Abstract
This paper introduces and analyses four potential business models for emerging mobile service platforms. For each model, a real-life case is described and briefly analyzed. It is found that 'platform leadership' strategies - focused a.o. on control of core assets on the one hand, and open interfaces on the other hand -, permeate the strategies and models introduced by the stakeholders vying for dominance in this market. In particular, these strategies and models differ strongly according to the specific set-up and control of a number of crucial 'gatekeeper roles'.
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