15.912 Technology Strategy - MIT OpenCourseWare · Coca ColaCoca Cola WalMMartart Dell RC Cola Is...
Transcript of 15.912 Technology Strategy - MIT OpenCourseWare · Coca ColaCoca Cola WalMMartart Dell RC Cola Is...
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MIT OpenCourseWare http://ocw.mit.edu
15.912 Technology StrategyFall 2008
For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.
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Uniqueness and ComplementaryAssets
Professor Jason Davis
MIT Sloan School of Management
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The second of two key questions:
How will we Create value?
How will we Capture value?
How will we Deliver value?
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ViagraViagraProzac
Xerox (early)
Xerox (late)AppleApple
Coca ColaCoca ColaWal MartMart
Dell
RC Cola
Is it the case thatgreat ideas = pots of money?
Value captured
Prozac
Xerox (early)
Xerox (late)RC Cola
Wal Dell
Value created(through “raw” invention)
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Economist’s View of the World:
•Value Creation is not enough…
• Everybody’s out to eat your lunch… •…you need to Capture
some of that value to stay in business.
• How can you fight back?
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Three key ideas:
• Uniqueness – Controlling the knowledge generated by aninnovation: being the only game in town
• Complementary Assets – Controlling the assets necessary to exploit the knowledge generated by innovation
• Five Forces – Understanding the dynamics of power in the value chain
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Uniqueness is very important:
• If a particular innovation, or the knowledge on which it rests, can be completely “appropriated” then the innovating firm may be able to maintain a unique position. This is a tremendous source of bargaining power.
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Sources of Uniqueness
• Intellectual property protection – Patents
• Finite length • The right to prohibit “producing”
– Copyrights • The right to prohibit “copying”
• Secrecy – Trade secrets & non compete clauses– “Tacit” knowledge
• Speed
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Intellectual property protection
• Strengths • Weaknesses – Legal right – Disclosure requirements
– Can be traded – Costly to enforce
– Buys time to build complementary assets
– Can be invented around
– Could be too short – Provides temporary monopoly
– Slows competitors down – Not everything can be
patented
– False sense of security
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The Intermittent Windshield Wiper
• 1962: Robert Kearns invented a little switch that made the intermittent wiper possible –Fitted car with it and drove it to Ford –Ford passed on innovation –Kearns obtained patents
• 1969: Ford and others cracked secret
• 1990: Kearns wins suit against Ford for potential damages payout of $ 325 million (eventually gets $ 8 million).
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Secrecy• Weaknesses • Strengths
– Difficult to maintain – No disclosure
– Non‐compete clauses are costly to enforce
– Good technical people do not want their work shrouded in secrecy
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What kind of innovation tend to relymost on secrecy?
• When the innovation is in process. Steel, paper, textiles. Light bulbs, for example. There are Siemens plants that you cannot go into even if you are a Siemens employee from another division. They make light bulbs in very high volume, and all the knowledge resides in the process technology, and it’s shrouded with secrecy. Why? Because you can keep secrets like that in principle. It’s only a few employees, and you pay them to stay. And the secret elements are not evident from the product itself. Contrast the CT scanner with the light bulb. If I give you a light bulb, there is no information about how it was made.
• Why don’t these few employees just leave and set up their own firm? Because you need huge economies of scale to compete with Philips, GE, and Siemens. They use secrecy in combination with complementary assets.
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Speed
• Strengths • Weaknesses – Competitors cannot catch up – Over soon
– Costly to imitate – Diminishing returns
– Quick profits – Difficult to sustain
– Difficult to pull off/Treadmill
– Dissipates industry profits
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Speed
• There is some evidence that in some industries, the move to speed has in fact destroyed industry profitability. Only the customers benefit.
• Moving towards speed as the primary mechanism for appropriability may be dangerous, particularly if you have no long‐term way of making sure that it is going to stay your edge. If you had a choice, you would rather not compete on breakneck speed, just like you would prefer to compete on advertising rather than on price if you are Coke and Pepsi. I am aware that this is counter‐cultural. Speed advantage may be very temporary, and create a bunch of long‐term problems.
• I am not suggesting that companies should be slow. All I am suggesting is that you think a little bit before moving to speed as the foundation of your appropriability strategy. It can be extraordinarily powerful, but you want to think about two things: (1) can we sustain it? and (2) will be build something as we go fast that will in the long‐term enable us to gain competitive advantage? I recognize that you may have no choice. There are a whole bunch of people who make a living on speed. Management Consultants, for instance: “Come up with yet another framework, go out, sell the framework, Woops, that one’s obsolete, let’s get another framework.” Because there is no other way!
