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The Networked Economy(14): Information Management, Strategy, and Innovation 网络经济：信息管理，战略和创新. Network Effects and Switching Costs 网络效应和转移成本. Why does Microsoft have a monopoly in operating systems? 微软为何能垄断操作系统市场？. Question 问题. Reasons that lead to Microsoft’s monopoly 列举微软取得垄断的三个原因. - PowerPoint PPT Presentation
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© people & data | www.weigend.com Andreas S. Weigend, Ph.D. 韦思岸教授
The Networked Economy(14): Information Management, Strategy, and Innovation网络经济：信息管理，战略和创新
Network Effects and Switching Costs
网络效应和转移成本
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Question问题
Why does Microsoft have a monopoly in operating
systems?
微软为何能垄断操作系统市场？
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Reasons that lead to Microsoft’s monopoly 列举微软取得垄断的三个原因
Network effects网络效应
Adding a user increases the value of the product for existing users 每增加一个用户都会增加产品对现有用户的价值
Customer lock-in客户锁定
High switching cost转移成本高 Assets
资产（要买硬、软件） Cognitive
认知（要重新学习）
Other 其他
Tight integration with applications与各种应用紧密结合Microsoft Office: Priced as bundleOffice 套装软件就是捆绑定价High barrier of entry 进入壁垒高 Expensive to produce comparable
product suite 生产类似产品系列需巨资投入
High fixed and low marginal cost数字商品都具有高固定（初始）成本、低边际（增量）成本的特点
Strategic alliances 战略联盟 Partnerships with Intel etc.
与英特尔等公司结盟
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Network effects 网络效应
Network effects 网络效应
The higher the number of users of a product or service, the higher the value for each user 某个产品或服务拥有的用户越多，它对每位用户的价值就越高
Network effects have been amplified in speed and scale through the networked economy网络效应的速度与规模在网络化的数字经济中被空前放大。
Need for collaboration必须合作 Document sharing, supply chain integration
文件共享、供应链整合
New releases rolled out almost instantaneously across the world进行全球同时发布
Microsoft微软
Microsoft has chosen compatibility over performance比起性能，微软更重视兼容 Reason: To maintain its network power
维持其网络效应
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Switching costs转移成本
Switching cost := Cost to move to competitor’s product 转向竞争对手产品的成本
Goal to create dependencies: Lock customer into product目标：将客户锁定于你的产品
The more a product is used, the harder it becomes to switch使用某一产品越久，就越难转换
Cognitive switching costs 认知转移成本 Learning, corporate re-training
学习、公司再培训
Information assets信息资产 E.g., customer information and data bases
如客户信息和数据库
Complementary assets补充性资产 Software, peripherals
外围设备、软件
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Microsoft’s monopoly微软的垄断性
Monopoly (or near-monopoly) suppliers are often a natural outcome in markets for digital goods, especially when there are significant switching costs and/or network effects 处于垄断（或接近垄断）地位的供应商通常是数字商品市场的自然产物，尤其是转移成本巨大或网络效应显著时
If a product displays network effects, a monopoly can benefit customers如果某产品显示出网络效应，则垄断恰恰会给客户带来好处
Directly, through network effects直接源于网络效应
Indirectly, through deep pockets for innovation间接源于创新
Q: What are the effects of a monopoly on innovation?问：垄断对创新会产生什么影响？
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Effects of a monopoly on research and innovation垄断如何影响研究和创新
Positive effects of a monopoly on innovation 对创新的积极影响
Research is expensive 研究成本高昂
Microsoft Research among the best research labs in the world 微软研究中心是世界上最佳研究机构之一
Historic example:历史借鉴： Telecom monopoly in the U.S. 美国的电信垄断
Costs high for customers客户支出高But ability to run great research lab (Bell Labs) 但有能力运营大型研究实验室（贝尔实验室）
Monopoly broken up by law 法律打破了垄断
Bell Labs disintegrated贝尔实验室解体Long-term research has become very difficult
长期研究非常困难
Negative effects of a monopoly on innovation 对创新的消极影响
Open standards encourage competition 开放标准促进竞争
Competition can stimulate innovation 竞争促进创新
Competition often drives down prices for the consumer竞争导致用户享受低价产品与服务
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Microsoft: Legal and regulatory aspects微软：法律法规因素
Being a near-monopoly (or having close to 100% market share) is NOT illegal in the U.S.在美国，准垄断供应商（或拥有近 100% 的市场份额）并非不合法
Aggressively trying to maintain this market share is not illegal积极维护这一市场份额也并非不合法
However, a company cannot use or leverage its monopoly power in one product area to compete in another product area然而，公司不能利用其在某一产品领域的垄断力去参与另一产品领域的竞争 E.g., pricing of OS as OEM (original equipment manufacturers)
如，将 OS 作为 OEM 来定价（与其他计算机制造商） Illegal: If you want to put it on one computer, you have to pay for it for every
computer you sell, whether you put it on or not 如果你想在一台计算机上安装 OS ，那么不管你安装与否，对于你售出的每一台计算机都必须支付费用
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Content 内容
Network effects网络效应
Positive feedback “Tippy markets”正面的反馈 倾斜的市场
Demand-side vs supply-side economies of scale需求方与供给方的规模经济
First-mover issues先动者问题
Lock-in 锁定客户
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Positive feedback正反馈
Positive feedback: When a firm becomes successful, its success make it likely to succeed in the future正反馈：企业成功时，它过去和现在的成绩注定了未来继续成功 ‘…success feeds on itself, the strong get stronger…’
‘… 成功自养、强者更强’
When does this happen?何时会这样 ?
