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IS 827 Platforms & Information Markets

Marshall Van Alstyne (mva@bu.edu)


Schedule will change as speakers schedules interact with syllabus

1 Paragraph Description:
To thrive in modern economies, executives, entrepreneurs and investors need a thorough understanding of
business platforms and information markets. Thousands of firms, from Facebook to Kickstarter to
Yammer, now operate as open ecosystems that match content creators and content consumers, gain value
and market share from network effects, and harness users to innovate. Many of these firms transact in
information. Drawing on cases from social media, entrepreneurship, enterprise software, e-communities,
mobile services, healthcare, and consumer products, students will analyze and learn to negotiate platform
startup, convert existing businesses, and make vital decisions on issues of openness, cannibalization, and
competition. Students will interact with execs of major firms such as Cisco and SAP and with startups in
the Boston area. They will learn to apply concepts from two sided networks, industrial organization,
information asymmetry, pricing, intellectual property, and game theory to real problems. Known
worldwide for his work on network business models, Professor Van Alstyne provides students with the
tools to leverage key principles into hands-on creation and management of real-world platforms.
Jobs for students that know course content are available at places like AT&T, BCG, Bertlesmann,
Bloomberg, IBM, Cisco, Goldman Sachs, PatientsLikeMe, McKinsey, Microsoft, Pearson Publishing,
Sony, and several entrepreneurial startups.

Rationale
This course is aimed at managers, executives, investors, and entrepreneurs interested in creating,
managing, or understanding business platforms. Firms such as Facebook, Amazon, SalesForce, and Apple
operate as ecosystems in which independent parties add value. Topics include startup, converting existing

businesses, openness, network effects, innovation, cannibalization, pricing, governance, and competition.
The course will combine rigorous theory with real-world experience. Case studies will emphasize
practical approaches and draw from social media, healthcare, entrepreneurship, enterprise software,
mobile services, and consumer products to provide foundations and definitions. This course will also
demonstrate established economic principles from the literature on industrial organization, two-sided
network effects, information asymmetry, pricing, and game theory. A basic prior class in microeconomics
is recommended.

Business Platform Definitions


1) A set of business and technology building blocks that serve as the foundation for building
complementary products and services.
2) A set of resources used in common across a product family that are also subject to network
effects.
3) An open standard, facilitating 3rd party participation, together with a contractual or reputational
governance model.
4) A business ecosystem that matches buyers with suppliers, who transact directly with each other
using system resources.
These definitions distill work of Boudreau, Cusumano, Eisenmann, Gawer, Hagiu, Parker & Van Alstyne,
Tushman, and Wright. All involve multiple users/partners and all have either implicit or explicit network
effects. Most definitions include opportunity for reconfiguration and innovation. They are not exactly the
same but no single word describes the set of business concepts better than platform.
Platforms are economically important and widely observed in modern economies. For example
HMOs match patients and physicians. Real estate and auction networks match buyers and sellers. Airline
reservation systems match travelers to airline flights. However, thanks largely to technology, platforms
are becoming much more prevalent. New platforms are being created e.g. DropBox, Yammer, and
KickStarter. Traditional businesses are being reconceived as platforms e.g. U.S. Postal Service,
newspapers (Huffington Post). Retail electric markets are evolving into platforms that match consumers
with specific power producers, allowing them to express their preferences for cheaper coal or more costly
renewable power. In creating strategies for platform markets, managers have typically relied on
assumptions and paradigms that apply to businesses without network effects. As a result, they have made
decisions in pricing, supply chains, product design, and strategy that are inappropriate for the economics
of their changing industries.
This course is designed to prepare MBA students to operate effectively in platform business
environments by providing a set of theory, frameworks, and tools to analyze and manage existing
businesses and to develop launch strategies for new ventures. The diversity of industry coverage will
provide a strong tool kit for students from diverse backgrounds such as finance, marketing, and
operations. Although existing courses cover some of the background material in economics, finance,
strategy, and statistics, the Information Systems area, which focuses on the forefront of information
businesses, is particularly well-equipped to address the continually evolving ecosystem of business and
technology systems that result from the formation of new business models.

Prior Preparation to Start this Class:


Speakers have been arranged from Polaris, ODesk, PlatformLabs, and MIT. More will be added.
Student projects from Dunn & Bradstreet, Houghton Mifflin, AHHA (an innovation market),
MassMutual, ProQuest, a non-profit, and several startups have been arranged.