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Unfortunately Knowledge is OftenVery Difficult to Appropriate
• Legal mechanisms can be costly to create, and then even more costly to enforce: and sometimes they require public disclosure
• Secrecy is hard to maintain
• Even tacit knowledge often gets diffused
• Knowledge is often difficult to “chunk” – Value is created by a collection of advances – Many benefits are delayed – Many benefits are diffuse
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Complementary Assets: Definition
• Those assets that allow a firm to make money, even if the innovation is not unique:
• The answer to the question: – If our innovations were instantly available to ourcompetitors, would we still make money? Why?
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What kinds of ComplementaryAssets provide Advantage?
• Things you can do – Manufacturing capabilities
– Sales and service expertise • Competencies
• Things you own – Brand name
– Distribution channels
– Customer relationships • Resources
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In successful firms, competenciescreate resources, and vice versa:
Competencies Resources
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In the best case, complementaryassets should be tightly held
• Complementary assets that are tightly held are not easily available to entrants or to most competitors
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Complementary Assets andIncumbent Survival in the
Typesetter Industry
• Waves of innovation –1440: manual, Gutenberg – 1886: ‘hot metal’ linotype machine,Mergenthaler
–1949: analog phototypesetting –1965: digital CRT phototypesetting –1976: laser imagesetting
• One firm, Mergenthaler Linotype, survived as industry leader
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Mergenthaler’s success • 1895: recognized need for new font development
• 1902: library of over 100 fonts
• 1913: 1000 typefaces
• 1923: 2000 typefaces
• Would take 20 years for an entrant to duplicate (with computers, it took Compugraphic a decade and $23 million to generate 1000 fonts)
• Key fonts trademarked: “Helvetica”
• Did not suffer commercial consequences as a result of their inferior technological positions. – Suffered only when both competence was destroyed and the
value of specialized complementary assets was diminished.
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Effect on SpecializedComplementary Assets
DevalueSpecialized Sales & Service Extensive SpecializedGeneration Manufacturing Network Proprietary ComplementaryCapability Font Library Assets?
Hot Metal
Analog Phototypesetter
Digital CRT phototypesetter
Laser imagesetter
High value
Much lower value than prior generation
Same value as prior generation
Same value as prior generation
High value
Much lower value than prior generation
Same value as prior generation
Same value as prior generation
High value N/A
Same value as prior Yesgeneration
Same value as prior generation No
Same value as prior Nogeneration
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How can we assess whether we controlspecialized complementary assets?
• Suppose that innovation had beendeveloped by an “external” start‐upteam– Would the start‐up consider you the idealpartner?
– Are there any capabilities for which it isnecessaryto approach a partner? A potentialcompetitor??
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Who makes money when:
Complementary assets are: Freely Tightly
available held
Uniqueness is:
Easy to maintain
Hard tomaintain
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Who makes money when?
Complementary assets are: Freely Tightly
available held
Uniqueness is:
Easy to maintain
Hard tomaintain
The Inventor’s Dream
No One! The Asset Owner
It Depends!
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Exercise
Position: Complementary assets are: Frozen foods
Freely TightlyPublishing available heldCameras Music Distribution
Easy to maintain
Uniqueness is:
Hard to maintain
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Uniqueness & ComplementaryAssets over the Life Cycle:
Maturity
Takeoff
Ferment
ComplementaryUniqueness Assets
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Managing disruptions meansmanaging complementary assets:
Maturity
Performance
Disruption Takeoff Which of my complementary
Assets are useful?
Ferment
Time
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Entrants
Substitutes
Suppliers BuyersRivals
Porter’s “5 Forces”:Thinking about the balance of
power
Entrants
Substitutes
Rivals
Political, regulatory and“Complementors” institutional context
Suppliers Buyers
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Entrants
Substitutes
Suppliers BuyersRivals
C. Assets/Uniqueness speak toRivalry and the Threat of Entry.
Entrants
Substitutes
Suppliers BuyersRivals
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Porter’s Five Forces
• A tool for thinking about the distribution of power in the value chain
• Appropriability and Complementary assets speak to Entry and Rivalry
• But 100% appropriability, or complete control of complementary assets will not necessarily allow you to extract full value from an innovation if: – Substitutes are easily available – You must negotiate with “powerful others” in the value chain
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Entrants
Substitutes
Suppliers BuyersRivals
Porter reminds us to think aboutthe structure of the value chain:
Entrants
Substitutes
Suppliers BuyersRivals
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Suppliers Buyers
Powerful suppliers and buyers mayconstrain profitability
Suppliers Buyers
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Suppliers Buyers
Substitutes
So may increasingly viablesubstitutes
Suppliers Buyers
Substitutes
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Making money from Innovation:Summary
• Creating value is not enough:
• It is important to capture value as well
• Value can be captured through a variety of mechanisms, including uniqueness and complementary assets
• Value capture strategies change over the life cycle
• Technology strategy and business strategy should thus be intimately linked
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Looking Forward:
• Ember & the Dynamics of Standards‐based competition – Should they integrate into Chip Manufacturing? Why or why not?