The transition from traditional linear business models to platform-centric ecosystems has fundamentally altered value creation in the digital economy. In a linear model, value is created by a firm sequentially through its supply chain, ultimately resulting in a product or service sold to a customer. Conversely, platforms create value by facilitating interactions between external producers and consumers. This shift necessitates a move from optimizing internal resources to orchestrating external networks. Success in a platform model is often driven by network effects, where the value of the service increases as more participants join the ecosystem. However, platform managers face the "chicken-and-egg" problem: attracting users requires a robust set of producers, but producers are only drawn to platforms with a large user base. Strategies such as subsidizing one side of the market are common but can lead to unsustainable cash burn if the platform fails to reach critical mass. Moreover, the governance of these ecosystems requires balancing the need for openness to encourage innovation with the necessity of quality control to protect the brand's reputation.