Programme Overview

What is a platform?

What do these top companies like Alibaba, Amazon, Apple, Facebook, Google, Netflix, Tencent and Ctrip have in common? Apart from being the world's highest valuated businesses, they are the world's most influential platforms.

By operating as open ecosystems, companies match suppliers of products, services, or content to consumers, and gain enormous value and market share.  These companies, known as multilateral platforms, act as intermediaries, connecting service providers and users to serve users of different needs.

 

Why is a platform so critical for the success of large and small-to-medium traditional businesses in the decade of 2020?  

The next generation of Fortune 500 companies in the decade of 2020 will be mostly platform-based business.  Platforms, a near-monopolistic business model, are quietly taking over the global economy.  Today's more than $1 billion "unicorn" start-ups, such as Airbnb, Grab, Robinhood, Spotify and more, are mostly platforms.  These platforms make much of their money not by what they sell but by facilitating the interactions or transactions of others.  More importantly, they are experts in delivering great customer experience and monetising the data captured in their platforms.

Traditional product manufacturers, brands and intermediaries (or “the middleman”) in all major industries are being seriously disrupted by these platforms.  Their competitiveness and even survival are highly questionable if they don’t act now in the right way.  Platform owner is on the driver seat while the rest are just the passengers with not much bargaining power on their pockets.

Why do business leaders have an urgency to formulate a winning platform strategy for their companies?

Building a successful platform like Alibaba, Amazon, Uber, Ctrip, have lots of challenges. There are countless ways to fail it.  While there are many ways to seed users into a platform, the strategies all have the potential to backfire.

Rather than having a feature mindset in traditional product or middleman businesses, business leaders in digital economy need to have a seeding mindset.  However, recruiting a popular user to kick start the platform and draw other users can backfire if that user violates the platform’s governance.  For instance, how well a driver in Uber’s platform behaves on that Uber ride may cause a big impact on Uber’s success.  Focusing on low prices or free services can backfire when users become accustomed to and anchored at that low price in the long run.  The list of challenges goes on.  Business leaders need to overcome these challenges or the platform will fail.  Every business leader today, no matter they are in traditional companies or existing platforms, has an urgency to formulate a winning and sustainable platform strategy for their company.

 

Learning Outcomes

The programme will prepare the participants to lead their organisation’s platform strategy.  The participants will learn about where their company fits best within a platform ecosystem and formulate a winning strategy for their companies.  The learning outcomes of the programme are as follows:

  1. Identify approaches to building multi-sided platforms and select the one that’s right for your firm
  2. Jump-start your platform and make vital decisions on openness, cannibalisation, competition, pricing and governance
  3. Convert your businesses into platforms, innovate in a platform environment and turbo-charge your competitive advantage and growth
  4. Understand and leverage on the key underlying technologies of a platform

Who Should Attend

This programme is designed for leaders in platform organisations or in the traditional firms that must compete with them.  C-suite, to operations managers, technology officers and R&D in all industries are welcome.  No pre-requisite is required.

 

Programme Content

Day 1 Day 2
 1.  Core Concepts and Business Models  5. Converting Business to Platform
 2.  Platform Design and Choices  6. Co-opetition with Platforms

Fireside Chat with Platform Leaders and Start-ups
“From Ideas to Business Impact”

 3. Monetisation and Pricing Strategies  7. Platform Governance
 4. Underlying Technologies  8. Future Platforms

 

 

 




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Duration : 2 days (Total 12 hours)

Programme Dates: 8 & 9 June 2020 (Mon & Tue)

Venue: Cheng Yu Tung Building, CUHK Shatin Campus

Programme Fee:

HK$16,500 (including course materials, refreshments and lunch)

 

 

Faculty

 

Dr. Toa CHARM

Associate Professor of Practice in Management, CUHK Business School

Director of Business Development, The Asia-Pacific Institute of Business

Biography

 

 

 


 

Programme Details

Programme Dates: 8 & 9 June 2020 (Mon & Tue)

Application Deadline: 18 May 2020

Medium of Instruction: English / Chinese

Duration: 2 days (6 hours per day)

Venue: Executive Education Suite, 1/F, Cheng Yu Tung Building, The Chinese  University of Hong Kong (Shatin Campus)

Programme Fee:

HK$16,500 (including course materials, refreshments and lunch)

  • Early Bird offer: HK$15,500 (register by 9 April 2020)
  • “Learn together” offer: HK$15,500 (enroll in the same programme with friends)

Remarks: Two applicants must enroll together at the same time in the same programme. Therefore, this offer does not apply when enrollment of two participants at different times or for different programmes.

  • Alumni rate: CUHK/CUSCS/APIB Alumni can enjoy a 15% discount on the programme fee
  • Corporate rate: please contact our education professionals for details

 

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Contact Us

Miss Teresa Chung

Phone: (852) 3943 4413
Email: execed@cuhk.edu.hk

Program Overview

(課程內容只提供英文版本)

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