“Competitive battles” Christensen Munir Mandviwalla Fox School of Business Temple University.

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“Competitive battles” Christensen Munir Mandviwalla Fox School of Business Temple University

Transcript of “Competitive battles” Christensen Munir Mandviwalla Fox School of Business Temple University.

Page 1: “Competitive battles” Christensen Munir Mandviwalla Fox School of Business Temple University.

“Competitive battles”Christensen

Munir MandviwallaFox School of Business

Temple University

Page 2: “Competitive battles” Christensen Munir Mandviwalla Fox School of Business Temple University.
Page 3: “Competitive battles” Christensen Munir Mandviwalla Fox School of Business Temple University.

Companies

Consumers

Signals of change

Competitive battles

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Non-consumers / Not consuming

• Change• Simple• Increase access• Increase ability• Reduce financial barrier• Reduce skill barrier• Easily• Effectively

• Signals• Growth rate• Specific segments

(college students!)• Product or service

delivery chain• RELATIVE low price

• How• Convenience• Customization• Lower price

• Leads to: New market disruptive innovation

Undershot

• Change• Incremental• More radical

• Signals• Consumer frustration• Negative reviews• Willingness to pay higher

prices• Prosperity of niche

integrators• Specialists struggle

• How – existing customers• Performance - Reliability• Performance -

Functionality• Integration - need it for

radical• Compatibility• Interoperability• Legacy

• Leads to: Sustaining up-market (radical or incremental innovation)

Overshot

• Change• Basis for competition• Make the product “less

good”• Commoditize

• Signals• Decreasing prices over

time (refusal to pay for more)

• Features not used• Complaints about

‘complicated’• How• Value chain• Convenience• Customization• Low prices

• Ease of use (flexible and convenience, customizability, price)

• Leads to• Low-end disruptions (convenience/price)

• Specialists displace integrated players (need modularity)

• Standards based competition

Signals of change

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Source: Christensen, C., Anthony, S., and Roth, E. “Seeing What’s Next: Using the Theories of Innovation to Predict Industry Change.” Harvard Business School Press, 2006, p.2.

Law of gravity (profit)Move up-market

Serve more profitable customers who are willing to

pay higher

Low - cost

Differentiation

The cycle continues

Incumbents

New firms

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Resources (do they have or can they

get)

Processes(are they any

good)

Values (Can they seize the

opportunity)

How do you analyze the above?

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1. Entrants enter behind a shield of asymmetric motivation; early incumbent response leads to cramming

2. Entrants grow and improve; incumbents chose flight

3. Entrants utilize the sword of asymmetric skills

The sword and the shield

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