensive survey was not undertaken, a permitting search and comparison of options in
few examples illustrate the growing trend. real time. It also acquired the German-based
MyTaxi, a ride-sourcing platform similar to Uber,
Incumbent firms have taken several approaches founded in 2009, which had grown in a few
to building platforms. One approach has been short years to 7 million downloads and 35,000
organic. Johnson Controls provides one example connected vehicles. These purchases gave
of an effort to build a platform from scratch. Daimler a larger transaction based platform
In 2012, the company announced Panopix, an presence in the U.S. as well as 40 German cities
apps marketplace intended to help commercial along with, Madrid, Barcelona, Warsaw, Vienna,
building owners and operators save energy and Graz, Salzburg, and Zurich.
money.27 The objective has been to establish an
open platform, cloud-hosted app store similar to Finally, some incumbents have focused building
the innovation platform found in the consumer platforms through alliances as a way to build
area but targeted at the managers of commercial out their installed base of users as quickly
buildings. The applications and analytics apps as possible. One example is the drugstore
offered are designed to identify ways to improve retail company Walgreens. In June 2015, the
energy savings and building performance. Apps company announced it was partnering with
developed by third parties are made available MDLIVE to extend telehealth visits to patients
through a subscription-based model. The living in Colorado, Illinois and Washington state.
Panoptix platform provides a new channel to MDLIVE operates a transaction-based platform
provide applications that enhance the existing that connects patients with board-certified
portfolio of Johnson Controls building and physicians for web-based consultations. By
energy management services as well as leverage tapping a large network of doctors, it is available
the innovation of third-party developers. twenty-four hours a day seven days a week
via desktop, tablet or smart phones. The
26
Jim Landers, “Dallas-based Teladoc launches successful IPO,” Dallas Morning News, July 1, 2015.
27
Jennifer Kho, “Johnson Controls opens energy-efficiency app marketplace,” GreenBiz, November 13,
2012.
28
Katie Fehrenbacher, “Daimler acquires transportation apps RideScout and myTaxi,” Gigaom, September 3, 2014.

The Rise of the Platform Enterprise: 18 A Global Survey

two companies announced a goal of jointly more actively building platforms to shift from
establishing telehealth capabilities to 25 states a position of providing devices to companies
by the end of 2015.29 managing platforms to establishing their own
platform. In a move to reduce its dependency
It is not only incumbent North American and on Google’s platform Samsung has begun an
European firms that are developing platform effort to build out its own platform called Tizen.
strategies. Innovation is also taking place in This platform consists of devices including
emerging markets. In India Chennai based netbooks, tablets, TVs, and intelligent vehicle
Apollo Hospitals is building out a platform to systems and an operating system to power and
support digital healthcare delivery.30 Apollo integrate them. It also involves building out an
Hospitals, which owns or manages 51 hospitals app store and creating incentives for third party
and approximately 8,500 beds, has launched Ask developers to creating high-quality apps that
Apollo, a connected health platform to facilitate attract a large user-base.32 Integrated platforms
remote patient care.31 Likewise, device makers bring together features of transaction platform
such as Samsung, Xiami and are looking at and the innovation platform.

8. Platforms
and the Enterprise
The observations above highlight that there are divide value, and how to resolve a conflict. The
important variations in how platforms relate goal is to arrange complementors and consumer
to the firm and the firm to the platforms they rules to maximize ecosystem profits. Policies
manage. These relationships can be grouped must ensure value creation and also high quality
into one of three types. The first are the asset of participation on the platform. At the same
heavy platform enterprises. As discussed above time, the right mix of incentives is required to
these are typically incumbent companies that encourage joining and good behavior. All of
operate traditional hierarchal organizations this must be done recognizing that the platform
with significant physical assets and often a large leader is orchestrating free agents rather than
number of direct employees. directing employees in a hierarchical command-
and-control structure.33
The variation in the relationship between
platforms and organizational structure of the Approaches to platform governance must
enterprise opens up a variety of important also consider the way value is created. While
management questions. One concerns the traditional business models would incent
ability of asset-heavy incumbent firms to managers to maximize the price of each product
successfully launch platforms. This will depend or services, different approaches are needed to
in part on the ability of incumbents to master the manage platform. Greater value may be created
more demanding governance requirements than by offering low or even offering products or services
found with most business models. Governance for free to one side of a market if it can attract the
considers who has access to the platform, how to participation of another valuable customers.

