Maurycy Blaszczak's Knowledge 🧠
Search
Search
Dark mode
Light mode
Explorer
Home
❯
Business Strategy
Folder: Business-Strategy
34 items under this folder.
Ability to capture the value depends on the perceived bargaining power
Because acquiring the right resources is usually due to luck, the goal is to build capabilities to identify and exploit opportunities
Business ecosystem consists of a customer, complements, and components
Companies should set their boundaries to optimize cost of owning a resource vs transaction costs
Company acquires and sustains the resources providing the competitive advantage through dynamic capabilities
Company has a competitive advantage due to Valuable, Rare, Difficult to Imitate, and Supported by Organization resources
Competition can be asymmetric in the cost of competing or being a competitor in the first place
Competitive behaviour is driven by awareness, motivation, and capability
Competitive system can be disturbed by disruptive innovation that happens at the bottom of the market
Competitors are companies that share the same markets and resources
Complements in consumption relate to each other in generic, unique, or supermodular ways
Complements in production relate to each other in generic, unique, or supermodular ways
Customers select products that offer the best value for money
Digitalization decreases transaction costs reshaping the boundaries of companies allowing to operate with little ownership, be more focused, and access high quality resources
Digitalization will require companies to develop the capability to coordinate across functions and companies
Dynamic capabilities adjust resources by integration, reconfiguration, and gain and release
Ecosystem bottlenecks constrain the growth and performance of the ecosystem
Good business model is aligned with company goals, self-reinforcing, and robust
Good competitor analysis is critical
Good strategy is resilient
In a business ecosystem, a company may pursue system, component, or bottleneck strategy
In business ecosystems, the success of actor A and B depends on success of actor B and C
In digital transformation, companies need to address limitations on true coordination and circular causality
In digitalization, companies should design products to gather context-aware data, develop analytics for such data, and manage digital ecosystem beyond their industry
Interplay between complements' relationships across consumption and production dimensions determines ecosystem complexity
Organization's resources & capabilities, processes, structure & systems, and culture must be aligned to its strategy
Strategy consists of arenas, vehicles, differentiators, staging, and economic logic
The first wave of digitalization was about improving products with digital technology and gathering analytics on product usage
The reaction to the competitive pressure depends on entry costs
The second wave of digitalization was about designing organizational boundaries and structures to digital technology and exchanging usage data with other companies to develop products across company boundaries
The usage of the dynamic capabilities depends on managers, who are responsible for sensing opportunities and threats, and exploiting & renewing resources
The velocity of competitors' reaction depends on how the company frames competitive behaviour in announcements
Value can also be created through the architecture of transactions
Value creation happens through Valuable and Supported by Organization resources and the value is superior due to Rare and Difficult to Imitate resources