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Logistics Information Exchange Platforms
Introduction
A digital platform is a software-based infrastructure that enables interactions, transactions or coordination between various groups of users (for example, suppliers and consumers, producers and users, developers and customers).[1]
These platforms function as intermediaries, value generation and coordination between ecosystems of actors, not simply as static content websites.
Digital platforms can also be conceived as systems that can be programmed and customized by external developers, such as users, and in this way they can be adapted to countless needs and issues that not even the creators of the original platform had contemplated, resulting in a type of social networks, which allows maintaining contact with friends, family, and users in general, which encourages participation and its use.[2].
Definition
Digital platforms have positioned themselves in the virtual sphere through the beginning of Web 2.0, which defined new alternatives for the use of the web platform for collaborative work. Through the new interaction between users and virtual systems, digital platforms have become blurred, giving rise to the diversity of websites that this line of virtual work supports.
It is important to keep in mind that through digital platforms, regardless of the focus of each of them, it is possible to manage content and carry out a wide variety of activities through web portals. In this way, this type of applications has been taking quite a bit and is currently still in continuous development.[3].
In his book Platform Capitalism (2017), Nick Srnicek defines them like this:
Characteristics
Digital platforms aspire to position the web as the main channel to acquire content. Its features include:
• - They are creators of content and services: they bring together different providers, applications, services, content and developers. Its value grows as supply increases, both in quantity and quality.
• - They can be open or closed. Apple is the dominant among closed or proprietary platforms, while Android or several telecommunications companies aspire to create open platforms with different degrees of control over third-party developments).
Logistics Information Exchange Platforms
Introduction
A digital platform is a software-based infrastructure that enables interactions, transactions or coordination between various groups of users (for example, suppliers and consumers, producers and users, developers and customers).[1]
These platforms function as intermediaries, value generation and coordination between ecosystems of actors, not simply as static content websites.
Digital platforms can also be conceived as systems that can be programmed and customized by external developers, such as users, and in this way they can be adapted to countless needs and issues that not even the creators of the original platform had contemplated, resulting in a type of social networks, which allows maintaining contact with friends, family, and users in general, which encourages participation and its use.[2].
Definition
Digital platforms have positioned themselves in the virtual sphere through the beginning of Web 2.0, which defined new alternatives for the use of the web platform for collaborative work. Through the new interaction between users and virtual systems, digital platforms have become blurred, giving rise to the diversity of websites that this line of virtual work supports.
It is important to keep in mind that through digital platforms, regardless of the focus of each of them, it is possible to manage content and carry out a wide variety of activities through web portals. In this way, this type of applications has been taking quite a bit and is currently still in continuous development.[3].
In his book Platform Capitalism (2017), Nick Srnicek defines them like this:
Characteristics
Digital platforms aspire to position the web as the main channel to acquire content. Its features include:
• - They are creators of content and services: they bring together different providers, applications, services, content and developers. Its value grows as supply increases, both in quantity and quality.
• - They offer preferential access to premium content.<meta /> That is, with higher quality of content, bandwidth, resolution, interface, etc.
• - They are multi-support and multi-channel. It allows access through the web, mobile phones, video game consoles, televisions connected to the Internet, etc.
• - They give more control of the content and their intellectual property and use rights to the suppliers, in addition to gathering more data from clients and are managers of the end user.
• - Business of payment for access or charging for content: several business models coexist with payment for content, access subscriptions, micropayments, licenses for content associated with equipment and support, etc.
• - They allow access to content or service packages: no platform is satisfied with a single offer, the content is made profitable in packages (such as pay television), as well as the services (internet, landline, mobile and pay TV packages from telecommunications operators).[5].
Advantages and disadvantages of digital platforms
Contenido
Las plataformas digitales presentan beneficios y desafíos que dependen del tipo de interacción que facilitan (transaccional, colaborativa o informativa) y del grado de dependencia tecnológica que generan.[1][6].
Advantages
• - Scalability and efficiency: platforms allow expanding operations with reduced marginal costs, by taking advantage of digital infrastructure and network effects.[7].
• - Reduction of information frictions: facilitate the search, comparison and evaluation of goods, services and reputations.