29
RajivLeventhal, “Walgreens, MDLIVE announce expansion of telehealth platform,” Healthcare Informatics, June 19, 2015.
30
Sneha Jha, “How Arivind Sivaramakrishnan is driving the digital agenda at Apollo Hospitals,” The Economic Times India,
ETCIO.Com, May 18, 2015.
31
Apollo Hospitals launches Ask Apollo - a first of its kind medical platform in the country for remote patient care,
October 19, 2015. https://www.apollohospitals.com/news/apollo-hospitals-launches-ask-apollo-a-first-of-its-kind-medical-platform
32
Dean Quinn, “Tizen: The operating system that could thwart Android?” Techradar, January 21, 2014.
33
Geoffrey Parker, Marshall Van Alstyne and Sangeet Paul Choudary, Platform Revolution, How Networked Markets are
Transforming the Economy, W. W. Norton & Co. forthcoming.
The Rise of the Platform Enterprise: 19 A Global Survey
 PLATFORM BY ENTERPRISE TYPE

Hierarchal Platform EXAMPLES

Organization + ecosystem
STRUCTURE Physical Assets* Companies Platform

Daimler Moovel
Johnson Controls Panopix
Asset Heavy GE Predix
Samsung Tizen
ENTERPRISE TYPE

28
Apple App store
Mixed Amazon App store
Xiami MI app store

Google Google Play

Uber Uber app
Asset Light $719B Airbnb Airbnb app
Priceline Booking.com

SOURCE: Authors, 2015

FIGURE 9
* Includes HQ , other rooftops, retail outlets, manufacturing plants, service shops, etc.

Pursuing broader ecosystem profits over specific platforms focus too much on software systems and
products and services may only be achieved with technical talent at the expense of investing in the
significant changes to managerial incentives and development of a broader array of human talent
organizational culture. and values and norms. The challenge is that this is
not easy achieved when it must be accomplished
The asset-light platforms face a different set of outside conventional organizational boundaries34
challenges. Once early stage chicken and egg
issues of establishing a platform are overcome, a The mixed enterprises sit somewhere in the
platform can grow very quickly. Rapid growth the middle. They typically have large traditional
can outstrip the business processes, expertise enterprises with significant manufacturing, supply
and other key elements that make up the firm’s chains, and other assets that they must manage.
organizational capital. The asset-light companies At the same time, they also have large platforms
face the challenge of building organizational to govern. These mixed enterprises face the
capital across the wider ecosystem that they do challenge of blending the traditional operations
not fully control. The risk is underinvestment and optimization with traditional controls points
in intangible assets that are needed to support while also managing large ecosystems where
governance. The risk is that the asset light ownership and control points are more diffuse.

34
Baruch Lev, Suresh Radhakrishnan and Peter C. Evans, “Organizational Capital: A CEOs Guide to Measuring and
Managing Enterprise Intangibles”, The Center for Global Enterprise, New York, NY, January 2016.

The Rise of the Platform Enterprise: 20 A Global Survey

 9. Conclusion
and Outlook
This global survey of platform companies has yielded a number of important insights. One regards the
sheer scale of these companies. With a total market value of $4.3 trillion and an employment base
of at least 1.3 million direct employees and millions of others indirectly employed, platforms have
become an important economic force. Platforms companies are now clearly a global phenomenon.
They are found not only in advanced industrial markets, but throughout the entire world thanks to
the growing availability of mobile digital technologies. Not only are platform companies starting in all
corners of the world with established hubs in places like Hangzhou, China, Bangalore, India and Cape
Town South Africa, but a growing number of platforms are expanding beyond their home countries.
Indeed, many platforms are best recognized as the multinational enterprises that they have become
with large global footprints.

