vestreaВестник Российского экономического университета имени Г. В. ПлехановаVestnik of the Plekhanov Russian University of Economics2413-28292587-9251Plekhanov Russian University of Economics10.21686/2413-2829-2022-3-52-59vestrea-1335Research ArticleК ЮБИЛЕЮ КАФЕДРЫ ЭКОНОМИКИ ПРОМЫШЛЕННОСТИDEDICATED TO THE ANNIVERSARY OF THE CHAIR OF INDUSTRY ECONOMICSУнифицированные цифровые бизнес-модели участников платформ и экосистемUnified Digital Business-Models of Platform and Ecosystem ParticipantsКаленовО. Е.KalenovO. E.

Олег Евгеньевич Каленов кандидат экономических наук, доцент  кафедры экономики промышленности

117997, Москва, Стремянный пер., д. 36

Oleg E. Kalenov PhD, Assistant Professor  of the Department for Industrial Economics

36 Stremyanny Lane,  Moscow, 117997

 

 

oekalenov@yandex.ruРоссийский экономический университет имени Г. В. ПлехановаРоссияPlekhanov Russian University of Economics, MoscowRussian Federation202207062022035259Copyright © Каленов О.Е., 20222022Каленов О.Е.Kalenov O.E.Данная работа распространяется под лицензией Creative Commons Attribution 4.0.This work is licensed under a Creative Commons Attribution 4.0 License.https://vest.rea.ru/jour/article/view/1335

Accumulated experience and advanced technologies provide an opportunity for the bank to develop new methods of competition and, therefore, to design new business-models. It is promoted by fast proliferation of digital platforms and ecosystems. The article studies different approaches to identifying business-models on whose foundations it is possible to form the concept of the digital business-model. The author points out to two principle elements of digital economy: the platform as the initial stage and the ecosystem as a more sophisticated stage.  On this foundation the author, having taken A. Osterwald and I. Pinie model, develops unified digital businessmodels for the following participants: the platform owner, the ecosystem owner, the supplier in the platform/ecosystem and provides them with detailed characteristics. The article underlines that fast success of these business-models is stipulated by such things as network and ecosystem effect. Apart from this, key factors of digital ecosystem competition are shown, among them the author highlights positioning in customer’s eyes, a set of services that can meet customer’s needs, possibility to provide personalized content, convenience of using the ecosystem. The conclusion about further prospects of developing platform and ecosystem business-models is made

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The authors declare that there are no conflicts of interest present.