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Two-sided markets , also called two-sided networks , are economic platforms having two distinct user groups that provide each other with network benefits.
The organization that creates value primarily by enabling direct interactions between two or more distinct types of affiliated customers is called a multi-sided platform MSP.
Two-sided networks can be found in many industries, sharing the space with traditional product and service offerings.
Example markets include credit cards composed of cardholders and merchants ; HMOs patients and doctors ; operating systems end-users and developers ; yellow pages advertisers and consumers ; video-game consoles gamers and game developers ; recruitment sites job seekers and recruiters ; search engines advertisers and users ; and communication networks, such as the Internet.
Examples of well known companies employing two-sided markets include such organizations as American Express credit cards , eBay marketplace , Taobao marketplace in China , Facebook social medium , LinkedIn professional medium , Mall of America shopping mall , Match.
Benefits to each group exhibit demand economies of scale. Consumers, for example, prefer credit cards honored by more merchants, while merchants prefer cards carried by more consumers.
Two-sided markets are particularly useful for analyzing the chicken-and-egg problem of standards battles, such as the competition between VHS and Beta.
They are also useful in explaining many free pricing or "freemium" strategies where one user group gets free use of the platform in order to attract the other user group.
Two-sided markets represent a refinement of the concept of network effects. There are both same-side and cross-side network effects.
Each network effect can be either positive or negative. An example of a positive same-side network effect is end-user PDF sharing or player-to-player contact in PlayStation 3; a negative same-side network effect appears when there is competition between suppliers in an online auction market or competition for dates on Match.
The first known peer-reviewed paper on interdependent demands was published in Multi-sided platforms exist because there is a need of intermediary in order to match both parts of the platform in a more efficient way.
Indeed, this intermediary will minimize the overall cost, for instance, by avoiding duplication, or by minimizing transaction costs.
This intermediary will make possible exchanges that would not occur without them and create value for both sides. Two-sided platforms, by playing an intermediary role, produce certain value for both users parties that are interconnected through it, and therefore those sides parties may both be evaluated as customers unlike in the traditional seller-buyer dichotomy.
A two-sided network typically has two distinct user groups. Members of at least one group exhibit a preference regarding the number of users in the other group; these are called cross-side network effects.
Each group's members may also have preferences regarding the number of users in their own group; these are called same-side network effects. Cross-side network effects are usually positive, but can be negative as with consumer reactions to advertising.
Same-side network effects may be either positive e. For example, in marketplaces such as eBay or Taobao ,  buyers and sellers are the two groups.
Buyers prefer a large number of sellers, and, meanwhile, sellers prefer a large number of buyers, such that the members in one group can easily find their trading partners from the other group.
Therefore, the cross-side network effect is positive. On the other hand, a large number of sellers mean severe competition among sellers.
Therefore, the same-side network effect is negative. Neither cross-side network effects nor same-side network effects are sufficient for an organization to be a MSP.
Examining traditional supermarkets, it is clear that shoppers prefer higher number of suppliers and bigger variety of goods, while suppliers value higher number of buyers.
Nevertheless, a supermarket does not qualify as an MSP because it does not enable direct contact between shoppers and suppliers.
On the other hand, such network effects are not required for a firm to be seen as an MSP. One example is the situation in which niche event organizers implement a ticketing service managed by a small on-line ticket provider in their websites.
Consumers affiliate with the on-line ticket provider only when they go to the website to buy the ticket.
However, cross-side network effects and same-side network effects are common in MSPs. In two-sided networks, users on each side typically require very different functionality from their common platform.
In credit card networks, for example, consumers require a unique account, a plastic card, access to phone-based customer service, a monthly bill, etc.
Merchants require terminals for authorizing transactions, procedures for submitting charges and receiving payment, "signage" decals that show the card is accepted , etc.
Given these different requirements, platform providers may specialize in serving users on just one side of a two-sided network.
A key feature of two-sided markets is the novel pricing strategies and business models they employ. In order to attract one group of users, the network sponsor may subsidize the other group of users.
In the operating systems market for home computers, created in the early s with the introduction of the Macintosh and IBM PC , Microsoft decided to steeply discount the systems developer toolkit SDKs for its operating system, relative to Apple pricing at that time, lowering the barrier to entry to the home computer market for software businesses.
Because of network effects, successful platforms enjoy increasing returns to scale. Users will pay more for access to a bigger network, so margins improve as user bases grow.
This sets network platforms apart from most traditional manufacturing and service businesses. In traditional businesses, growth beyond some point usually leads to diminishing returns: Acquiring new customers becomes harder as fewer people, not more, find the firm's value proposition appealing.
Fueled by the promise of increasing returns, competition in two-sided network industries can be fierce.
As a result, mature two-sided network industries are usually dominated by a handful of large platforms, as is the case in the credit card industry.
In extreme situations, such as PC operating systems, a single company emerges as the winner, taking almost all of the market.
Platform managers must choose the right price to charge each group in a two-sided network and ignoring network effects can lead to mistakes.
In figure 2 , pricing without taking network effects into account means finding prices that maximize the areas of the two blue rectangles.
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