• - Inclusion and access: in regions with high labor informality, such as Latin America, they have allowed people and small businesses to offer services or access previously inaccessible markets.
• - Innovation and new business models: they promote ecosystems where multiple actors (users, developers, advertisers, suppliers) create joint value.
Disadvantages
• - Market concentration: network effects can generate dominant positions and make competition difficult.[8].
• - Information asymmetries and technological dependence: users can lose control over their data or over the conditions of access to the market.
• - Job insecurity: in platform work, flexibility can coexist with lack of social security or low income.[9].
• - Digital inequality: the connectivity and skills gap limits the benefits of platforms for certain groups or regions.
Overall, the studies agree that digital platforms are a source of innovation and efficiency, but they require regulatory frameworks and public policies that mitigate their economic and social risks.[6][7].
Different marketing within one platform
Cada proveedor determina su modelo de negocio dentro de la plataforma, desde la oferta gratuita, de pago una única vez. El acceso a los contenidos a través de plataformas tecnológicas o de redes sociales son los nuevos modelos que se abren para el futuro. En ellos, la web pierde la centralidad de la cual ha disfrutado en los últimos años y se usa la infraestructura de Internet para construir redes inteligentes donde la neutralidad de la red se sustituye por una mayor oferta, más transparente, con diferentes precios de acceso en función de los contenidos y servicios contratados.
Se avanza de la Internet abierta y gratuita de los últimos años a un modelo de plataformas en busca de aumentar el negocio digital para operadoras, fabricantes, grandes de Internet y medios.
Platform models and examples in Latin America
Digital platforms can be classified as **multilateral** (with several interdependent user groups) or **unilateral**, depending on whether they facilitate interactions between different actors. In Latin America, platforms that combine transactions and financial services stand out, for example:
**Mercado Libre**: operates as an e-commerce and fintech platform (Mercado Pago) in more than 18 countries in the region.[6]
**Nubank**: Brazilian digital bank that takes advantage of its mobile platform to offer integrated banking products, aiming at financial inclusion.[9]
**Rappi**: delivery and on-demand services platform that combines multiple services in a single “superapp”, acting as a mediator and provider of logistics and payment infrastructure.
References
[1] ↑ a b Srnicek, Nick (2017). Platform Capitalism. Polity Press. ISBN 978-1-5095-1198-4 |isbn= incorrecto (ayuda).
[8] ↑ Evans, David S.; Schmalensee, Richard (2016). Matchmakers: The New Economics of Multisided Platforms. Harvard Business Review Press. ISBN 978-1-63369-172-8.: https://archive.org/details/matchmakersnewec0000evan
[9] ↑ a b «Economía digital e inclusión laboral en América Latina». Banco de Desarrollo de América Latina (CAF). 2024. Error en la cita: Etiqueta <ref> no válida; el nombre «CAF2024» está definido varias veces con contenidos diferentes.: https://scioteca.caf.com/handle/123456789/2043
[14] ↑ González, Milena (11 de diciembre de 2018). «Lista de TODAS las Redes Sociales del Mundo en 2021 [+100]». Consultado el 16 de septiembre de 2021.: https://aulacm.com/redes-sociales-mas-importantes/
[19] ↑ Taeihagh, Araz (19 de junio de 2017). «Crowdsourcing, Sharing Economies, and Development». Journal of Developing Societies: 0169796X1771007. doi:10.1177/0169796X17710072.: https://dx.doi.org/10.1177%2F0169796X17710072
• - They can be open or closed. Apple is the dominant among closed or proprietary platforms, while Android or several telecommunications companies aspire to create open platforms with different degrees of control over third-party developments).
• - They offer preferential access to premium content.<meta /> That is, with higher quality of content, bandwidth, resolution, interface, etc.
• - They are multi-support and multi-channel. It allows access through the web, mobile phones, video game consoles, televisions connected to the Internet, etc.
• - They give more control of the content and their intellectual property and use rights to the suppliers, in addition to gathering more data from clients and are managers of the end user.
• - Business of payment for access or charging for content: several business models coexist with payment for content, access subscriptions, micropayments, licenses for content associated with equipment and support, etc.
