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资料
| 文件格式: |
pdf |
| 文件页数: |
79 |
| 文件语言: |
英文 |
| 文件原作者: |
Goldman Sachs 高盛 |
| 成文时间: |
2012-12 |
| 摘要或目录: |
Table of Contents
Portfolio Manager Summary 3
Smart TVs as the next battleground 10
Beneficiaries: Apple, Facebook, Samsung 11
Straddling the line: Amazon 12
Challenged: Google, Microsoft 12
Two-sided markets: A handy theoretical framework 14
The virtuous cycle: More users mean more complements, which means more users,
which means more complements… 14
Make the platform free for one side, so the other side will pay 14
When platforms compete, it’s a race for users ... except when it’s not 15
Customer segmentation is the key to profitability 16
The compute evolution: MSFT’s fall, the rise of new leaders 20
Smartphones and tablets make the platform relevant 25
The user path to standardizing on a platform 30
Vendor implications 31
Should I stay or should I go? How users choose a platform 32
HTML5 could change everything 38
What does the near future look like? A lot like today. 41
Are televisions the next wave of disruption? 42
User interface is a potential opportunity for platform integration 44
Sizing the TV opportunity 45
Challenges to being successful in TV 46
Vendor strategies in the TV space 46
Mobile survey: Pulse of 1,000 consumers 51
Platforms and purchasing decisions 51
Use of services (music, videos, e-books) 56
Platforms and purchasing decisions 58
Use of services (music, videos, e-books) 61
Appendix: The early platform wars (Apple, Commodore, Microsoft) 69
Online Search (AOL, Yahoo!, and Google) 73 |
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