As we have explained, not all platforms are the same. They come in different types, including
transaction, innovation, integrated and investment platforms. This survey shows that the integrated
platforms, while small in number, have become dominant. Indeed, this is not lost on platform
executives. We see signs that both transaction and innovation platforms are evolving towards trying
to become integrated. It is the ability to facilitate efficient transactions coupled with large developer
ecosystems that build complements on the platform.

The survey reveals the significant disparity between regions. While North America and increasingly
Asia are home to a large and diverse group of platform companies, Europe is significantly lagging
behind. This finding leads to further important questions about what are the right conditions for
starting and growing platforms. The lead of the US platforms, together with the aggressive growth
of Indian and Chinese platforms, indicates that beyond the well-documented availability of venture
capital in the US stemming in particular from the Silicon Valley, it is the access to a large demand
and the associated possibility of scaling that differentiates the regions that have given birth to
flourishing platforms and those that do not. In addition, the rise of home-grown platforms has been
facilitated in large markets such as China, by local regulation that effectively close off their markets
to foreign platforms (invoking censorship and other restriction but sometimes interpreted as pure
protectionism).35 Some smaller countries such as Israel, which do not have access to large demand
but do possess superior technological capabilities and a startup culture, have given rise to a number
of successful platforms, some of which have been bought up by US platforms, as in the case of Waze
being bought for over $1 billion by Google in 2013.36 More research is needed to articulate the
extent to which the conditions necessary for platform emergence and growth depend on availability
of capital, talent, legal institutions, large demand, and a startup or innovation culture.

The rise of platforms is creating various opportunities and challenges for regions, for nations, for
industries, for companies and individual innovators. At the industry level, there is growing competition
between platforms. For example, platforms that did not compete in the past are increasingly beginning
to do so, for example as can be seen with Google and Amazon, with Amazon declaring in October
2015 that it will stop selling Apple TV and Google Chromecast.37 There is also strong incentives to

35
See Peter Schadbolt, “Play a Game, Get a Date: The social apps taking China by Storm”, CNN, September 16, 2014.
http://edition.cnn.com/2014/09/16/business/inside-china-social-media-landscape/
36
See Peter Cohan, “Four reasons why Google bought Waze”, Forbes, June 11, 2013.

The Rise of the Platform Enterprise: 21 A Global Survey

consolidate through platform mergers and acquisitions, as we have seen in travel, ridesharing, food
delivery, classifieds and several other sectors where platforms are prominent. We expect both trends
continuing if not intensifying.

Not surprisingly, the rise of platforms is engendering strong reactions. As noted in this survey, a
growing number of traditional firms are beginning to explore platform business models through a
variety of strategies. Some are attempting to grow them organically while others are using acquisitions
to speed growth. We expect these trends to intensify.

The rise of platforms worldwide is triggering reactions from governments both at the international
and national level. In many cases, governments see platforms as vehicles for positive change, as
spurring innovation, driving greater productivity captured through better asset utilization and the
ideas of the “sharing economy.” However, in other cases they are creating challenges across a range
of policy issues including labor, tax, competition, and disparities in insurance coverage. 38 They also
highlight a discrepancy in regional and international competitiveness. 39 There starts to be widespread
concerns (in Europe in particular) over the dominance (and the hotly contested possibility of abuse
of dominance) of a few US platforms which, combined with the less-than-transparent way these are
dealing with private personal data, which is likely to bring about increased regulatory scrutiny or even
perhaps new regulations on digital platforms, and in the digital space in general.

Implications for Managers

At the firm level, platform companies face specific challenges, which are associated with either
creating platforms from scratch as well as how to grow them and how to manage them when they
become increasingly global. Some challenges faced by these firms will be common to any enterprise,
but let us highlight those that are unique in which executives are writing new playbooks. Technology is
central to platform design and platform business success, and building successful platform will require
being at the cutting edge of building large complex IT systems, machine learning and increasingly
advanced artificial intelligence. Platforms firms also face the formidable task to orchestrating complex
ecosystems, and to design and develop the governance systems and organizational capital needed to
make them succeed. The traditional levers of action of controlling centrally what is done within the
firm or exerting power over suppliers will not be sufficient, as much of the value is created outside
the traditional boundaries of the firm.