Fit with SMG's strategic vision:


This class fits directly within the category of the Tech Sector focus of the school. Firms such as IBM,
AT&T, Facebook, SAP, Apple, Amazon and numerous others are either currently organized or in the
process of organizing as platforms. It is worth noting, however, that many businesses in both the
sustainability and the health sectors are organized as platforms. This includes smart grids and Enernoc in
the energy market and Google Health, WebMD, Patients-Like-Me in healthcare. Both energy and
healthcare cases are covered in this course.
In addition, the Director of the Tulane Energy Institute will co-teach an identical version of this class at
his institution, adding considerable depth in Sustainability relative to SMGs interest in this Sector.

By the End of This Course, Students will be able to:

Define platform businesses, distinguishing among input suppliers, markets, and true
platforms, and why these differences matter.
Recognize and know how to compete in winner-take-all markets, one and two sided
networks, and the context of multi-homing. Know how to win standards battles.
Understand how traditional pricing models break down in the context of platforms,
choosing from an array of freemium, bundled, and two-sided pricing.
Address the barriers that firms face in trying to organize themselves as platform firms.
Develop strategies for launching new platforms when critical mass is important. Learn
the process of making markets.
Develop recovery strategies in declining platform markets. Understanding timing in the
cannibalization of an old platform by a new one.
Apply tools developed in data analytics courses to the process of recommender systems
and match making.
Understand the anti-trust implications of platform strategies and safe harbor defenses.

Required Materials:

Cases and Readings: Course Tools on Study.net or SMGTools.


Platform Revolution (Parker, Van Alstyne & Choudary) all readings posted to
SMGTools.
Platform Ecosystems (Tiwana) Only chapters 2, 5 & 7 will be required. The remaining
chapters are optional. The book can be found in PDF on the web. The hardcopy can be

purchased at the BU Bookstore.


Additional readings will be posted to the Web.

Please be sure to read and study the cases that are assigned. Students are expected to come to
class prepared (for both cases and readings) and ready to contribute.

Grading:
In-Class Participation
25%
Case write-ups / Homework
20%
Outside Participation (Blog/Wiki)*
10%
Take Home Exam
10%
Final project (paper & presentation)
35%
* plus up to 5% individual extra credit for bringing platform news and opportunities to class.
The Final Project will be a hands-on blueprint for solving a real platform problem with an
existing business. This will include a team developed 20 page paper and 20 minute presentation.
These will give students both real world practical expertise and points of contact for finding jobs.
Last year, executives from Cisco, IBM, Microsoft, Polycom, Receivables Exchange, Pearson
Publishing, SAP, and the United States Postal Service committed to spending time with students
and describing a platform problem critical to their businesses. For example, Cisco wanted to
learn how to create a platform in smart grids; Polycom wanted to transition from a product
company to a platform company; SAP wanted to navigate organizational structural problems
where their internal application developers compete with external application developers. USPS
wanted to implement a digital services platform, involving households and businesses, that
minimizes cannibalization of their physical delivery service. Pearson wanted to develop a
publishing platform of academic material that could compete with Amazon as well as Coursera.
Attendance and Participation
It is crucial that you attend class regularly and participate actively. The concepts we cover are
challenging and so a passive stance will limit your learning. Your active participation in the
course materials not only enhances your own learning, but also enhances the learning of others.
Participation consists of answering questions when asked as well as asking questions,
contributing opinions and describing personal experiences; all of this improves class discussion
and learning. If you need to miss class, you must contact me before class (email is easiest) to
have an excused absence. When you take an excused absence you will be responsible for turning
in a "write-up" answering the case or reading questions covered for the day you missed and turn
it in by the following class period. Your write-up should be uploaded into the "Absence Writeups" directory, under resources, on SMGTools. An unexcused absence will drop your grade by
half a step.
Missed Class

If you must miss a class, get permission from the instructor. You must also do a case write-up
answering the questions posed on this syllabus for that specific class. You can get full credit for
no more than one missed class without this affecting your participation grade. The write-up is
due before the start of the next class.
Collaboration on Assignments
I encourage you to collaborate as your go over the reading material and cases. Collaboration will
be especially valuable in summarizing what you read and picking out key concepts. You can also
collaborate as you prepare for your individual assignments, but everyone must write up their
individual assignments by themselves. Obviously collaboration is NOT permitted on the
midterm.
Plagiarism
Simple rule: don't do it. Although we encourage study groups and wide ranging research, it's
simply part of academic integrity to claim credit only your own unique contribution. Real people
have received a failing grade for plagiarism in this class. If in doubt, cite references for ideas and
always quote text directly lifted from another document. For written submissions, be sure to cite
references for any related work that provided the basis for your ideas. Set off any quotation of
text with quote marks and provide citations in either foot or end notes.

