Learned a lot lending an editorial hand here:
MIT Sloan Management Review, August 18, 2020
by Ina M. Sebastian, Peter Weill, and Stephanie L. Woerner
Image Courtesy of Harry Campbell/theispot.com
High-growth companies don’t go it alone. Increasingly, they are achieving results by creating and orchestrating digitally connected ecosystems — coordinated networks of enterprises, devices, and customers — that create value for all of their participants.
Companies whose dominant business model is ecosystem driver — in both B2B and B2C domains, such as energy management, home ownership, and financial services — experienced revenue growth approximately 27 percentage points higher than the average for their industries, and had profit margins 20 percentage points above the average for their industries, according to our research. That 2019 global survey of 1,311 executives also found that successful drivers achieve outsized results by attracting the partners needed to provide complementary — and competing — products and services that make their ecosystems seamless “one-stop shopping” destinations for customers.
Complementary offerings make it easier for customers to obtain comprehensive solutions to their problems. For example, when China’s largest insurer, Ping An, realized that its customers wanted not only insurance but also a means of addressing their medical and well-being needs, it created Good Doctor. The Good Doctor platform offers 24-7 one-stop health care services that are provided by pharmacies, hospitals, and about 10,000 doctors. In September 2019, Good Doctor reported serving more than 62 million customers monthly. Moreover, nearly 37% of Ping An customers used more than one of its services in 2019 — an important measure of ecosystem success.
As all of this suggests, a strong partnering capability is required to successfully grow digital ecosystems. This capability must be designed to support digital partnering, which is not the same as the traditional handshake and bespoke partnering of the physical world. Traditional partnering often includes exclusive relationships, long-term contracts, and deep integrations, all of which take time to establish and require strategic commitment. Digital partnering creates growth by adding more products and customers via digital connections with other companies that enable fast response to customer needs. It requires the ability to determine and agree with partners about who will create value, how revenue will be apportioned, and what data will be shared; it also requires the capacity to quickly add partners’ products and services via plug-and-play connections that offer immediate order and payment processing, and sometimes delivery as well.Successful ecosystem drivers also offer their customers greater choice, even when that entails featuring competing offers. In Australia, real estate platform driver Domain partners with about 35 mortgage lenders to offer homebuyers more loan choices. In the second half of 2019, the company’s Consumer Solutions segment, which consists of its loans, insurance, and utilities connections businesses, grew revenue by 72%...read the rest here
High-growth companies don’t go it alone. Increasingly, they are achieving results by creating and orchestrating digitally connected ecosystems — coordinated networks of enterprises, devices, and customers — that create value for all of their participants.
Companies whose dominant business model is ecosystem driver — in both B2B and B2C domains, such as energy management, home ownership, and financial services — experienced revenue growth approximately 27 percentage points higher than the average for their industries, and had profit margins 20 percentage points above the average for their industries, according to our research. That 2019 global survey of 1,311 executives also found that successful drivers achieve outsized results by attracting the partners needed to provide complementary — and competing — products and services that make their ecosystems seamless “one-stop shopping” destinations for customers.
Complementary offerings make it easier for customers to obtain comprehensive solutions to their problems. For example, when China’s largest insurer, Ping An, realized that its customers wanted not only insurance but also a means of addressing their medical and well-being needs, it created Good Doctor. The Good Doctor platform offers 24-7 one-stop health care services that are provided by pharmacies, hospitals, and about 10,000 doctors. In September 2019, Good Doctor reported serving more than 62 million customers monthly. Moreover, nearly 37% of Ping An customers used more than one of its services in 2019 — an important measure of ecosystem success.
As all of this suggests, a strong partnering capability is required to successfully grow digital ecosystems. This capability must be designed to support digital partnering, which is not the same as the traditional handshake and bespoke partnering of the physical world. Traditional partnering often includes exclusive relationships, long-term contracts, and deep integrations, all of which take time to establish and require strategic commitment. Digital partnering creates growth by adding more products and customers via digital connections with other companies that enable fast response to customer needs. It requires the ability to determine and agree with partners about who will create value, how revenue will be apportioned, and what data will be shared; it also requires the capacity to quickly add partners’ products and services via plug-and-play connections that offer immediate order and payment processing, and sometimes delivery as well.Successful ecosystem drivers also offer their customers greater choice, even when that entails featuring competing offers. In Australia, real estate platform driver Domain partners with about 35 mortgage lenders to offer homebuyers more loan choices. In the second half of 2019, the company’s Consumer Solutions segment, which consists of its loans, insurance, and utilities connections businesses, grew revenue by 72%...read the rest here
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