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Ch10 Strategy, G1 (IBS3 Evonne, IBS3 Jenny, EIPHD2 Casper, DCH3 Monica), .…
Ch10 Strategy
The Value of Data
Strategical
track/control/value
Monster.com VS LinkedIn
Tactical
A/B Testing
Optimize search tool
Data is the new oil
Redefine Merger
& Aquisition
Assets Vs Ecosystems
Claim a portion from partner
Financial auditing VS Test Drive
Keep distance to reduce complexity
Market Overlap?
YES
No
Winner takes it all
high multihoming/switching cost
lack of niche specialization
Stong network effects
Lyft accused Uber
Supply economy of scale
fostering innovation then capturing its value
platform should seek own resource whose value is great
key resource
gain the key resource
offer user with chance
platform manager should notice new app or feature appear on platform
or it can maybe become your initial rival
Platform Envolopment
Larger platform VS Superior Value
Windows VS Real audio
LinkedIn VS Monster.com
Apple --- mobile payment
Haier---connected home
Adjacent Platform
Offer similiar feature
Via ecosystem partner
Market disruption
open-air marketplace
traditional
digital technology
modern (ex:Uber)
Digital disruption
Stage1:Software
efficient (online) pipelines ate inefficient (offline) pipelines
low marginal costs (less investment)
ex:Newspaper、Blockbuster :explode: Netflix
Stage2:Platform
leverage
Network effect
to create value in new ways
superior marginal economics (production and distribution)
ex:Nokia and Blackberry :explode: Apple and google
scale rapidly
(production⇋consumption)
ex:Hilton and Sheraton :explode: Airbnb
3 level of competition
platform v.s partner
provide same product again partner
make market stronger
co-opetition
partner v.s partner
platform v.s platform
stronger ecosystem more benefit
preventing multihoming
no multihoming
multihoming will make users switchi
platform seek exclusive access to essential asset
rules/ practices/ protocol
Enhanced platform design
Vimeo VS Youtube
Craigslist VS Airbnb
Platform Ch4&10
impact
reconfiguring
value comsumption
enabling new forms of consumer behavier
ex. strangers
quality control
community-driven curation
socially driven feedback loops
value creation
tap new source of supply
to fuel continued explosion
steadily lowering barriers that might diacourage producers
structural
de-link asset
best
use
creates the greatest economic value
re-intermediation
new layer of reputational information
by leveraging social feedback about producers
automated tools and system
offer valuable new goods and services to participants on both sides
market aggregation
centralized markets
serve widely disperse individuals and organizations
without access to reliable or up-to-date data
the incumbents
pipelines becomes platform
leverage the exist asset srengthens and reinforces them
build own value-creating ecosystem
Change competition strategy
before
five forces model
the bargaining power of customer
the bargaining power of supplier
the threat of substitute product
intensity of competitive rivalry
the threat of new entrant
Resource-based view
creat a barrier to enry
No new entrant
control of an indispensible and inimitable resource
To avoid competition
now
Hypercompetition
market change all time , a company can't own same strength all time
find the chance
Oligopolies :green_cross: Nimbler competitor :check:
2.apply new techonology
3.creat customer
4.company maintain relationship with customer
G1
IBS3 Evonne
IBS3 Jenny
EIPHD2 Casper
DCH3 Monica
.
new market strategy