Supply side: More customers Lower cost per unit 供给方客户增加 单位成本降低Demand side: More customers Larger ‘network’ More valuable product 需求方客户增加 ‘网络’扩大 产品价值提高 Products with demand-side economies of scale are most likely to exhibit positive feedback
具有需求方规模经济的产品更可能体现出正面反馈
If the positive feedback is strong enough, it leads to a single firm or product dominating the market (‘winner take all’)如果正面反馈足够强，则会使单一企业或产品主导市场（‘赢者通吃’）
In a market with positive feedback, introducing a new product is difficult because of the ‘collective switching costs’ that need to be overcome在有正面反馈的市场中引入新产品较为困难，因为需要克服“集体转换成本”
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There are two kinds of economics of scale两种类型的规模经济
Supply-side economies of scale供应方规模经济
The more you sell, the higher the per-item profit销售越多，单位利润越高
If there is positive feed-back due to network effects, then also:
如存在网络效应 /正反馈，则：
Demand-side economies of scale需求方规模经济
Customers will choose that product which already has many users客户会选择已拥有较大客户群的产品
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0 Network effect Demand-side economies of scale
网络效应 需求方规模经济 Network effect
网络效应The more units consumed –> the higher the value per unit商品消费量增多 –> 单位价值提高
A network product is a product that displays significant network effects网络产品：显示出明显的网络外延性的产品
number of users用户数量
value to each user提供给每位客户 的价值
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Tippy markets倾斜市场
PRODUCT A产品 A
PRODUCT B产品 B
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Tippy markets倾斜市场
PRODUCT A产品 A
PRODUCT B产品 B
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Tippy markets倾斜市场
PRODUCT A产品 A
PRODUCT B产品 B
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Tippy markets倾斜市场
PRODUCT A产品 A
PRODUCT B产品 B
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Tippy markets倾斜市场
PRODUCT A产品 A
PRODUCT B产品 B
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Tippy markets倾斜市场
PRODUCT A产品 A
PRODUCT B产品 B
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Tippy markets倾斜市场
PRODUCT A产品 A
PRODUCT B产品 B
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Tippy markets倾斜市场
PRODUCT A
产品 A
PRODUCT B产品 B
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Sources of demand-side economies of scale需求方规模经济的来源
Product is for person-to-person communication产品用于人际交流
Telephone, fax, email, Instant Messenger, QQ, skype电话、传真机、电子邮件、 Instant Messenger, QQ, skype
Value increases with number of subscribers/suppliers/partners价值取决于订购者 / 供应商 / 合作伙伴的数量
Trading exchanges在线交易平台
Value depends on the quality and variety of complementary assets价值取决于互补性资产的质量和多样性
Software increases the value of the OS (Windows, Mac OS, Playstation, Xbox)软件增加了操作系统的价值 ( 视窗、 Mac 操作系统、 Playstation, Xbox)
Output or information needs to be shared across users输出 / 信息需要被用户共享
Value increases with volume and quality of user-generated content价值依赖于用户制造内容的数量
Online communities, tagging, reputation systems在线社区、标签、名誉体系
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When can the winner take all?赢者何时通吃？
Cost structure 成本结构
High initial cost 初始成本高
Low marginal cost 边际成本低
Fast and cheap distribution 分销快捷、低廉
Network product 网络产品
High switching costs 转换成本高
And how can the winner keep all? 赢者如何保住成果？
High barriers of entry 进入壁垒高
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Advantages and disadvantages of being first to market先动者具有优势吗？
When is there a advantage of being first to market?什么时候先动者具有优势？
