PLATFORMS AND CROSS-ORGANIZATIONAL EFFECTS
This paper we have argued that product platform strategies are company specific. Companies do not gain much advantage by adopting platform strategies from successful companies because implementation of platform is complex and it involves close interaction amongst functional disciplines within the company (i.e. engineering, marketing, purchasing, manufacturing, etc.) as well as other parties of the supply chain (i.e. suppliers, customers, and competitors). Nevertheless, companies can benchmark and learn from the successful companies, but firms should define the best platform architecture that best fits their organizations, markets, and environment.