Hostname: page-component-cd9895bd7-lnqnp Total loading time: 0 Render date: 2024-12-26T05:03:58.693Z Has data issue: false hasContentIssue false

Smart platform experiment cycle (SPEC): a process to design, analyze, and validate digital platforms

Published online by Cambridge University Press:  31 May 2021

Patrick Brecht*
Affiliation:
Karlsruhe University of Applied Sciences, Institute of Applied Research (IAF), Karlsruhe, Germany
Manuel Niever
Affiliation:
Karlsruhe University of Applied Sciences, Institute of Applied Research (IAF), Karlsruhe, Germany
Roman Kerres
Affiliation:
Karlsruhe University of Applied Sciences, Institute of Applied Research (IAF), Karlsruhe, Germany
Anja Ströbele
Affiliation:
Karlsruhe University of Applied Sciences, Institute of Applied Research (IAF), Karlsruhe, Germany
Carsten H. Hahn
Affiliation:
Karlsruhe University of Applied Sciences, Institute of Applied Research (IAF), Karlsruhe, Germany
*
Author for correspondence: Patrick Brecht, E-mail: [email protected]

Abstract

Digital platform business models are disrupting traditional business processes and reveal a new way of creating value. Current validation processes for business models are designed to assess pipeline business models. They cannot grasp the logic of digital platforms, which increasingly integrate Artificial Intelligence (AI) to ensure success. This study developed a new validation process for early market validation of digital platform business models by following the Design Science Research methodology. The designed process, the Smart Platform Experiment Cycle (SPEC), is created by combining the Four-Step Iterative Cycle of business experiments, the Customer Development Process, and the Build-Measure-Learn feedback loop of the Lean Startup approach and enriching it with the knowledge of digital platforms. It consists of five iterative steps showing the startup how to design their platform business model and corresponding experiments and how to run, measure, analyze, and learn from the outcomes and results. To assess its efficacy, applicability, and validity, SPEC was applied in the German startup GassiAlarm, a service marketplace business model. The application of SPEC revealed shortcomings in the pricing strategy and highlighted to what extent their current business model would be successful. SPEC reduces the risk of building a product or service the market deems redundant and gives insights into its success rate. More applications of the SPEC are needed to validate its robustness further and to extend it to other types of digital platform business models for improved generalization.

Type
Review Article
Copyright
Copyright © The Author(s), 2021. Published by Cambridge University Press

