Suchergebnisse

Cover -- Title -- Copyright -- Contents -- Tables, Figures, and Boxes -- Foreword -- Acknowledgments -- Abbreviations -- 1 Lessons from the Past, A Vision of the Future -- Toward a New Approach to Rapid Industrialization -- Driving Economic Growth: Boosting India's Manufacturing Performance -- Unleashing Growth with the Right Policy Mix -- Economic Corridors-Instruments of Growth -- Status of Economic Corridors -- East Coast Economic Corridor-India's First Coastal Corridor -- Vizag-Chennai Industrial Corridor-Realizing the Vision -- Proposing Node-Based Industrial Development -- Constructing Industrial Clusters -- Urbanization alongside Industrial Development -- Supporting Coastal Economic Zones and Special Economic Zones through Economic Corridor Development -- Organization of the Book -- 2 Unlocking the Potential of Vizag-Chennai Industrial Corridor Industries -- Realizing Manufacturing Strength -- Tapping into Global Value Chains -- "Slicing" the Production Process -- Identifying Constraints to Industrial Growth in India -- Moving Toward a Business-Induced Future -- Identifying Prospective Industries -- Dissecting Policy Constraints to Poor Industrial Performance -- Recognizing the Costs of Over-Regulation and Market Failure -- Connecting the Smaller Firms -- Addressing Binding Constraints to Industrial Performance in the Vizag-Chennai Industrial Corridor -- Commending Efforts to Improve the Business Environment -- Promoting Skills Development -- 3 Revitalizing the Regulatory Framework for the Vizag-Chennai Industrial Corridor -- Easing the Process for Setting up a Business -- Advancing Much-Needed Reforms -- Facilitating the Process for Closing a Business -- Tackling India's Rigid Exit Norms -- Recognizing Promising Labor Reform Initiatives -- Pushing for Labor Reforms -- Streamlining Regulations and Compliance.

Business models increasingly depend on inputs from outside traditional organizational boundaries. For example, platforms that generate revenue from advertising, subscription, or referral fees often rely on user-generated content (UGC). But there is considerable uncertainty on how UGC creates value—and who benefits from it—because voluntary user contributions cannot be mandated or contracted or its quality assured through service-level agreements. In fact, high valuations of these platform firms have generated significant interest, debate, and even euphoria among investors and entrepreneurs. Network effects underlie these high valuations; the value of participation for an individual user increases exponentially as more users actively participate. Thus, many platform strategies initially focus on generating usage with the expectation of profits later. This premise is fraught with uncertainty because high current usage may not translate into future profits when switching costs are low. We argue that the type of user-generated content affects switching costs for the user and, thus, affects the value a platform can capture. Using data about the valuation, traffic, and other parameters from several sources, empirical results indicate greater value uncertainty in platforms with user-generated content than in platforms based on firm-generated content. Platform firms are unable to capture the entire value from network effects, but firms with interaction content can better capture value from network effects through higher switching costs than firms with user-contributed content. Thus, we clarify how switching costs enable value for the platform from network effects and UGC in the absence of formal contracts.