Pipelines, Platforms, and the New Rules of Strategy
by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary
BACK IN 2007 the five major mobile-phone manufacturersâNokia, Samsung, Motorola, Sony Ericsson, and LGâcollectively controlled 90% of the industryâs global profits. That year, Appleâs iPhone burst onto the scene and began gobbling up market share.
By 2015 the iPhone singlehandedly generated 92% of global profits, while all but one of the former incumbents made no profit at all.
How can we explain the iPhoneâs rapid domination of its industry? And how can we explain its competitorsâ free fall? Nokia and the others had classic strategic advantages that should have protected them: strong product differentiation, ...
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