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Albers, A, Behrendt, M and Ott, S (2010) Validation–central activity to ensure individual mobility. Proceedings of the FISITA 2010 World Automotive Congress, Budapest, Hungary.Google Scholar
Albers, A, Behrendt, M, Klingler, S, Reiß, N and Bursac, N (2017) Agile product engineering through continuous validation in PGE – product generation engineering. Design Science 3, 8.CrossRefGoogle Scholar
Bank, C (2014) 15 Ways to Test Your Minimum Viable Product, https://www.facebook.com/thenextweb. Available at: https://thenextweb.com/dd/2014/11/12/15-ways-test-minimum-viable-product/ (accessed 22 October 2019).Google Scholar
Begg, DKH and Ward, D (2013) Economics for Business, 4th Edn. London: McGraw-Hill.Google Scholar
Blank, SG and Dorf, B (2012) The Startup Owner's Manual: The Step-by-Step Guide for Building a Great Company. Pescadero, CA: K&S Ranch Press.Google Scholar
Buxmann, P and Schmidt, H (2019) Künstliche Intelligenz. Berlin, Heidelberg: Springer Berlin Heidelberg.CrossRefGoogle Scholar
Chen, Elaine (2016) https://de.slideshare.net/chenelaine/minimum-viable-product-mvp-testing, MVP/Hypothesis Testing (accessed 22 October 2019).Google Scholar
Choudary, SP (2015) Platform Scale: How an Emerging Business Model Helps Startups Build Large Empires with Minimum Investment. Boston: Platform Thinking Labs Pte. Ltd.Google Scholar
Cicero, S (2021) Platform Design Toolkit. Available at: https://platformdesigntoolkit.com/ (accessed 11 March 2021).Google Scholar
Conway, S and Steward, F (2009) Managing and Shaping Innovation. Oxford: Oxford Univ. Press. Available at: http://www.gbv.de/dms/zbw/364610425.pdf.Google Scholar
Davenport, TH (2009) How to design smart business experiments. Harvard Business Review. Available at: https://hbr.org/2009/02/how-to-design-smart-business-experiments (accessed 22 October 2019).Google Scholar
Drake (2015) On Two Sided Markets. Available at: https://aadrake.com/posts/2015-03-03-on-two-sided-markets.html (accessed 26 October 2017).Google Scholar
Eisenmann, TR, Parker, G and van Alstyne, M (2006) Strategies for two-sided markets. Harvard Business Review. Available at: https://hbr.org/2006/10/strategies-for-two-sided-markets.Google Scholar
Engel, A (2010) Verification, Validation, and Testing of Engineered Systems, Hoboken, NJ: Wiley. Available at: http://site.ebrary.com/lib/academiccompletetitles/home.action.CrossRefGoogle Scholar
Evans, DS (2011) Platform economics: essays on multi-sided business. Competition Policy International.Google Scholar
Evans, DS and Schmalensee, R (2016) Matchmakers: The New Economics of Multisided Platforms. Boston, MA: Harvard Business Review Press.Google Scholar
Farrell, J and Klemperer, P (2007) Coordination and lock-in: competition with switching costs and network effects. In Armstrong, M and Porter, R (eds), Handbook of Industrial Organization, Vol. 3. London: Elsevier, pp. 19672072.Google Scholar
Goettlinger, H (2016) Plattform-basierte Geschäftsmodelle – Angesicht zu Angesicht mit der Disruption?: [Platform-based Business Models - Face to Face with Disruption?]. Available at: https://www.silicon.de/log/plattform-basierte-geschaeftsmodelle-angesicht-zu-angesicht-mit-der-disruption (accessed 21 November 2020).Google Scholar
Goli, A, Zare, HK, Tavakkoli-Moghaddam, R and Sadeghieh, A (2019) An improved artificial intelligence based on gray Wolf optimization and cultural algorithm to predict demand for dairy products: a case study. International Journal of Interactive Multimedia and Artificial Intelligence 5, 15.CrossRefGoogle Scholar
Hahn, C, Traunecker, T, Niever, M and Basedow, GN (2020) Exploring AI-driven business models: conceptualization and expectations in the machinery industry. IEEE International Conference on Industrial Engineering and Engineering Management. 567571.Google Scholar
Hogan, JE, Lehmann, DR, Merino, M, Srivastava, RK, Thomas, JS and Verhoef, PC (2002) Linking customer assets to financial performance. Journal of Service Research 5, 2638.CrossRefGoogle Scholar
Interbrand (2020) Report on Best Global Brands 2020 [Online]. Available at: https://interbrand.com/best-global-brands/ (accessed 21 November 2020).Google Scholar
Johnson, NL (2017) Platform vs. Linear: Business Models 101. Available at: https://www.applicoinc.com/blog/platform-vs-linear-business-models-101/ (accessed 28 October 2019).Google Scholar
