Benefits and threats of FMCG companies’ participation in the multisided platform business model
Overview of multisided platform concept: definitions and evolution of approaches. Multisided platforms as a new business model. Advantages and disadvantages of multisided platform approach in the fast-moving consumer goods industry. FMCG industry.
| Рубрика | Маркетинг, реклама и торговля |
| Вид | дипломная работа |
| Язык | английский |
| Дата добавления | 01.09.2018 |
| Размер файла | 888,8 K |
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Picture 7. Benefits gained by FMCG companies from participation on MSPs in chronological order
Source: composed by author, based on references of the research
As we can see, the list of benefits is mostly match with the opportunities, mentioned in the first chapter of the current work. It means that usually companies, participating on MSPs, have similar goals and the platforms work for different industries in similar directions. However, for FMCG companies, participation in such kind of business model is essential because of the specificity of the industry. While choosing, for example, a car or luxury accessories, people would carefully investigate the features of such products, address to various websites and sources to gain more information, spend much time before making the final decisions. As for FMCG products, consumers do not spend much time on choosing, for example, which chocolate bar or shampoo to buy. The final decision is based on humans' awareness, their emotional commitment to the brand, product, taste, etc., and price-quality ratio. Thus, multisided platforms help companies to build consumers engagement to their products and inform them about new launches by penetrating daily consumers' activity like browsing in social media or investigating e-commerce platforms.
However, despite being a very helpful tool for FMCG businesses, multisided platforms may also create some risks for companies' performance, which are often underestimated. It is possible to point out several groups of threats:
First, it relates to increased competition. The easiness of participation on digital platforms opens the gate for many new companies and entrepreneurs, as well as to private labels of the platforms themselves. At the same time, competition aspect is quite controversial on the platformd BM. As it has been mentioned, FMCG industry has always been very fragmented and full of many producers and brands, satisfying common consumer needs. The platforms themselves do not increase intensity of competition, they just allow FMCG companies to compete in a different marketplace and attract new people to the customers base custom base due to the network effect. So, in the platform era, it is essential for producers to follow the digital trends and satisfy consumers need in a more convenient way than competitors do.
While facilitating many business processes, MSPs also increase the degree of complexity in some other respects. With the development of smart buttons and on-demand orders, for example, FMCG companies have to set up their distribution network and coordinate it with the platforms in the trouble-free way to satisfy the real-time consumers need in products with short lifecycles. Participation on MSPs also stimulates companies to control and support the quality of their products on the higher level than it used to be before. The system of feedbacks and community engagement accelerates the negative attitude towards the brand in case of unsatisfied reviews. In the modern world of sharing economy and online communities, the word of mouth serves as a crucial influencer on purchase decisions.
Another risk is connected with people's dependence on digital devices in their daily life. The growth of multifunctional platforms may result in consumers' loyalty to only few digital service providers, which ecosystems will provide a bunch of digital services besides shopping. The appearance of «buy buttons» on social platforms, or «Amazon Go» as an absolutely new offline shopping experience demonstrate the expansion of digital platforms' activity on many other spheres of consumers' life. So, FMCG producers must track these changes in consumers' presence to keep in touch with their audience on a more frequent basis.
Companies are also becoming very dependent on networks of outsourced intermediaries. Platforms may use their privileged positions to prioritize their own profit maximizing strategies over the scope of its users and partners. In order to mitigate the risk, FMCG companies have to choose the social e-commerce platforms to promote their products carefully.
However, even today, the MSPs face a challenging threat of data protection. If companies run the business on multisided platforms, they should manage their profile with rights statements or an access request options to make sure that confidential information, contained on the pages or the profiles, will not be damaged or used in inappropriate way. Since FMCG manufacturers continue to grow their presence online, they should work to do so safely and securely. To make online markets profitable, people should trust companies and the way how they use personal data. If people lose the trust in the platform, they will leave it and switch to another alternatives.
Considering the threats and benefits identified in the current research, the following recommendations can be provided for FMCG companies:
· Address to multisided platforms as a tool to reach and communicate with the target consumers. Modern consumers are very digitally- and socially-oriented, they value convenience and personal approach and they are interested in shopping experience rather than in simple consumption. MSPs help companies to be on the same wave with their customers and integrate their activities with the daily activity of Internet-users. Today the platforms enable direct interaction between business and individuals, what is becoming an additional and influential criterion for shoppers to make their decisions about purchasing FMCG products.
