Building a Platform Business Requires Balance—Lessons from Salesforce
Name
2024_0601_SalesforcePlatformBusiness_MockerSebastian.pdf
Size
336.95 KB
Format
Adobe PDF
Checksum (MD5)
3b105a18699d598b9916e9a5103af689
Author(s)
Mocker, Martin
Sebastian, Ina M.
Date Issued
June 20, 2024
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Mocker, Martin and Ina M. Sebastian. “Building a Platform Business Requires Balance—Lessons from Salesforce.” MIT CISR Research Briefing Volume XXIV, no. 6 (June 2024). https://dspace.mit.edu/handle/1721.1/175013.
Series/Report no.
MIT CISR Research Briefing, Vol. XXIV, No. 6
Abstract
Platform business models have become highly popular; they are used by half of the world s ten largest companies by market capitalization. The challenge for established companies is that running a platform business is different from running a product business. A platform business requires building an ecosystem of various constituents with differing interests: customers, the company s internal product teams, and partners. Based on an in-depth case study of Salesforce Platform, this briefing illustrates one approach to balancing the interests of these constituents.
Subjects
Business Models
Ecosystems
Partnering
Designed for Digital
Information Technologies
Platforms
Organizational Structure and Agility
Enterprise Architecture
Terms of Use
CC BY-NC 4.0 (Attribution-NonCommercial 4.0 International)
Persistent DSpace Link
