The document describes the 5 stages of market evolution in the computing industry. It discusses the transition from vertical integration, with companies like IBM and Apple producing complete computer systems, to horizontal integration and the modularization of the industry into separate companies producing hardware and software. It then discusses how the industry further evolved into a multi-sided market through online horizontal integration and the rise of software platforms like Microsoft Windows and online networks like Google. Diagrams are used to visualize these transitions from 1-sided to multi-sided business models and the integration patterns between different players.

1. The
5
Stages
of
Market
Evolu4on
in
the
Compu4ng
Industry
Red
Ocean
Disrup/on
(ROD)
Graphing
for
Visualizing
Pa/erns
in
the
Evolu5on
of
Mul5-­‐sided
Business
Models
Register
at
www.visionaryd.com
to
learn
more
about
Business
Model
Stripping.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h/p://businessmodels.ning.com
&
h/p://twi/er.com/RodKuhnKing
ORPHAN
(Stone)
Pa/ern
CHAIN
(Linear/Pipe)
Pa/ern
TREE
(Hierarchical/V-­‐)
Pa/ern
TRIANGLE
(Network)
Pa/ern
WEB
(Network)
Pa/ern
No
Market
1-­‐Sided
Market
2-­‐Sided
Market
2-­‐Sided
Market
Mul5-­‐sided
Market
From
Ver4cal
Integra4on
(Bundling;
Centraliza5on)
To
Horizontal
Integra4on
(Unbundling;
Decentraliza5on;
Outsourcing)
Ver5cal
Integra5on
(Miniaturiza5on):
q IBM
(Mainframe)
q Apple
Computer
q IBM
(PC)
Ver5cal
Disintegra5on
(Modulariza5on):
q Hardware:
IBM
(PC);
Intel
q SoXware:
MicrosoX
(MSDOS)
Physical
Horizontal
Integra5on
(Bridging):
q SoXware
PlaZorm
Integra5on:
MicrosoX
(Windows)
Online
Horizontal
Integra5on
(Networking;
Interoperability):
q SoXware
Econetwork:
Google
Supplier
(Enterprise)
Customer
1
(Hardware)
Customer
2
(SoXware)
Customer
1
(Hardware)
Customer
2
(SoXware)
Supplier
(Hardware
&
SoRware)
Supplier
(SoRware)
Customer
(Hardware
&
SoXware)
Supplier
(Hardware
&
SoRware)
Customer
1
(Hardware)
Customer
2
(SoXware)
Customer
3
(3rd
Party
Developer)
Supplier
(SoRware)

2. The
5
Stages
of
Market
Evolu4on
in
the
Compu4ng
Industry
Red
Ocean
Disrup/on
(ROD)
Graphing
for
Visualizing
Pa/erns
in
the
Evolu5on
of
Mul5-­‐sided
Business
Models
Register
at
www.visionaryd.com
to
learn
more
about
Business
Model
Stripping.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h/p://businessmodels.ning.com
&
h/p://twi/er.com/RodKuhnKing
ORPHAN
(Stone)
Pa/ern
CHAIN
(Linear/Pipe)
Pa/ern
TREE
(Hierarchical/V-­‐)
Pa/ern
TRIANGLE
(Network)
Pa/ern
WEB
(Network)
Pa/ern
No
Market
1-­‐Sided
Market
2-­‐Sided
Market
2-­‐Sided
Market
Mul5-­‐sided
Market
From
Ver4cal
Integra4on
(Bundling;
Centraliza5on)
To
Horizontal
Integra4on
(Unbundling;
Decentraliza5on;
Outsourcing)
Ver5cal
Integra5on
(Miniaturiza5on):
q IBM
(Mainframe)
q Apple
Computer
q IBM
(PC)
Ver5cal
Disintegra5on
(Modulariza5on):
q Hardware:
IBM
(PC);
Intel
q SoXware:
MicrosoX
(MSDOS)
Physical
Horizontal
Integra5on
(Bridging):
q SoXware
PlaZorm
Integra5on:
MicrosoX
(Windows)
Online
Horizontal
Integra5on
(Networking;
Interoperability):
q SoXware
Econetwork:
Google
Supplier
(Enterprise)
Customer
1
(Hardware)
Customer
2
(SoXware)
Customer
1
(Hardware)
Customer
2
(SoXware)
Supplier
(Hardware
&
SoRware)
Supplier
(SoRware)
Customer
(Hardware
&
SoXware)
Supplier
(Hardware
&
SoRware)
Customer
1
(Hardware)
Customer
2
(SoXware)
Customer
3
(3rd
Party
Developer)
Supplier
(SoRware)
BUMP
BUMP
BUMP
BUMP
(BUMP:
Big
Urgent
Market
Problem)

3. VALUE
ENGINE
MAP
of
Size
vs
Decentraliza4on:
Customer
Segments
(For
COMPUTER
INDUSTRY)
BLUE
OCEAN
(Value
Innova/on;
Mass
Customiza/on)
RED
OCEAN
(-­‐):
PAIN:
Size
(Inaccessibility)
(+):
DELIGHT:
Decentraliza-on
(Unbundling)
Job
To
Be
Done
(Market/Goal):
Obtain
convenient,
instant
access
and
high
quality
of
info/data
processing
service
Big
Urgent
Market
Problem
(BUMP):
Inadequate
access
and
quality
of
info/data
processing
service
Small:
Virtual
(1)
Large:
Physical
(10)
Central-­‐
ized;
Monolith
(1)
Decentral-­‐
ized;
Modular
(10)
SWEET
SPOT
LUXURY
SPOT
(High
Differen/a/on;
Sustaining
Innova/on:
High-­‐end
Market)
“Undershot”
Customers
–
Bundled/Integrated
Solu5on
DISRUPTION
SPOT
(Low
Cost;
Disrup/ve
Innova/on:
Low-­‐end
Market)
“Overshot”
Customers
–
Unbundled/MVP-­‐Solu5on

4. VALUE
ENGINE
MAP
of
Size
vs
Decentraliza4on:
Customer
Segments
(For
COMPUTER
INDUSTRY)
BLUE
OCEAN
(Value
Innova/on)
RED
OCEAN
(-­‐):
PAIN:
Size
(Inaccessibility)
(+):
DELIGHT:
Decentraliza-on
(Unbundling)
Small:
Virtual
(1)
Large:
Physical
(10)
LUXURY
SPOT
(High
Differen/a/on)
DISRUPTION
SPOT
(Low
Cost)
SWEET
SPOT
Job
To
Be
Done
(Market/Goal):
Obtain
convenient,
instant
access
and
high
quality
of
info/data
processing
service
Big
Urgent
Market
Problem
(BUMP):
Inadequate
access
and
quality
of
info/data
processing
service
Central-­‐
ized;
Monolith
(1)
Decentral-­‐
ized;
Modular
(10)

5. “0-­‐1-­‐N”
Evolu4onary
Cycle
for
Compu4ng
and
Other
Industries
Cycle
of
Centraliza/on-­‐Decentraliza/on-­‐Miniaturiza/on
Register
at
www.visionaryd.com
to
learn
more
about
Business
Model
Stripping.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h/p://businessmodels.ning.com
&
h/p://twi/er.com/RodKuhnKing
NOTHING:
0-­‐System
SOMETHING:
1-­‐System
MANY:
N-­‐System
Centraliza4on
(Crea/on;“Big
Bang”;
Inven/on)
Decentraliza4on
(Divergence;
Mul/plica/on)
Miniaturiza4on
(Singularity;
“Big
Crunch”;
Convergence”)
“0-­‐1-­‐N”
Evolu4onary
Cycle