Professional Documents
Culture Documents
Pertemuan Ke 7 Management Strategic
Pertemuan Ke 7 Management Strategic
Pertemuan Ke 7 Management Strategic
Pertemuan ke 7
©McGraw-Hill Education.
• The AFI Strategy Framework
Exhibit 1.3
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Jump to Appendix 1 long image description
• Learning Objectives
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• Innovation Is a Competitive Weapon
©McGraw-Hill Education.
• The Speed of Technological Change
Accelerates
Exhibit 7.1
Source: Depiction of data from the U.S. Census Bureau, the Consumer Electronics Association, Forbes, and the National Cable and Telecommunications
Association.
Jump to Appendix 2 long image description
©McGraw-Hill Education.
• What Causes Rapid Technological
Diffusion and Adoption
• Idea
• Invention
• Innovation
• Imitation
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Jump to Appendix 3 long image description Exhibit 7.2
• Idea, Invention, Innovation, and Imitation
Idea
• Abstract concepts or research findings
Invention
• Transformation of an idea into a product
• The modification and recombination of products
Innovation
• Commercialization of an invention
Imitation
• Copying a successful innovation
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• What Is Innovation?
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Jump to Appendix 4 long image description Exhibit 7.3
• Entrepreneurs
Examples:
• Reed Hastings: Netflix
• Elon Musk: Tesla Motors, Solar City, SpaceX, PayPal
©McGraw-Hill Education.
• Strategic and Social Entrepreneurship
Strategic Entrepreneurship
• Pursuit of innovation using strategic tools
• Combining entrepreneurial actions
• Creating new opportunities
• Exploiting existing opportunities
Social Entrepreneurship
• The pursuit of social goals AND a profitable business
• Example: Jimmy Wales at Wikipedia
• Goal: provide knowledge on very large-scale
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• The Five Phases of an Industry Lifecycle
1. Introduction
2. Growth
3. Shakeout
4. Maturity
5. Decline
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• Industry Life Cycle: The Smartphone Industry
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Jump to Appendix 5 long image description Exhibit 7.4
• Introduction Stage
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• Network Effects in the Introduction Stage
The positive effect that one user has on the value of a product
for other users
Example: Apple’s iPhone and the creation of apps
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Jump to Appendix 6 long image description Exhibit 7.5
• Growth Stage
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• Product vs. Process Innovation During Growth
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Jump to Appendix 7 long image description Exhibit 7.7
• Shakeout Stage
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• Maturity Stage
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• Decline Stage
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• Crossing the Chasm Framework
Source: Adapted from G.A. Moore, Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers, New York: HarperCollins, 1991, 17.
©McGraw-Hill Education.
Jump to Appendix 8 long image description Exhibit 7.8
• Technology Enthusiasts
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• Early Adopters
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• Early Majority
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• Late Majority
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• Laggards
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• Crossing the Chasm Framework: Mobile
Phones
©McGraw-Hill Education.
Jump to Appendix 9 long image description Exhibit 7.9
• Features and Strategic Implications
of the Industry Life Cycle (1 of 2)
Life Cycle Stages
Type of buyers Technology Early adopters Early majority Late majority Laggards
enthusiasts
©McGraw-Hill Education.
• Innovation: Markets and Technologies
Incremental Innovation:
• Builds on established knowledge
• Results from steady improvement
• Targets existing markets and technology
Radical Innovation:
• Novel methods & materials
• Entirely new knowledge base
• Or, recombination of existing knowledge
• Targets new markets and technology
©McGraw-Hill Education.
• Why Incumbent Firms Tend to
Focus Only On Incremental Innovation
Economic Incentives:
• They must defend their position
Organizational Inertia:
• They have formalized processes and structures
Innovation Ecosystem:
• They rely on certain suppliers, buyers, complementors
©McGraw-Hill Education.
• Architectural vs. Disruptive Innovation
Architectural Innovation:
• Existing technology leveraged into a new market
• Known components, used in a novel way
Disruptive Innovation:
• Leverages new technologies in existing markets
• New product / process meets existing customer needs
©McGraw-Hill Education.
• Disruptive Innovation: Riding the Technology
Trajectory to Invade Different Market Segments
©McGraw-Hill Education.
Jump to Appendix 11 long image description Exhibit 7.12
• How to Respond to Disruptive Innovation
Continue to innovate
• Stay ahead of the competition
Guard against disruptive innovation
• Protect the low end of the market
Disrupt yourself
• Don’t wait for others to disrupt you
• Called “reverse innovation”
©McGraw-Hill Education.
• Pipeline vs. Platform Businesses
Pipeline Business
• Linear transformation through the value chain
• R&D, then design, then manufacture, then sell
Platform Business
• Enables interaction between producers and consumers
• Enable matches among users
• Provides infrastructure and governance
©McGraw-Hill Education.
• The Platform Ecosystem
SOURCE: Adapted from Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary, “Pipelines, Platforms, and the New Rules of Strategy,” Harvard Business
Review, April 2016.
©McGraw-Hill Education.
Jump to Appendix 12 long image description Exhibit 7.13
• Advantages of the Platform Business Model
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