• - They allow access to content or service packages: no platform is satisfied with a single offer, the content is made profitable in packages (such as pay television), as well as the services (internet, landline, mobile and pay TV packages from telecommunications operators).[5].
Advantages and disadvantages of digital platforms
Contenido
Las plataformas digitales presentan beneficios y desafíos que dependen del tipo de interacción que facilitan (transaccional, colaborativa o informativa) y del grado de dependencia tecnológica que generan.[1][6].
Advantages
• - Scalability and efficiency: platforms allow expanding operations with reduced marginal costs, by taking advantage of digital infrastructure and network effects.[7].
• - Reduction of information frictions: facilitate the search, comparison and evaluation of goods, services and reputations.
• - Inclusion and access: in regions with high labor informality, such as Latin America, they have allowed people and small businesses to offer services or access previously inaccessible markets.
• - Innovation and new business models: they promote ecosystems where multiple actors (users, developers, advertisers, suppliers) create joint value.
Disadvantages
• - Market concentration: network effects can generate dominant positions and make competition difficult.[8].
• - Information asymmetries and technological dependence: users can lose control over their data or over the conditions of access to the market.
• - Job insecurity: in platform work, flexibility can coexist with lack of social security or low income.[9].
• - Digital inequality: the connectivity and skills gap limits the benefits of platforms for certain groups or regions.
Overall, the studies agree that digital platforms are a source of innovation and efficiency, but they require regulatory frameworks and public policies that mitigate their economic and social risks.[6][7].
Different marketing within one platform
Cada proveedor determina su modelo de negocio dentro de la plataforma, desde la oferta gratuita, de pago una única vez. El acceso a los contenidos a través de plataformas tecnológicas o de redes sociales son los nuevos modelos que se abren para el futuro. En ellos, la web pierde la centralidad de la cual ha disfrutado en los últimos años y se usa la infraestructura de Internet para construir redes inteligentes donde la neutralidad de la red se sustituye por una mayor oferta, más transparente, con diferentes precios de acceso en función de los contenidos y servicios contratados.
Se avanza de la Internet abierta y gratuita de los últimos años a un modelo de plataformas en busca de aumentar el negocio digital para operadoras, fabricantes, grandes de Internet y medios.
Platform models and examples in Latin America
Digital platforms can be classified as **multilateral** (with several interdependent user groups) or **unilateral**, depending on whether they facilitate interactions between different actors. In Latin America, platforms that combine transactions and financial services stand out, for example:
**Mercado Libre**: operates as an e-commerce and fintech platform (Mercado Pago) in more than 18 countries in the region.[6]
**Nubank**: Brazilian digital bank that takes advantage of its mobile platform to offer integrated banking products, aiming at financial inclusion.[9]
**Rappi**: delivery and on-demand services platform that combines multiple services in a single “superapp”, acting as a mediator and provider of logistics and payment infrastructure.
References
[1] ↑ a b Srnicek, Nick (2017). Platform Capitalism. Polity Press. ISBN 978-1-5095-1198-4 |isbn= incorrecto (ayuda).
[8] ↑ Evans, David S.; Schmalensee, Richard (2016). Matchmakers: The New Economics of Multisided Platforms. Harvard Business Review Press. ISBN 978-1-63369-172-8.: https://archive.org/details/matchmakersnewec0000evan
[9] ↑ a b «Economía digital e inclusión laboral en América Latina». Banco de Desarrollo de América Latina (CAF). 2024. Error en la cita: Etiqueta <ref> no válida; el nombre «CAF2024» está definido varias veces con contenidos diferentes.: https://scioteca.caf.com/handle/123456789/2043
[14] ↑ González, Milena (11 de diciembre de 2018). «Lista de TODAS las Redes Sociales del Mundo en 2021 [+100]». Consultado el 16 de septiembre de 2021.: https://aulacm.com/redes-sociales-mas-importantes/
[19] ↑ Taeihagh, Araz (19 de junio de 2017). «Crowdsourcing, Sharing Economies, and Development». Journal of Developing Societies: 0169796X1771007. doi:10.1177/0169796X17710072.: https://dx.doi.org/10.1177%2F0169796X17710072