37
For some early commentary on this increasing competition see: George Baroudi, “Google’s Competition is Amazon, Not
Apple,” InformationWeek, January 24, 2014 and Seth Fiegerman, “Google’s ‘Rivalry’ with Amazon? It’s Complicated,”
Mashable, October, 14, 2014. See also David Streitfeld and Katie Benner, “Amazon to Stop Selling Apple TV and
Chromecast”, The New York Times, October 1, 2015.
38
For example, some have complained that UberX can offer passengers low prices because it drivers are not required to
purchase commercial insurance that is mandatory for cabs. See: Sean Silcoff and Jacqueline Nelson, “Insurance Bureau
of Canada Pushing to Get Uber Drivers Covered,” The Globe and Mail, October 13, 2015.
39
See remarks by Günther H. Oettinger, “A Digital Single Market: The Key to Europe’s Industrial Leadership in the Digital
Economy,” speech at ICT2015, October 20, 2015.

The Rise of the Platform Enterprise: 22 A Global Survey

There are a few simple rules that managers need to learn when they aim to build successful platforms. 40
Managers who aim to develop new platform business models or to create new platform companies
need to have a vision for what problem their platform will solve for a variety of not only consumers
but also for other firms, which may develop complementary products or services, as well as for other
firms or individuals who they may facilitate exchange or transactions with other members of the
ecosystems. A more integrated understanding of technology and business will be fundamental to the
success of platform firms, or the success of platform business units within traditional firms. Where
and how to design technological interfaces, how open or closed should they be, how to price them,
who will the complementors be, how to govern the ecosystems, will become as fundamental and as
routine to business strategy and management as the well-honed traditional questions of product
segmentation, pricing of products, management of the supply chain, and how to design distribution
channels. A fundamental new capability for firms will be the ability to articulate business models
not just for themselves but for members of their ecosystems, which are mutually compatible and
even self-reinforcing. At the organizational level, silo-ed organizations will fare worse than those who
can harness cooperation across technological divisions and business divisions. And at the level of
individual skills, narrow specialists will fare worse than those who can combine technological skills
and business skills.

There is clearly a rising platform economy shaping our global business landscape and affecting the
lives of citizens worldwide. This new form of organization seems to be a robust – some would even
say dominant -- form of business enterprise in the digital economy. This report has highlighted
important patterns and insights for the global distribution of platforms, the sectors in which they
appear, the geography in which they operate. It has also explained the fundamentals of the economics
of platforms and has highlighted key success factors that contribute to a competitive advantage of
platform firms. It has also highlighted the ways in which platforms spur innovation, and has indicated
how private enterprise with the help of platforms can have a private interest in stimulating innovation
by others. We have established that the governance of the platform ecosystems, combined with the
design of technologies and business models which take advantage of network effects, and which
allow scaling, are crucial to the success of platforms. While significant challenges lie ahead, the
opportunities that platforms reveal are enormous, tapping into an unprecedented level of global
Internet connectivity, and a large supply of talent and software skills, which can be tapped to
develop the platforms of tomorrow.

