ch. 6 technology-based industries and the management of innovation allen hicks anthony brown...
TRANSCRIPT
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CH. 6 TECHNOLOGY-BASED INDUSTRIES AND THE MANAGEMENT OF INNOVATION
ALLEN HICKS
ANTHONY BROWN
CHRISTIAN GRANDORF
BRADEN WALKER
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LEARNING OBJECTIVES• Analyze how technology affects industry structure and
competition
• Identify the factors that determine the returns to innovation and evaluate the potential for an innovation to establish competitive advantage
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EBOOK READERS
• The initial introduction of eBook readers
• The competition heats up
• The arrival of the iPad
• The impact of e-readers on related industries
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LEARNING OBJECTIVES• Formulate strategies for exploiting innovation and managing
technology, focusing in particular on:
• The relative advantages of being a leader or a follower in innovation
• Identifying and evaluating strategic options for exploiting innovation
• How to win standard battles
• How to manage risk
• Design the organizational conditions needed to implement such strategies successfully
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COMPETITIVE ADVANTAGE
• The principal link between technology and competitive advantage is innovation.
• It is the quest for competitive advantage that leads firms to invest in innovation.
• Innovation is why new industries emerge
• Innovation is why some firms dominate their industries.
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INNOVATION• Definition: is the creation of new products and processes
through the development of new knowledge or from new combinations of existing knowledge.
• Innovation is the initial commercialization of invention by producing and marketing a new good or service or by using a new method of production.
• An innovation may be the result of a single invention.
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INNOVATION• Not all inventions progress into innovation.
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THE PROFITABILITY OF INNOVATION
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THE PROFITABILITY OF INNOVATION
• The profitability of an innovation to the inventor depends on the value created by the innovation and the share of that value that the innovator is able to appropriate.
• The regime of appropriability is used to describe the conditions that influence the distribution of returns to innovation.
• Strong regime = large share of value for innovator
• Weak regime = large share of value for other parties
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FOUR FACTORS
•Property rights
•Tacitness and Complexity of the Technology
•Lead-time
•Complementary resources
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PROPERTY RIGHTS IN INNOVATION
• Intellectual property:
• Patents
• Copyrights
• Trademarks
• Trade secrets
• The effectiveness of intellectual property law depends on the type of innovation being protected.
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TACITNESS AND COMPLEXITY OF THE TECHNOLOGY
• The extent to which an innovation can be imitated by a competitor depends on the ease of which the technology can be comprehended and replicated.
• We need to know the extent of which the technical knowledge is codifiable.
• Ex: Coca-Cola’s recipe is codifiable and in the absence of trade secret protection can be easily copied.
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LEAD-TIME• Property rights and Tacitness and complexity don’t last
forever, but they give the innovator one thing, time.
• Lead-time is the time it will take for competitors to catch up.
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COMPLEMENTARY RESOURCES
• The resources and capabilities needed to finance, produce, and market the innovation.
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INNOVATION• Advantage: Relieves the company of the need to develop the full
range of complementary resources and capabilities needed for commercialization and allow the innovation to be commercialized quickly
• Disadvantage: the success of the innovation in the market is totally dependent on the commitment and effectiveness of the licensees
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RESOURCES AND CAPABILITIES
• Start-up firms posses few of the complementary resources and capabilities needed to commercialize their innovations
• Large established corporations, can draw on their wealth of resources and capabilities
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ADVANTAGES OF EARLY MOVERS
• The extent to which innovation can be protected by property rights or lead-time advantages
• The importance of complementary resources.
• The potential to establish a standard
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MANAGING RISKS• Technological uncertainty
• Market uncertainty
• Cooperating with lead users
• Limiting risk exposure
• Flexibility
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COMPETING FOR STANDARDS
• A standard is a format, an interface, or a system that allows interoperability.
• It is standards that allow us to search the Internet, ensure that our lightbulbs fit our lamps, and the speed limit are all examples.
• Standards can be public or private.
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TYPES OF STANDARDS
• Public (or open) standards are those that are available to all either free or for a nominal charge. Set by public bodies and industry associations.
• Private (or proprietary) standards are those where the technologies and designs are owned by companies or individuals.
Microsoft
Windows
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TYPES OF STANDARDS (CONT.)
• Mandatory standards are set by government and have the force of law behind them.
• De Facto standards emerge through voluntary adoption by producers and users
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NETWORK EXTERNALITIES
• A network externality exists whenever the value of a product to an individual customer depends on the number of other users of that product. The classic example is the telephone.
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NETWORK EXTERNALITIES
• Do not require everyone to use the same product or even use the same technology, but rather that the different products are compatible with one another through some form of a common interface.
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WHERE DO THEY COME FROM?
• Economizing on switching costs.
• Microsoft Office is widely used across many levels.
• Products where users are linked to a network.
• Video games, software, telephone, etc.
• Availability of complementary products and services
• Few leading software firms are writing Mac-based applications.
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WHAT DO THEY DO?
• Network externalities are intended to create positive feedback.
• Tipping is when a system has reached a certain threshold that cumulative force becomes unstoppable
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WINNING STANDARDS WARS
• Before you go to war, assemble allies.
• Support of consumers, suppliers, even competitors.
• Pre-empt the market
• Enter early, fast cycle product development, key customers, adopt penetration pricing.
• Manage expectations
• Convince customer, suppliers, and the producers of complementary goods that you will emerge as the victor.
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KEY RESOURCES
• Control over installed base of customers
• Owning intellectual property rights
• The ability to innovate
• First mover advantage
• Strength in complements
• Reputation and brand name
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CREATING THE CONDITIONS FOR INNOVATION
• Innovation requires resources
• People
• Facilities
• Information
• Time
• Managing creativity requires a unique environment
http://www.youtube.com/watch?v=86GBn_pbVj8
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FROM INVENTION TO INNOVATION
• Balancing creativity and commercial direction
• Creativity must be directed and harnessed
• There is often friction between innovators and those responsible for managing the company
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ORGANIZATIONAL APPROACHES
• Cross functional development teams
• Product champions
• Buying innovation
• Open innovation
• Corporate incubators
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SUMMARY
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SUMMARY