Detailed Course Outline


1.

Platform Definitions & Overview


a) Intro: Importance of platforms. Theories of why they matter
b) Participants
c) Growth Illustrations-why platforms are different
d) Platforms versus standards
Readings

Networks & The Nature of the Firm (medium.com) OReilly


Software is Eating the World (WSJ) - Andreesen
Platform Revolution Ch 1
Optional:
In 2014, Every Business Will Be Disrupted By Open Technology, Satell, Forbes 2013.
Platforms not just Products, Cusumano (Chapter 1 of Staying Power 2010)
Another Game of Thrones: Google, Apple, Facebook and Amazon at each others throats. The
Economist. Dec 1st, 2012. p 23 [3 pages]

2.

Foundations: Concepts, Market Environment and Structure


a) Network Effects: One & Two sided networks
b) WTAM
c) Ecosystems Competition
d) Multi-homing
e) Reverse Network effects
f) Virality
Readings
Platform Revolution: Ch 2 Network Effects (SMGT)
Platform Ecosystems: Ch 2 Key Concepts (Text)
Case: Intuit Quickbooks: From Product to Platform
Case Goal: How is a platform business model different than a standard product/service business
model? How do you assess which platform market to enter? How do you convert from a
product/service to a platform? How does Intuits focus on the customer affect ability to
monetize? What if any platform should Intuit launch and how?

Optional:
Apple vs. Google: Did Apple Learn Anything from its War with Microsoft? Fred Vogelstein
(wired.com, 2013)

3.

Architecture & Design: A Platform Canvas


a) Tools for comprehending ecosystem partners
b) How value is created externally
c) Representation of the data layer
d) Motives & magnets
e) Pull, Facilitate, Match
f) End-to-end principle
g) Modularity
Readings
Platform Revolution: Ch 3 Design (SMGT)
Three Paradoxes of Platforms Ming Zeng (SMGT)
Do you Really Want to be an eBay? Hagiu & Wright (HBSP)
Case: Brightcove (Hagiu & Fisher)
Case Goal: How do you design network effects into a platform? What are the steps? What are the
layers of a platform? How do the architectural parts function as a whole? What is stable and what
is dynamic? How does one go about becoming a multi sided platform (MSP)?
What were the strengths and weaknesses of Brightcoves original business model? Did
Brightcove make a strategic mistake by first going after content creation (publishers) instead of
content consumption (viewers)? Is the pivot a good idea? What are Brightcoves best options and
with whom?
What is the cleverest app you can design, for any side of the multi-sided Brightcove platform,
that creates or enhances network effects?
Optional:
The Architecture of Platforms Baldwin and Woodard, (2009 SMGT).
IP Modularity Henkel, Baldwin, Shih
Opening Platforms: How, When & Why (Eisenmann, Parker, Van Alstyne 2009)

4.

Monetization & Pricing


a) Mistakes of traditional marginal cost pricing
b) 1x Perpetual Licenses (on premise/PC style software) vs. Freemium/Subscriptions
c) Bundling and Envelopment
d) 2x2 Pricing Framework
e) Valuing Free Customers
Readings
Rich, Motoko, "With Kindle, Publishers Give Away E-Books to Spur Sales" - NYTimes.com,
January 22, 2010 [3 pages]
Platform Revolution: Ch 6 Monetization
How to Value a Free Customer Teaching Note (SMGT)
Case: Videogames: Clouds on the Horizon (Hagiu & Herman)
Case Goal: How do you price in the context of network effects? If a customer is always free how
can you possibly estimate lifetime value (LTV)? How does pricing affect different ecosystem
partners? How does bundling and subscription pricing work in the context of platforms?
What business models have video game companies tried? How is PC different from console?
What has changed in the move online to cloud? How should the major players respond? Will
Sony, Microsoft or Nintendo win? Could an independent company become the Netflix of
gaming? Consider the underdog, what winning advice can you give?
Optional:
What is the Value of a Free Customer (Gupta, Mela 2008)
Case: Gazelle (Hagiu & Herman)
Case Goal: What is the structure of a platform company? Should it take inventory and own the
goods or should it just be a market matchmaker?
Strategies for Two-Sided Markets Eisenmann, Parker, Van Alstyne (HBR, 2006)

5.

