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1081_CDPS_G1 [PR] Chapter 10 – Strategy ([1] Five forces :fire: by…
1081_CDPS_G1
[PR] Chapter 10 – Strategy
[1] Five forces
:fire:
by Porter
the bargaining power of customers
protective moat's advantages
segment markets
differentiate products
control resources
avoid price war
defend its profit margins
the bargaining power of suppliers
the threat of substitute products or services
the firm maximizes profits by avoiding ruinous competition
the intensity of competitive rivalry in the industry.
the threat of new entrants to the market
the way of against nimbler competitors in an age hypercompetition
new tools and techniques
flexibility
[3] Strategy
:pen:
Data analysis
creating and controlling the platform and studying the nature activities
Mergers and acquisitions
instead of owning it, build partnership and gain value from it
major resources of capturing value
critical for the owners to control
Platform envelopment
platform and platform could make bigger network
Limit platform access
discourage multihoming
Enhanced design
creating higher-quality products and services
[2] 3D chess :checkered_flag:
three levels of competition
Platform against partner
strengthen the platform
short-term gain but lang-term loss
expense weak partners
Partner against partner
unreleated platform partners competitive
Platform against platform
strategic advantage is based on the power of ecosystem :!:
Sony playstation
Microsoft Xbox
Nintendo Wii
Game changers
Platform
turn business inside out
pursue best opportunities
helping ecosystem partners
share the value
network effect
:check:remake market
:green_cross:respond market
[1] Resource-based view
:!:
a particularly effective barrier to entry is control of
an indispensable and inimitable resource
[4] The four forces for platform
:red_flag: winner-take-all markets
high multihoming or switching costs
take advantage of the benefits provided by multiple platforms
virtually costless
push a market toward higher concentration and dominated by fewer or larger companies
late entrants enter the market difficulty
lower
gain market share more easily, open and fluid
late entrants enter the market easily
come with cost
monetary (ex. multiple subscription fees)
non-monetary
niche specialization
users has distinctive needs or tastes
create a separate network
weaken the winner-take-all effect
Example
Apple :<3:
it was inordinately popular among graphic artists and musicians
Apple can compete with Windows
LinkedIn :silhouettes:
it served the distinctive needs of business professionals.
LinkedIn can compete with Facebook
strong network effects
both increase as more users join the ecosystem
the profit margins enjoyed
strengthen a market's winner-take-all-tendency
value created
supply economies of scale
volume matters
amortizing costs over more buyers
margins improve with scale
Team member
105212048 謝其佑 Jason
106212004 郭儀中 Eva
105212042 金純之 Sunny
106212022 蔡昀雯 Winnie
105212017 賴珮綺 Christy
105106065 王泰然 Frank
different it makes
being more attractive!
improve user experience
prevent : user abandon a platform in favor of another
benefits from the integrated system
outcompete their rivals
absorb the innovative partners
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