Annotation

The article is devoted to the analysis of the phenomenon of ecosystems formed around digital platforms and their impact on market competition. The evolution of business models is considered — from classical banking and financial supermarkets to modern customer-centric digital ecosystems that unite many functionally unrelated services. Based on the generalization of existing definitions, the author's concept of a digital platform ecosystem is proposed as a multilateral structure where network interaction, deep integration of services and data accumulation create additional value for consumers and barriers to entry for new players. Special attention is paid to the analysis of market power that ecosystems gain through control over customer behavior data. The article shows that an ecosystem strategy leads to the “locking-in” of users, reducing their mobility and displacing horizontal competition with vertically integrated structures. Current regulatory measures are reviewed, and proposals are formulated for the directions of state competition policy. The article substantiates the need to abandon the classical analysis of the “relevant market” in favor of assessing functional clusters and data portability as key metrics of competitiveness in the digital era.