When first mover can lock-in customers当先动者可以锁定客户When size of customer base increases the value of the offer 当客户基础规模在一段时间内提高了产品 / 服务的价值When entry by competitors can be deterred by high fixed investments当高额固定投资能够制约竞争对手进入
What are the disadvantages of being first to market?首先进入市场的劣势
Market poorly understood对市场的了解可能不够Product creation inefficient产品生产可能效率低下Product or service unreliable, unfamiliar产品 / 服务可能不可靠、不熟悉Market may not yet have large demand 市场可能还没有足够的需求
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Content 内容
Network effects
Positive feedback “Tippy markets”正面的反馈 倾斜的市场
Demand-side vs supply-side economies of scale需求方与供给方的规模经济
First-mover issues先动者问题
Lock-in 锁定客户
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Switching computers vs cars 换电脑 vs 换汽车
•Computers 计算机
Upgrade: Windows PC to another Windows PC升级：从任何计算机到其他计算机
Copy files, reinstall software复制文件、重新安装软件Shortcuts, bookmarks,…快捷键、书签…Get used to the feel and layout of new keyboard熟悉新键盘的感觉 / 布局
Across brands: Mac to PC品牌间：从Mac到 PC
Buy new peripherals购买新的外围设备Buy new software购买新软件Convert all Mac files to PC-compatible files将所有 Mac 文件转换到 PC 兼容文件Learn how to use the new OS (get used to the new UI, figure out what the mouse does when you right-click, double-click, what the control and function keys do, …)学习如何使用新操作系统－熟悉新的用户界面，了解右击、双击时鼠标的作用，以及控制键和功能键的作用… Find a new ‘support group’找到新的“支持小组”
•Cars 汽车
Upgrade: From any car to any other car升级：从任何汽车到其他汽车
Getting license plates, registration, insurance, spending time at DMV/AAA取得牌照，进行登记，购买保险，向机动车辆管理局 / 美国汽车协会进行咨询 Getting used to 'how the car drives‘熟悉“汽车如何驾驶”
Across brands: Honda to BMW品牌转换：从本田到宝马
Find a new service shop找到新的服务点Find where to get spare parts找到零配件供应点 Buy new accessories/toolkit购买新附件 /工具包Adapt to the new dashboard, figure out where all the controls, switches and levers are适应新仪表盘，了解所有控制件、开关和操作杆的位置
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Switching costs in the Mac-PC exampleMac-PC例子中的转换成本
Buy new peripherals (OS-specific)购买新外设（与操作系统匹配）
Buy new software (OS-specific)购买新软件（与操作系统匹配）
Convert your Mac files to PC-compatible files (OS-specific)将所有 Mac 文件转换到 PC 兼容文件（与操作系统匹配）
Learn how to use the new OS (OS-specific)学习如何使用新操作系统（与操作系统匹配）
Find a new ‘support group’ (OS-specific)找到新的“支持小组” （与操作系统匹配）
Switch from a HP to a Lenovo从惠普 PC 转到 Gateway PC
Microsoft makes more money on a PC than the computer manufacturer of the PC 微软在一台电脑上赚的钱要比电脑生产商多的多。
The ‘piece’ of the product that drives switching cost gets most of the margin
导致转换成本升高的产品“组件”看来获取了绝大部分利润
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Lock-in: Overview锁定：概览
Switching cost: Cost borne by customer when switching from one ‘supplier’ to another转换成本：当客户从一家“供应商”转向另一家时所承担的成本
Switching brands转换品牌
Switching technologies转换技术
Switching vendors转换销售商
The costs here are distinct from在此，成本不同于
Differences in price价格差距
Differences in product quality产品质量差距
High switching costs Lock-in高转换成本 锁定
Price supplier can charge = (quality & competition adjusted price) + (switching cost)商家可以设定的价格＝（质量和竞争调整价格）＋（转换成本）
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Lock-in: Overview锁定：概览
BrandSelection
品牌选择
Sampling试样
Entrenchment稳住
Lock-In锁定
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Sources of lock-in锁定的来源
Type of Lock-In锁定类型
Switching Costs转移成本
Contractual Commitment合同约定
Compensatory damages损坏赔偿
Durable purchase持久购买
