BEGIN:VCALENDAR VERSION:2.0 PRODID:-//Vrije Universiteit Amsterdam//NONSGML v1.0//EN NAME:PhD defence N.A. Bartels METHOD:PUBLISH BEGIN:VEVENT DTSTART:20260622T094500 DTEND:20260622T111500 DTSTAMP:20260622T094500 UID:phd-defence-n-a-bartels@8F96275E-9F55-4B3F-A143-836282E12573 CREATED:20260922T124829 LOCATION: SUMMARY:PhD defence N.A. Bartels X-ALT-DESC;FMTTYPE=text/html:

Conceptualizing Plat form Revenue Models: A Taxonomy-Driven Design Approach

Research brings order to revenue models of digital platforms

Bartels focused on platform reve nue 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 choi ces or systematically develop new models.

The research shows th at platform revenue models are much less random than is often thought . Despite the significant differences between platforms, revenue mode ls appear to be built from recurring design elements. These elements can be identified, combined and compared.

Successful pl atforms often combine multiple revenue sources
An importa nt 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 th an relying on a single revenue model. By understanding factors such a s who pays, how payments are made and how prices are set, organizatio ns can make more informed choices.

Decisions about revenue mode ls affect not only the platform owner, but also consumers, business p artners and providers working through the platform. A well-designed r evenue model can contribute to a healthy digital ecosystem in which a ll parties involved experience sufficient benefit.

Bartels illu strates this with the example of Airbnb. The platform earns from tran saction costs, while landlords generate income from renting accommoda tions. 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 cr ucial.

Taxonomy for platform revenue models
In addition to new insights, the research also yielded concrete tool s for practice. For example, Bartels developed a taxonomy for platfor m 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 bett er strategic choices. In doing so, the research contributes not only to science, but also to the development of sustainable and future-pro of digital platforms.

Learn more about the thesis

< /body> DESCRIPTION: Conceptualizing Platform Revenue Models: A Taxonomy-Drive n Design Approach

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 custo mers. Yet many organizations struggle with a fundamental question: ho w can a platform make money in a sustainable and structured way? Rese archer Nedo Bartels' study on ecosystem engineering for complex softw are systems now offers practical guidance for this.Bartels focused on platform revenue models, or the ways in which digital platforms gene rate revenue. The existing knowledge about this was fragmented, makin g it difficult for companies to compare different revenue models, sub stantiate choices or systematically develop new models.The research s hows that platform revenue models are much less random than is often thought. Despite the significant differences between platforms, reven ue models appear to be built from recurring design elements. These el ements can be identified, combined and compared.Successful pl atforms often combine multiple revenue sources
An importa nt 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 th an relying on a single revenue model. By understanding factors such a s who pays, how payments are made and how prices are set, organizatio ns can make more informed choices.Decisions about revenue models affe ct 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 part ies involved experience sufficient benefit.Bartels illustrates this w ith the example of Airbnb. The platform earns from transaction costs, while landlords generate income from renting accommodations. When th e fees become too high for landlords, they may drop out. Conversely, if the fees are too low, the viability of the platform itself comes u nder pressure. Aligning these interests is therefore crucial. Taxonomy for platform revenue models
In addition to new i nsights, the research also yielded concrete tools for practice. For e xample, Bartels developed a taxonomy for platform revenue models, a s pecial 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 doi ng so, the research contributes not only to science, but also to the development of sustainable and future-proof digital platforms.Learn m ore about the thesis END:VEVENT END:VCALENDAR