Platform Lifecycle I Launch


h) Creating & Organizing Markets
i) Platform Birth
i) No prior platform: Entrepreneurs meet lean startup
ii) Transitioning established businesses, cannibalization
j) Market referral model (Mercateo)
Readings

Platform Revolution: Ch 5 - Launch and Adoption: (SMGT).


Case: Killing Craigslist (Coles, Gans & Yu)
Case Goal: How do you solve the chicken-or-egg problem of getting a platform to have critical
mass? Why has Craigslist dominated so far? What is Craigslist doing poorly? What are the
information asymmetries? Which problems functions can a platform solve? Which flows occur
on/off platform? When do you own what youre selling and when are you just a broker?
Optional
Staging Two-sided Platforms (Eisenmann, Hagiu 2008)
Failure to Launch: Various news reports on Google Health, MS Health Vault, and WebMD.
How Catalysts Ignite: Economics of Platform Based Startups (Evans 2009, in Gawer 2009)

6.

Building Communities
i) Motivating content contributions
ii) Social tradeoffs in commercialization
iii) Managing same-side network effects
Readings
Building Online Communities, Ch 2 motivating content contribution (Kraut & Resnick, 2012)
Case: iStockPhoto Turning Community into Commerce (Grant & Stothers)
Case Goal: What are the challenges in peer production? How does a platform encourage
voluntary participation and the decision to contribute? What steps are necessary to building
community? How does monetizing the community destroy the community?
What are the values of iStockphoto partners? How do these values express themselves in the
current business model? What is iStockphotos competitive advantage? How vulnerable is the
company to competition? What conflicts emerge in the process of growing the company? What
steps would reduce this conflict? How can iStockphoto motivate content contribution? How can
iStockphoto monetize its content and/or community?

7.

Open vs Closed / Decentralized Innovation


i) Intellectual Property
ii) Absorption from the Long Tail
iii) Distributed project coordination/management
Readings

Platform Revolution: Ch 7 Open vs. Closed


Case: Makerbot
Case Goal: How do you set standards? What is controlled by the community and by the
platform? What does the platform take/absorb from ecosystem partners? What does it share with
partners? How and why is outside innovation different than inside innovation? What is open
to whom? What does it mean for a business to be open? Can you define its shape? Can you
make innovation recursive?
How do iterative learning experiments happen at MakerBot? How does open innovation differ
from traditional proprietary models? When should you choose open versus proprietary
innovation? (Is one always better?) What is MakerBots customer value proposition? Are do-ityourself users a big enough market for crowdsourcing? What are the advantages and risks of
open source to MakerBot? Should they stay open or become closed? Is this a new market and to
what degree are established players a threat? How would you build a platform, as distinct from
product, business?

Optional:
Who Really Believes in Permissionless Innovation? Adam Thierer, techliberation.com
The Era of Open Innovation (Chesbrough 2006)
Haiers microenterprise open innovation model AMR speech of CEO Zang Ruimin

8.

Platform Lifecycle II Maturity, Exit, Decline


i.
Metrics: Platform critical success factors
ii.
Benchmarking
iii.
Matchmaking
iv. Looking for blind spots
v. Recovery
vi.
Failure Modes of Platforms
Readings
Platform Revolution: Ch 9 Metrics (SMGT)
Unpacking Etsys S1 (Metrics) http://techcrunch.com/2015/03/29/unpacking-etsys-s1/
The Rise & Inglorious Fall of MySpace (Gilette 2011)
Is Sony Turning Around?

Case Goal: How can an environment shift rapidly? Why did MySpace fail? How would you save
MySpace? What should platforms measure to succeed? What should they watch out for? What
strategic options exist for platforms that are in trouble?
Why is Sony failing? How would you save Sony? Does Sonys internal organization (prior to
restructuring) foster or inhibit the growth of a platform ecosystem and network effects? Were all
of the restructuring efforts implemented by former and current Sony CEOs necessary for Sony?
Sonys former CEO Nobuyuki Idei said, 100% of the people around here agree we need to
change, but 90% of them dont really want to change themselves. What can Stringer do to
overcome internal resistance?