40
See Annabelle Gawer, “What Managers Need to Know about Platforms”, European Business Review, Fall 2011.

The Rise of the Platform Enterprise: 23 A Global Survey

ANNEX A. TOP 25 PUBLICLY TRADED PLATFORMS

RANK Company Country Type Platform Type

1 APPLE US Public Integrated
2 GOOGLE US Public Integrated
3 MICROSOFT US Public Innovation
4 AMAZON US Public Integrated
5 FACEBOOK US Public Integrated
6 ALIBABA China Public Integrated
7 TENCENT China Public Transaction
8 ORACLE US Public Innovation
9 INTEL US Public Innovation
10 SAP Germany Public Innovation
11 BAIDU China Public Transaction
12 SOFTBANK Japan Public Investment/Holding
13 NASPERS S. Africa Public Investment/Holding
14 PRICELINE US Public Investment/Holding
15 NETFLIX US Public Transaction
16 SALESFORCE US Public Innovation
17 PAYPAL US Public Transaction
18 JD.COM China Public Transaction
19 EBAY US Public Transaction
20 LINKEDIN US Public Transaction
21 YAHOO! US Public Transaction
22 YAHOO JAPAN Japan Public Transaction
23 RAKUTEN Japan Public Transaction
24 NAVER South Korea Public Transaction
25 TWITTER US Public Transaction
$0B $100B $200B $300B $400B $500B $600B
Company Market Cap

SOURCE: Global Platform Survey, The Center for Global Enterprise.

Note: A full list of the companies identified in the survey can be obtained by contacting CGE.

The Rise of the Platform Enterprise: 24 A Global Survey

ANNEX B. TOP 25 PRIVATELY OWNED PLATFORMS

RANK Company Country Type Platform Type

1 UBER US Private Transaction
2 XiaMi China Private Transaction
3 AliPay China Private Transaction
4 Airbnb US Private Transaction
5 Snapchat US Private Transaction
6 Didi Kuaidi China Private Transaction
7 Flipkart India Private Transaction
8 Pinterest US Private Transaction
9 Dropbox US Private Transaction
10 Lu.com China Private Transaction
11 Lufax China Private Transaction
12 WeWorK US Private Transaction
13 Spotify Sweden Private Transaction
14 Meituan China Private Transaction
15 Meizu.com China Private Transaction
16 Olacabs India Private Transaction
17 Stripe US Private Transaction
18 Zenefits US Private Transaction
19 Dianping China Private Transaction
20 Shanghai Han Tao China Private Transaction
21 Beijing Feixiangren China Private Transaction
22 Credit Karma US Private Transaction
23 Atlassian Australia Private Transaction
24 Delivery Hero Germany Private Transaction
25 Fanatics US Private Transaction
$0B $10B $20B $30B $40B $50B
Company Market Cap

SOURCE: Global Platform Survey, The Center for Global Enterprise.

Note: A full list of the companies identified in the survey can be obtained by contacting CGE.

The Rise of the Platform Enterprise: 25 A Global Survey

authors bios
Peter C. Evans
Peter C. Evans is the Vice President at the Center for Global
Enterprise where he leads the Center’s global research on
the emerging platform economy. Deeply interested in the
forces that are shaping the 21st Century enterprise, he seeks
to bridge leading academic research with practical real-world
application, particularly as it relates to corporate strategy.
Prior to joining CGE, Dr. Evans held key strategy and market
intelligence roles at General Electric. He was Director of GE
Corporate’s Global Strategy and Analytics team. He also led
GE Energy’s Global Strategy and Planning team for five years.

Prior to joining GE, he was Director at Cambridge Energy

Research Associates (CERA). He also worked as an independent
consultant for a variety of corporate and government clients,
including the US Trade Promotion Coordinating Committee,
US Department of Energy, the Organization for Economic
Cooperation and Development, and the World Bank. Dr.
Evans has extensive international experience, including two
years as a Visiting Scholar at the Central Research Institute
for the Electric Power Industry in Tokyo, Japan. He has also
written on a wide range of topics ranging from services trade
liberalization to international export credit competition to the
Industrial Internet. His most recent book chapter “Forces of
Change: Networks, Data and Platforms,” appears in Growing
Global: Lessons for the New Enterprise, Center for Global
Enterprise, 2015. He is a frequent speaker at executive
gatherings and international conferences.

He received his master degree and PhD degree from the

Massachusetts Institute of Technology. He is a lifetime
member of the Council on Foreign Relations and is a Board
Member of the National Association for Business Economics.