· Use additional features, provided by MSP to improve the business performance. Besides the main tools which can be used by business on MSPs (namely promotion through social media and distribution through online marketplaces), the platforms also offer the tools to understand consumers' needs better (due to processing of platform users' information on online behavior), as well as innovative tools to improve the customer experience and commitment to particular brands (Amazon Dash buttons, Alexa Echo device, Facebook fan pages, etc.).
· Combine MSPs participation with traditional business models. Despite the number of online platforms' users is increasing with a high pace, there are still many people who stand by traditional trade or advertisement. FMCG companies' business departments should take them into account while building their marketing and sales strategies. The case of Creme Eggs (Mondelez Company) showed that the combination of TV advertising and Facebook online video gave the better results rather than separate application of them.
· Look after the actions of the largest MSPs. Platform giants are leading the current consumer trends and they can give the companies an overview of what is going to be demanded in the nearest future. Thus, the acquisition of the Wholesale retailer by Amazon can give FMCG manufacturers a sign that brick-and-mortar stores are still attractive, but the Amazon Go concept will create changes in shopping patterns.
· Consider the data security risk. MSPs, containing huge amount of data and information about their users (both individuals and businesses), must perform under the constant threat of information theft. Thus, companies, participating on the MSPs, highly depend on how the platforms operate and secure the data. Since FMCG producers and brands have many accounts and followers on the platforms, they should carefully choose the platforms to partner with and be sure that their performance will not be affected in case of reputation damage of the platform.
Despite the risks, companies cannot ignore such a great influence of digital platforms - otherwise, they risk not to be fast enough to respond and adapt to their audience's changing desires. Winning consumer goods companies will be those who invest in these capabilities and, consequently, who do not lag behind their digital-oriented consumer. Multisided platforms are becoming a very engaging way to increase users' awareness of FMCG companies and brands, as well as a way to build long-term relationship with consumers.
Today MSPs provide significant benefits to companies due to the creation of virtual communities of businesses and consumers. With the help social and e-commerce platforms consumers can be digitally involved in the whole purchasing path by gaining information about the company, exploring product assortment, accumulating reviews about the products and sharing their own experience in social networks. Creation, development and maintenance of online communities to build a loyal consumer base are essential processes today for brands, especially in the FMCG sector. To do it, companies (leading with their marketing and research teams) must figure out what resonates with their customers, understand and learn their language by keep communicating by uploading and sharing relevant for them content. Despite e-commerce is quite a new dimension in FMCG industry, together with the social platforms it can drive the communication with shoppers who already bought the product, as well as with new or potential buyers. The success of participation on the platforms will much depend on how the FMCG companies will be able to create and sustain the trust of their consumers.
3.2 Key findings, limitations and further research on the topic
The topic is increasingly relevant due to the digital shifts in many industries and in consumer goods in particular. To achieve the goals and tasks, which were set by the author for writing the master thesis, we have analyzed theoretical frameworks of multisided platforms and MSP as a new business model. In the process of writing the current work, several gaps in previous research were identified:
? Since the MSPs is quite a new topic for scientific research, there is no clear description of the concept's evolution in existing articles. So, we have tried to follow the logic way of the phenomenon development, starting from the understanding of a “platform” itself, and then moving to two-sided markets and, finally, to MSPs. Despite of the difference in connotations and approaches to definition, we identified that the “platform” has always been a solution to some problem. In the case of MSPs - this is a tool to enable the direct interaction between multiple groups of consumers and facilitate the value creation between the members of ecosystem.
? Despite the platforms can be grouped in accordance with people's type of activity or segments, the cases observed demonstrate that this division is very conditional and, in fact, the MSPs are becoming more multiprofiled and operate today in different segments simultaneously.
? The lack of studies on MSPs regarding FMCG industry was also identified. The threats and benefits, provided by previous studies and existing articles, are more general (can be applied on any industry) and mainly focused on the process of creation own platform rather than to participate on a third-party platform. In the master thesis we have tried to specify the threats and benefits on FMCG industry based on the cases observed.
However, the following limitations of the master thesis can be pointed out:
First of all, the current work provides the general description of multisided platform business models and how it is applied for fast-moving consumer goods industry, without taking into account specific categories or situations in particular countries. In future it would be interesting to explore this phenomenon for separate FMCG category (or even one particular company) and its influence on companies' activity.
Secondly, the conclusions about the threats and benefits for FMCG companies were made based on news and last tendencies in the industry. In order to gain more confirmed results, it may be useful to complete the case study method with other types of qualitative and quantitative research, which will make the work more justified.