Replacement costs, complementary products
替换成本、补充产品
Brand-specific learning特定品牌学习
Interface learning, corporate re-training
界面学习、公司再培训
Information and databases信息与数据库
Cost of transfer, re-creation, imperfections
转换成本、再创、缺陷Search costs搜索成本
Cost of time, attention, uncertainty时间、精力与不确定成本
Loyalty programs忠诚度计划
Lost accumulated benefits累计利益损失
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Search Costs搜索成本
Drivers动因
Actually finding new supplier (attention, time, evaluation)确实找到新的供应商（精力、时间、评估）
Aversion to uncertainty from unknown alternatives (loss of knowledge gained from experience)回避未知选择所引起的不确定性（失去根据经验所得的知识）
Pattern of lock-in锁定方式
Customer invests in finding a supplier客户花钱寻找供应商
Customer evaluates and understands quality of supplier客户评估和了解供应商的质量
Customer pays premium for current supplier, trading off cost of search against higher prices客户为现有供应商支付溢价，使搜索成本与更高价格相抵
Supplier strategies供应商战略
Pay special attention to first-time customers特别关注首次客户
Highlight reductions in uncertainty强调不确定性的减少
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Brand-specific training特定品牌培训
Drivers动因
Learning how to use product学习如何使用产品
Training employees培训员工
Pattern of lock-in锁定方式
Customer invests in learning to use product/interface客户花钱学习如何使用产品 / 界面
Customer becomes adept at usage (increases with time)客户精于产品的使用（与日俱增）
Customer sticks with product to avoid re-learning客户坚持使用该产品以避免重新学习
Company standardizes product to reduce training costs公司实现产品标准化以降低培训成本
Supplier strategies供应商战略
Reduce learning barriers to adoption为了适应减少学习障碍
Consciously design-in learning over time有意识地在产品中设计长期学习程序
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Information and databases信息与数据库
Drivers动因
Transferring product-specific information/files/media (actual transfer, imperfect transfer, re-creation)转移特定产品的信息 / 文件 /媒介 （实际转移、不完全转移、再创造）
Pattern of lock-in锁定方式
Customer invests in product客户投资于产品
Customer stores/gathers product-specific information with use (increases with time) 客户收集特定产品的使用信息 （与日俱增）
Customer stays with existing product to avoid transfer costs客户坚持使用现有产品以避免转移成本
Supplier strategies供应商战略
Actively encourage informational investment, offering convenience, cost reductions in return积极鼓励信息投资，产品方便性及成本降低
Build interfaces to your competitors’ products建立与竞争对手产品的界面
Offer free conversion tools提供免费的转换工具
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Managing lock-in管理锁定
•Attract the right customers
吸引合适的客户 Isolate and target the buyers with high switching costs以高转换成本来孤立和瞄准购买者
Look for buyers with a high sphere of influence (connected, credible)寻找影响力范围较大的购买者（有联系、可靠）
•Entrench them
稳住他们 Design-in gradual ease of use, informational investments
在客户设计中考虑使用的逐级方便性，信息投资
Highlight reductions in uncertainty, value from their investments强调不确定性的降低及投资的价值
•Leverage your installed base
利用客户基础 Up-sell complements, premium services (own/partners)
增加销售辅件，溢价服务（自己 / 合作伙伴）
Sensibly sell access to your installed base明智地出售有关客户基础的联系资料
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Lock-in is powerful锁定意义重大
Setting standards (e.g., VCRs)制定标准（录像机）
•Sources of lock-in锁定的不同来源
Weak: Loyalty, contractual锁定弱 ：忠诚度、合同约定
Strong: Complementary assets锁定强：补充资产
Tangible: Peripherals, other software有形：外设、软件等Intangible: Information and data, learning无形：信息、数据、学习、搜索
E.g., Switching your phone number vs your handset例：更换新电话号码 vs 更换一只新手机
•Strategies to create to lock in实施锁定战略
Conversion (free tools)转化（免费工具）
Convenience便捷
