New market development of platform ecosystems: A case study of the Nintendo Wii
New market development of platform ecosystems: A case study of the Nintendo Wii
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DOI：
10.1016/j.techfore.2017.01.017
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发表时间：
2018-11-01
影响因子：
12
通讯作者：
Tsujimoto, Masaharu
中科院分区：
文献类型：
--
作者：
Inoue, Yuki;Tsujimoto, Masaharu
平台生态系统可以与外部互补者和各种消费者一起产生无限的创新。一些研究者关注同一市场中两个平台生态系统之间的竞争，构建了互补者和消费者之间间接网络效应的理论模型。然而，这些研究的影响可能不适应旨在探索新市场的平台生态系统。本研究聚焦于一个平台生态系统——任天堂wii——它探索了日本电子游戏行业的一个新市场。我们分析了为何Wii在初始安装量巨大的情况下却迅速衰落。我们的研究结果表明，在新市场和现有市场之间竞争的情况下，互补企业软件供应的间接网络效应强度变得相对较小。互补者的软件提供和消费者的软件选择导致了新市场中消费阶层的集中。消费者在新市场中购买软件取决于供应商的名称和季节性，这增加了补充商的风险。因此，互补者退出了Wii新市场的平台生态系统；因此，更多的消费者无法参与到平台生态系统中。在此基础上，本研究对平台生态系统的成功提出了建议。(C) 2017年作者。Elsevier Inc.出版。
The platform ecosystem could generate unlimited innovation with outside complementors and various consumers. Some researchers focused on the competition between two platform ecosystems in the same market and constructed theoretical models of indirect network effects between complementors and consumers. However, the implications from these researches might not adapt the platform ecosystem, which aims to explore new markets. This study focuses on a platform ecosystem-the Nintendo Wii-that explores a new market in the Japanese video game industry. We analyze why Wii rapidly declined in spite of its significant initial installed base. Our results show that the strength of indirect network effects for complementors' software provision became relatively small in the case of competition between new and existing markets. Software provision of complementors and software selection of consumers led to the concentration of consumer segments in the new market. Software purchases of consumers in the new markets were dependent on the provider's name and on seasonality and increased the risk for complementors. Consequently, complementors exited from the platform ecosystem of the Wii new market; as a result, more consumers could not participate in the platform ecosystem. Based on the findings, this study makes suggestions for platform ecosystem success. (C) 2017 The Authors. Published by Elsevier Inc.