Moreover, the results are based mainly on the activity two players (but the most prominent) in two groups of multisided platforms - social and online marketplaces. Since two largest platforms were used as a cases of analysis, they cannot very precisely reflect the business models of their competitors. In order to provide more robust research results, more examples in each of the type of platforms should be investigated.
To conclude it can be stated that the main goal of the master thesis was reached and the threats and benefits of multisided platforms for FMCG industry was explored. The future research on the topic may be improved by more detailed analysis of wider sample of MSPs within the bounds of particular FMCG categories or companies with the use of wider number of research methods.
Conclusion
Multisided platforms (MSPs) are becoming an increasingly important part of the modern economy since more and more spheres of business seek to use the business models of MSPs. Digitalization, active development of Internet of things, demographical shifts led to transformation of retail landscape and shopping behavior of modern consumers. To be in time with all the consumption changes and to compete successfully under intense competition, fast-moving consumer goods companies also demonstrate growing interest in and participate on the multisided platforms business model.
The main goal of the master thesis was to identify the threats and benefits of FMCG companies' participation on the MSP business model. The first subchapter of the work was devoted to the phenomenon itself: evolution of approaches and main types of MSPs. We have found out that the development of definitions of the MSP and a platform as its key element has passed through several stages and was understood in different ways: from platform as a physical surface which helped to reach a destination or betel location, to platform as a product, satisfying needs of consumers, technology, evaluating business' performance or company, enabling interaction on two-sided markets. Considering the existing approaches and the main characteristics of the phenomenon, we formulated the definition of MSP as a business model, enabling direct and beneficial interaction between two and more interconnected groups of users on differentiated pricing basis via Internet-based platforms and facilitating the value creation between them.
In 1.2. part we examined the essence of multisided platform as a new business model and we pointed out several features, distinguishing platform economy from traditional linear business models (namely equal participation of supply and demand sides in joint value creation and its further exchange between the participants, stimulated consumption within consumers' communities, trust-based relationships between suppliers and customers, etc.) and then grouped them into criteria for comparison. As the result, a new systematization of multisided platforms features against traditional pipe business model was created.
At the end of the first chapter we overviewed the main forces driving modern companies to follow the trend of multisided platforms, as well as the benefits and risks which accompany the participation in this business model. However, we identified that the existing pros and cons of MSP are more general and can be applied for most of the industries. That is why in the next chapter we analyzed different cases of FMCG companies' inclusion in the platform economy to build a more complete understanding of how these advantages and disadvantages work for this particular industry.
We started the analytical part with an overview of FMCG industry to see which changes and specifics of the category encourage companies to participate in MSPs. Since fast-moving consumer goods are perceived as vital daily items which must be bought on a regular basis, the companies have to find ways to differentiate their products from many existing alternatives. Here the platforms are coming to help, because they have become an inseparable part of modern people's life and allow companies to communicate with their technology-driven and social consumers every day. The cases of multisided platforms giants - Facebook (social platforms) and Amazon (online marketplace) - showed that FMCG companies are actively addressing to such global platforms and use them not just as additional (but important) advertising and trade channels. The multisided platforms also provide analytical solutions to optimize the business processes and achieve better understanding of the consumers, innovative solutions to meet the needs of FMCG shoppers in fast and convenient consumption, and a virtual space to communicate with the internet users, listen to their impressions and gain real-time insights.
The third chapter contains the main findings and results of the master thesis. We compared social and e-commerce platforms according to the criteria, pointed out in the first chapter, and identified that they have a lot in common and it is difficult to assign them to only one type of the platform since they are becoming more multifunctional and play significant role in different stages of companies' value creation process. Finally, we summarized the benefits, gained by FMCG companies while participating on MSP business mode, namely: easy profile creation, identification of the demand for the products, increased brand awareness and brand loyalty, daily access to target internet users, strong relationship with and emotional engagement of consumers, innovative and analytical solutions, opportunity to expand globally. Despite all the opportunities provided by MSPs, companies should consider several risks which accompany the activity of the platforms today: they provide easy access for many new companies what facilitates even more intense competition in FMCG categories; the degree of complexity is increasing in some respect since the platforms match many different sides and make them more interconnected and interdependence; consumers' dependence on fewer MSPs; companies' dependence on platforms' performance and reputation of platforms; security risk and threat of inappropriate usage of information. Thus, we may conclude that MSPs are a double-edged sword, so companies always have to weigh the threats and opportunities before joining a new platform. But the platforms are becoming an essential part of the modern business and consumers' world and FMCG companies must follow the trend to be in time with their consumers and changing business environment.
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