Optional:
Case: Research In Motion (RIM) (McCormack, Dunn, Kemerer)

9.

Ecosystem Governance
i) Licensing, Fairness
ii) Multilateral bargaining problem
iii) Managing internal / external conflicts
iv) Internal: Align incentives to promote information reuse and shared infrastructure
v) External: Information asymmetry organizing to help partners without stealing ideas
vi) Distributed project coordination/management
Readings
Platform Revolution: Ch 8 Governance
How eBay, Amazon & Alibaba Fuel the Worlds Top Illegal Industry (SMGT)
Swedes get it right Friedman, (SMGT)
Case: SAP AG: Orchestrating the Ecosystem
Case Goal: How do you ensure third parties support your platform? When should platform
owners tie their own hands and restrict themselves? How does the platform signal to developers
where they should and should not build? Whose interests does a platform optimize?
How does SAP categorize different parties in its ecosystem? How does SAP foster engagement
and participation? How does it mobilize partners? What are the levels of partnership available to
companies within the SAP ecosystem? How should SAP extract value from the platform (where
should it charge) and why? What would you recommend vis--vis its proposed new partnership?
Optional:
How Intel Manages Conflicts of Interest (Ch 4 Platform Leadership Gawer & Cusumano 2002)

Platform Rules: multi-sided platforms as regulators, Boudreau and Hagiu (Book Chapter, 2009)
Six Challenges in Platform Licensing (Parker & Van Alstyne, 2008)

10.

Competition & Strategy Expansion


b) Building new markets
c) Taking existing markets
Readings
What Killed Michael Porters Monitor Group Denning, M. Forbes 11/20/2012
Platform Revolution: Ch 10 Competition & Strategy (2012)
Consulting on the Cusp of Disruption (Christensen, Wang & Bever 2013)
Case: Eden McCallum (Vermeullen)
Case Goal: How do new service models compete with old service models? How do you apply
platform strategies to services as distinct from products?
What are the differences between Eden McCallum and a traditional McKinsey, Bain or BCG
business model? When should workers be employees and when should they be freelancers? What
is the Eden McCallum value proposition to clients, consultants, and the platform itself? Should
Eden McCallum make investments in its staff? If so, how? How should Eden McCallum compete
with traditional firms?
Optional:
Art of Standards Wars Shapiro & Varian (1999)

11.

Policy Implications
i) Antitrust
ii) Copyright, Patent & Private Ordering
iii) Information Markets
Readings
Platform Revolution Ch 11 Regulation
Regulation the Internet Way: A data first model for establishing trust, security & safety
Grossman (online)

The Dark Side of Sharing and How to Lighten it (Malhotra & Van Alstyne 2014) (SMGT)
Case: Uber: 21st Century Tech Meets 20th Century Regulation
Case Goal: Do platforms play by different rules and should they? When and how should
platforms be regulated? Can platforms become anticompetitive monopolies?
What regulatory hurdles does Uber face? Are these legitimate hurdles? How should Uber address
these regulatory challenges? How will incumbents respond?
Optional:
Antitrust Analysis of Multi-Sided Platforms, (Evans & Schmalensee 2012) (SMGT)
Government as a Platform (OReilly 2013) (SMGT)
The Web Economy, Two-Sided Markets and Competition Policy, Evans (SSRN, 2010)
Open Standards and Intellectual Property Rights (Simcoe 2005)

12.

Future
iv) Antitrust
v) Copyright, Patent & Private Ordering
vi) Information Markets
Reading
Platform Revolution: Ch 12 Whats next?
Bitcoin: The Beginning of Open Source Governance? (SMGT)
Case: Bitcoin
How do you put it all together? How many sides of a Bitcoin platform might there be? Will there
be few or many payment platforms? If few, which payment platform is most likely to succeed? If
you were an investor, what would you do to build a Bitcoin business? Would this be trading in
bitcoins or doing something else?

13.

