Marketplace platforms no longer represent a single category decision for enterprise buyers. The market is bifurcating into two operating models/enterprise motions that define how value is created, delivered, and measured: digital services (“bits”) and physical goods (“atoms”). To reflect this shift, we published two reports that align to a distinct buyer and consideration set:
Enterprises selling digital services and coordinating ecosystems and monetization models. They package and sell software, services, devices, and partner-led offerings. They use marketplace platforms to standardize pricing, entitlements, and transaction flows across digital channels and partner networks. Clients can read The Marketplace Platforms For Digital Services Landscape, Q2 2026 to assess platforms built for ecosystem monetization and partner-led growth.
Enterprises selling physical goods and coordinating supply and fulfillment networks. They manage suppliers, distributors, and logistics partners. They use marketplace platforms to govern pricing, fulfillment, and accountability across third parties while maintaining control over the customer experience and commercial policy. Clients can read The Marketplace Platforms For Physical Goods Landscape, Q2 2026 to evaluate vendors supporting supply and fulfillment orchestration.
Digital Services Buyers Prioritize Ecosystem Coordination
Technology companies and channel-centric businesses use marketplace platforms to scale growth through partners. The platforms create value by standardizing how offerings are packaged, sold, and managed across partners. These environments rely on digital provisioning, partner-led distribution, and recurring revenue tied to usage and services. Channel partners deliver implementation, integration, and ongoing management. Managed service providers build recurring revenue through continuous support and lifecycle engagement. Here the is focus on capabilities that:
Expand revenue through partner-delivered services.
Package subscriptions and bundled offerings.
Drive partner-led go-to-market functions.
Physical Goods Buyers Prioritize Operational Orchestration
Retailers, distributors, and manufacturers use marketplace platforms to execute commerce across distributed supply networks. Platforms create value by orchestrating fulfillment, catalog, and financial operations at scale. They coordinate seller onboarding, catalog quality, fulfillment routing, payments, and returns across multiple parties. These environments introduce constraints in inventory ownership, logistics execution, and distributor relationships. Distributors often manage product flow, provide warehousing, and extend financing across the channel. These roles shape how enterprises evaluate marketplace platforms and what capabilities they require. Here the is focus on capabilities that:
Expand assortment through third-party sellers.
Route fulfillment across suppliers and distributors.
Govern pricing and policy across participants.
What You Should Do Next
Many high-tech enterprises operate across both models. This complicates platform selection and selecting the wrong model introduces friction across partners, operations, and revenue. If you’re evaluating marketplace platforms, don’t treat this as a single decision. Anchor your approach in how your business creates and delivers value, then align your platform strategy to that reality. This means technology leaders must:
Define operating models. Map how offerings are discovered, purchased, delivered, and supported.
Evaluate platforms against that model. Marketplace platforms function as infrastructure. Their value depends on alignment with how the business operates. Alignment improves vendor selection and reduces execution risk.
Clarify partner responsibilities. Understand who owns fulfillment, service delivery, customer success, and revenue expansion. Use that clarity to guide your evaluation.
If you need help, let’s talk. Forrester clients can schedule an inquiry or guidance session with me. I can help you:
Determine which marketplace model fits your business.
Align your requirements to the right vendor set.
Pressure-test platform choices against execution realities.
Define a path from strategy to operational implementation.
