Research brings order to revenue models of digital platforms
Digital platforms such as Airbnb, Uber and marketplaces are playing an increasing role in everyday life. They connect different groups of users, such as providers and customers. Yet many organizations struggle with a fundamental question: how can a platform make money in a sustainable and structured way? Researcher Nedo Bartels' study on ecosystem engineering for complex software systems now offers practical guidance for this.
Bartels focused on platform revenue models, or the ways in which digital platforms generate revenue. The existing knowledge about this was fragmented, making it difficult for companies to compare different revenue models, substantiate choices or systematically develop new models.
The research shows that platform revenue models are much less random than is often thought. Despite the significant differences between platforms, revenue models appear to be built from recurring design elements. These elements can be identified, combined and compared.
Successful platforms often combine multiple revenue sources
An important conclusion is that companies need not rely solely on experience or intuition in determining their revenue strategy. Bartels shows that successful platforms often combine multiple revenue sources rather than relying on a single revenue model. By understanding factors such as who pays, how payments are made and how prices are set, organizations can make more informed choices.
Decisions about revenue models affect not only the platform owner, but also consumers, business partners and providers working through the platform. A well-designed revenue model can contribute to a healthy digital ecosystem in which all parties involved experience sufficient benefit.
Bartels illustrates this with the example of Airbnb. The platform earns from transaction costs, while landlords generate income from renting accommodations. When the fees become too high for landlords, they may drop out. Conversely, if the fees are too low, the viability of the platform itself comes under pressure. Aligning these interests is therefore crucial.
Taxonomy for platform revenue models
In addition to new insights, the research also yielded concrete tools for practice. For example, Bartels developed a taxonomy for platform revenue models, a special canvas and so-called pattern maps . These tools help managers, entrepreneurs and designers to analyze, compare and develop revenue models in a targeted way.
The results make it clear that a structured approach can help organizations make better strategic choices. In doing so, the research contributes not only to science, but also to the development of sustainable and future-proof digital platforms.
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