Knapp, J, Zeratsky, J and Kowitz, B (2016) Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days. New York, London, Toronto, Sydney, New Delhi: Simon & Schuster. Available at: https://www.loc.gov/catdir/enhancements/fy1614/2015303348-s.html.Google Scholar
Martin, B and Hanington, BM (2012) Universal Methods of Design: 100 Ways to Research Complex Problems, Develop Innovative Ideas, and Design Effective Solutions. Beverly, MA: Rockport Publishers. Available at: http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=576491.Google Scholar
Moazed, A (2015) 7 Strategies for Solving the Chicken and Egg Problem as a Startup. Available at: https://www.huffpost.com/entry/7-strategies-for-solving-_b_6809384?guccounter=1.Google Scholar
Moazed, A and Johnson, NL (2016) Modern Monopolies: What It Takes to Dominate the 21st-Century Economy. New York: St. Martin's Press.Google Scholar
Osterwalder, A and Pigneur, Y (2010) Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: Wiley. Available at: http://proquest.safaribooksonline.com/9780470876411.Google Scholar
Oxford-Dictionary (2020) Economies of Scale. Available at: https://en.oxforddictionaries.com/definition/economy_of_scale (accessed 21 November 2020).Google Scholar
Parker, G, van Alstyne, M and Choudary, SP (2016) Platform Revolution: How Networked Markets Are Transforming the Economy - and How to Make Them Work for You. New York, London: W.W. Norton & Company.Google Scholar
Peffers, K, Tuunanen, T, Gengler, CE, Rossi, M, Hui, W, Virtanen, V and Bragge, J (2006) The design science research process: a model for producing and presenting information systems research. Proceedings of the First International Conference on Design Science Research in Information Systems and Technology (DESRIST 2006), Claremont, CA, USA, pp. 83–106.Google Scholar
Peffers, K, Tuunanen, T, Rothenberger, MA and Chatterjee, S (2007) A design science research methodology for information systems research. Journal of Management Information Systems 24, 4577.CrossRefGoogle Scholar
Ries, E (2011) The Lean Startup: How Constant Innovation Creates Radically Successful Businesses. London: Portfolio Penguin.Google Scholar
Rochet, J-C and Tirole, J (2006) Two-sided markets: a progress report. The RAND Journal of Economics 37, 645667.CrossRefGoogle Scholar
Sánchez, EC, Sánchez-Medina, AJ and Pellejero, M (2020) Identifying critical hotel cancellations using artificial intelligence. Tourism Management Perspectives 35, 100718.CrossRefGoogle Scholar
Shapiro, C and Varian, HR (1998) Information Rules: A Strategic Guide to the Network Economy. Boston: Harvard Business Review Press. Available at: https://ebookcentral.proquest.com/lib/gbv/detail.action?docID=5181918.Google Scholar
Thomke, SH (2003) Experimentation Matters: Unlocking the Potential of New Technologies for Innovation. Boston, MA: Harvard Business School Press. Available at: http://www.loc.gov/catdir/enhancements/fy1310/2002155998-b.html.Google Scholar
Thomke, S and Manzi, J (2014) The discipline of business experimentation. Harvard Business Review. Available at: https://hbr.org/2014/12/the-discipline-of-business-experimentation (accessed 22 October 2019).Google Scholar
Vogels, R (2016) Produkt-Validierung: Was sie unternehmen sollten, bevor Sie ein neues Produkt entwickeln. Available at: https://usersnap.com/de/blog/produkt-validierung/ (accessed 22 October 2019).Google Scholar
Walter, M (2021) The PIK 4.0 – Platform Innovation Kit. Available at: https://platforminnovationkit.com/pik4/#overviewkit (accessed 11 March 2021).Google Scholar
Weis, HC and Steinmetz, P (2008) Marktforschung, 7th Edn. Ludwigshafen am Rhein: Kiehl. Available at: http://deposit.d-nb.de/cgi-bin/dokserv?id=3124586&prov=M&dok_var=1&dok_ext=htm.Google Scholar
Westhead, M (2016) Platforms or Two-Sided Markets. Available at: https://de.slideshare.net/MartinWesthead/platforms-or-twosided-markets.Google Scholar
Yglesias, M (2014) One paper by Nobel Prize winner Jean Tirole that every internet user should know. Available at: https://www.vox.com/2014/10/13/6968423/jean-tirole-platform-competition (accessed 21 November 2020).Google Scholar
Yoskovitz, Ben (2011) 22 October 2019 How to Structure Good Hypotheses for Your Lean Startup https://www.instigatorblog.com/author/byosko/Google Scholar