Finale: Student Presentations


i. Real cases drawn from faculty and student contacts
ii. Participation of studied sites

Date

Main Topics

Reading Assignments

01

Sep 2

Networks & The Nature of the Firm (medium.com) OReilly

Software is Eating the World (WSJ) - Andreesen

Platform Revolution Ch 1

02

03

04

05

06

07

08

Sep 9

Sep 16

Sep 23

Sep 30

Oct 7

Oct 14

Oct 21

Introduction

Foundations

Platform Revolution Ch 2-Network Effects (SMGT)

Case: Intuit*

Platform Ecosystems: Ch 2 Core Concepts, Tiwana (Text)

Design & Architecture

Platform Revolution: Ch 03-Design (SMGT)

The Three Paradoxes of Building Platforms Ming Zeng (SMGT)

Case: Brightcove

Do you really want to be an E-Bay? - Hagiu & Wright (HBSP)

Monetization

Case: Videogames

With Kindle, Publishers Give Away E-Books Motoko, NYT 122-10


Platform Revolution: Ch 06-Monetization (SMGT)
How to Value a Free Customer Teaching Note (SMGT)

Launch

Platform Revolution Chap 05-Launch


Pset Due

Case: Killing Craigslist

Building Community

Building online communities (Chap 2-Kraut & Resnick)

Case: iStockPhoto

Open vs Closed

Platform Revolution Chap 07-Open vs. Closed

Case: Makerbot

TakerBot

OPTIONAL: Era of Open Innovation-Chesbrough

Metrics & Failure

Rise & Fall of MySpace

Case: Is Sony Turning


Around?

Unpacking Etsys S1

Platform Revolution Chap 10 Disruption

09

10

11

12

Oct 28

Nov 4

Nov 11

Nov 18

Platform Ecosystems: Chapter 7 Metrics Tiwana

Platform Revolution Chap 08-Governance


Swedes Get it Right, Friedman (SMGT)

Governance

Case: SAP 2014

Strategy & Competition

Platform Revolution Ch 10-Competition

Case: Eden McCallum

Consulting on Cusp of Disruption Christensen, Wang, Bever

What Killed Michael Porters Monitor Group Denning, Forbes


11/20/2012

Regulation, the Internet Way: A Data First Model for Establishing Trust,
Safety, and Security Nick Grossman (SMGT)

Platform Revolution Ch 11-Policy

Dark Side of Sharing (Malhotra & Van Alstyne)

Platform Revolution Chap 12-Whats Next?

(SMGT)

Policy & Regulation

Case: Uber

How eBay, Amazon and Alibaba Fuel the World's Top Illegal Industry

Future

Bitcoin, The Beginning Of Open Source Governance? (SMGT)

Case: Bitcoin

Nov 25

<Thanksgiving Break>

< Thanksgiving Break >

13

Dec 2

Presentations

<Invite your sponsoring site.>

14

Dec 9

Presentations

<Invite your sponsoring site.>

Appendix: Support Exhibits and Templates


Alignment with Strategic Focus Areas
The Proposing Faculty member should provide a chart, or similar document, that demonstrates the intersection of the course with SMG strategic
learning themes, programs, and/or sectors. The Exhibit should highlight the synergies of the course with each focus area. Where relevant,
description of the role/positioning of the course within the given area should be specified (e.g., foundational or gateway course). Note: A course
description search may be conducted here: http://www.bu.edu/phpbin/course-search/

Title: IS 827 Business Platforms & Information Markets


SMG Strategic Focus Areas: Concentrations, Degree Programs, Sectors and Learning Themes

Ethics

Sessions 12 on Policy
Implications and 10 on
Open Innovation will
specifically describe
properties of fairness
in motivating users to
participate in a platform
ecosystem.

Analytical
Thinking

Introduces formal
models of 2-sided
processes, pricing,
and multihoming.
Models will carry
throughout most
sessions.

Risk
Readings cover
initiative risks-familiar
uncertainties of
project mgmt;
interdependence
risks-uncertainties of
coordinating
with
complementary
innovators; and
integration
risks-uncertainties
presented by
adoption process
across value
chain.

Globalization

Discussed in
Session 8 on
External
Governance and
Session 10 on
Decentralized
Open Innovation

Digital
Technology

More than half the


cases and
readings
specifically relate
to Digital
Technology.

Energy &
Environment

Smart Grids will


be used to
illustrate launch
of an Energy
Platform.
Dr. Geoffrey
Parker, director of
the Tulane Energy
institute will coteach.

Health

Failed launch of
the Google Health
platform and
successful launch
of PatientsLikeMe
case will be used
to develop
insights into
healthcare
platforms.

Concentration
/Degree
Programs

Relevance to IS,
Strategy, Ops
(supply chains),
and Marketing
(sales to 1-side of
a network changed
by 2-sides).

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