Same Old Song with a Different Melody: The Paradox of Market Reach and Financial Performance on Digital Platforms
Open accessAbstract
In the service sector, digital platforms now enable service providers to reach customers through an online marketplace and use the value‐adding complementary services offered. However, despite the widespread prevalence of digital platforms, there has been little research on the market reach and financial performance captured by service providers. We explored these service provider‐specific outcomes of digital platforms by studying a digital platform in the beauty industry. Our results show that digital platforms present a troubling paradox for service providers participating in a platform‐based online marketplace: despite increases in market reach, in terms of a higher rate of new customer acquisition, those service providers participating in the marketplace have lower sales than others. However, the ‘dark side’ of this paradox is compensated by higher sales for service providers using more of the complementary services offered by the platform. Hence, although digital platforms may open new markets and add value, service providers should be wary of their paradoxical consequences. With these findings, we contribute new theoretical and managerial insight about the service provider‐specific outcomes of digital platforms and add to the ongoing debate about firm strategies in the digital age concerning the platform economy.
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In platform markets competition is present on both a platform- and an ecosystem-level.
“In platform markets competition is present on both a platform-and an ecosystem-level (Cennamo, 2021;Hänninen & Smedlund, 2021).”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as Hänninen & Smedlund, 2021
The capability to successfully orchestrate an ecosystem around proprietary digital platforms significantly increases market capitalization.
“Numerous firms, such as Facebook and Uber, have proven that the capability to successfully orchestrate an ecosystem around their proprietary digital platforms significantly increases their market capitalization (Hänninen & Smedlund, 2021).”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as Hänninen & Smedlund, 2021
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Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems
Nerbel, J. F., & Kreutzer, M. (2023) · Electronic Markets · doi:10.1007/s12525-023-00625-8 · Cited by 37 · see citing works
- Authors
- Hänninen, M., & Smedlund, A.
- Affiliations
- University of Nottingham (GB)
- Aalto University (FI)
- Corresponding author
- Hänninen, Mikko
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2021-05-03
- Volume
- 58
- Issue
- 7
- Pages
- 1832-1868
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W3133670878
- Cited by
- 42
- References
- 102
- Citations by year
- 2026: 7 · 2025: 10 · 2024: 7 · 2023: 9 · 2022: 6 · 2021: 3
- FWCI
- 5.58
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Licence
- Locations
- Journal of Management Studies (publishedVersion, cc-by)
- Repository@Nottingham (University of Nottingham) (publishedVersion, cc-by)
- Aaltodoc (Aalto University) (submittedVersion, cc-by)
- Repository@Nottingham (University of Nottingham) (submittedVersion, cc-by)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Digital Platforms and Economics
- Social Sciences › Sociology and Political Science › Digital Economy and Work Transformation
- Social Sciences › Business, Management and Accounting › Marketing › Sharing Economy and Platforms
- Keywords
- digital platforms, online marketplaces, service providers, market reach, financial performance, complementary services, beauty industry, customer acquisition, sales, platform economy, paradox
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