The Rise of the Platform Enterprise: 26 A Global Survey

authors bios
Annabelle Gawer
Annabelle Gawer is Professor of Digital Economy at the
University of Surrey and co-Director of the Surrey Centre
for the Digital Economy (CoDE). Professor Gawer is a leading
expert on digital platforms. Cited in The Economist and The
Wall Street Journal, she is a frequent keynote speaker at
international academic conferences and high-tech industry
events. She advises the European Commission and the
House of Lords on regulation of online platforms and on
the future of ICT research directions in Europe. For over 15
years she has been a thought-leader on platforms, clarifying
the fundamental economic and technological forces shaping
the competition and innovation dynamics of platform-based
high-tech industries, including Internet businesses, telecoms,
electronics or digital media.

Professor Gawer is the author of two important books

Platform Leadership, and Platform, Markets and Innovation.
She also authored more than a dozen articles on platforms in
top international research journals including Research Policy,
the MIT Sloan Management Review, Organization Studies, the
Journal of Product Innovation Management, and the Journal
of Economics and Management Strategy.

Professor Gawer also consults with global corporations and

start-ups on digital platform strategy, and directs executive
education programmes on platform strategy, innovation and
entrepreneurship. She earned her PhD degree in Management
of Technological Innovation from the MIT Sloan School of
Management. She also holds an MSc from Stanford Industrial
Engineering, an MSc in Applied Maths, and a French civil
engineering degree from École des Mines.

The Rise of the Platform Enterprise: 27 A Global Survey

Global Platform Survey Project Team
Project Director

Dr. Peter C. Evans is Vice President at The Center for Global Enterprise.

Project Team
Dr. Weiru Chen is Associate Professor of Strategy at China Europe International Business
School (CEIBS) and the author of the best-selling book in China: Platform Strategy: Business
Model Revolution (in Chinese).

Mr. Sangeet Paul Choudary is a CGE Fellow, founder of Platform Thinking Labs and author
of Platform Scale. He is also the co-author of the forthcoming book Platform Revolution.

Dr. Olayinka David-West is a senior fellow in the Operations, Information Systems and
Marketing Division of Lagos Business School and the academic director at the Enterprise
Development Centre (EDC) of Pan-Atlantic University.

Dr. Annabelle Gawer is Professor of Digital Economy and co-Director of the Centre for the
Digital Economy at the University of Surrey. She is the author of two important books:
Platform Leadership and Platform, Markets and Innovation.

Dr. Geoffrey Parker is Professor of Engineering at Dartmouth College (effective July 2016)
and has been a professor of management science at Tulane University since 1998. He is a
visiting scholar and research fellow at the MIT Initiative for the Digital Economy. He is also
the co-author of the forthcoming book Platform Revolution.

Mr. Cho-Hsuan “Joseph” Yu is an entrepreneur, consultant and co-author with Dr. Chen of
Platform Strategy: Business Model Revolution (in Chinese).

Dr. Marshall Van Alstyne is a professor and chair of the Information System Department
at Boston University and a visiting scholar and research fellow at the MIT Initiative on the
Digital Economy. He is also the co-author of the forthcoming book Platform Revolution.

The Rise of the Platform Enterprise: 28 A Global Survey

About The Center for Global Enterprise
The Center for Global Enterprise (CGE) is a nonprofit, nonpartisan research institution devoted to the
study of global management best practices, the contemporary corporation, economic integration,
and their impact on society. The CGE is dedicated to management engagement, bold research,
open education, and building a global community of executives, scholars, practitioners and students
dedicated to developing and sharing applied management practices. Fundamental to the Center’s
research and educational efforts is to identify the many ways in which the world has been transformed
by global business and fostering leadership practices and innovation that will support even greater
opportunity and prosperity.

The Center for Global Enterprise

200 Park Ave., Suite 1700
New York, NY 10166
USA

http://thecge.net/

The Rise of the Platform Enterprise: 29 A Global Survey

 Peter C. Evans · Annabelle Gawer

A Global Survey

The Rise of the

Platform Enterprise
The Rise of the Platform Enterprise: 30 A Global Survey