Академический Документы
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Development Council,
CAC
CONTENTS
1. IT and competitive advantage
2. Competing with Platform-mediated Networks
3. Disruptive Innovations and Transformational Business Models
4. Business Processes and Enterprise Systems
5. Social Networks and Enterprise 2.0
6. Competing with Open Innovation Networks
7. Competing on Business Analytics
8. Making the business case for IT investments
9. Governance of the extended enterprise
TypesofITinvestments:
Transactional investments are used primarily to
cut costs or increase throughput for the same cost
(for example, think of a brokerage firms trade
processing system)
Informational investments provide information
for purposes such as accounting, reporting,
compliance, communication or analysis.
Strategic investments are used to gain
competitive advantage by supporting entry into
new markets or by helping to develop new
products, services or business processes (ATMs
were a successful strategic IT initiative for the first
banks that introduced them but they became
transactional over time).
Infrastructure investments are the shared IT
services used by multiple applications (such as,
servers, networks, laptops, customer databases
SevenWaystoExtractMoreBusinessValueFromYourITPortfolio
1. Identify the current and previous years IT portfolios
2. Understand IT asset class performance and benchmarks for your business.
3. Understand and track your organizations IT savvy
4. Balance the portfolio for alignment and risk-return profile and ensure that the process is transparent
5. Re-weight portfolios annually and whenever major changes occur
6. Incorporate the IT portfolio approach into the IT governance framework.
7. Learn from post-implementation reviews and formal training
The two-sided networks differ from other offerings in a fundamental way. In the traditional value chain,
value moves from left to right: To the left of the company is cost; to the right is revenue. In two-sided
networks, cost and revenue are both to the left and the right, because the platform has a distinct group of
users on each side. The platform incurs costs in serving both groups and can collect revenue from each,
although one side is often subsidized, as well see
Effects in a Platform:
A same-side effect, in which increasing the number of users on one side of the network makes it either
more or less valuable to users on the same side;
A cross-side effect, in which increasing the number of users on one side of the network makes it either
more or less valuable to the users on the other side.
Cross-side network effects are typically positive, but they can be negative (TV viewers preferring fewer ads).
Same-side network effects are often negative (sellers preferring fewer rivals in a B2B exchange), but they
may be positive (Microsoft Xbox owners valuing the fact that they can play games with friends).
ManagingPlatforms:TheIdeainBrief
Eisenmann, Parker, and Van Alstyne contend, managing platforms is tricky:
Strategies that make traditional offerings successful wont work in these two-sided markets. To capture the
advantages that platforms promise, you must address three strategic challenges
(1) GET PRICING RIGHT (2) COPE WITH WINNER-TAKE-ALL COMPETITION (3) AVOID ENVELOPMENT
CHALLENGE1:GETPRICINGRIGHT
To make the right decisions about pricing, executives of platform providers need to look closely at the
following factors:
Ability to capture cross-side network effects
Your giveaway will be wasted if your networks subsidy side can transact with a rival platform providers
money side.
User sensitivity to price
Generally, it makes sense to subsidize the networks more price sensitive side and to charge the side that
increases its demand more strongly in response to the other sides growth
User sensitivity to quality
High sensitivity to quality also marks the side you should subsidize. This pricing prescription can be
counterintuitive: Rather than charge the side that strongly demands quality, you charge the side that must
supply quality
Output costs
Pricing decisions are more straightforward when each new subsidy-side user costs the platform provider
essentially nothing. However, when a giveaway product has appreciable unit costs, as with tangible goods,
platform providers must be more careful. If a strong WTP does not materialize on the money side, a
giveaway strategy with high variable costs can quickly rack up large losses
Same-side network effects
Surprisingly, sometimes it makes sense to deliberately exclude some users from the network
Users brand value
All users of two-sided networks are not created equal. The participation of marquee users can be
especially important for attracting participants to the other side of the network. Marquee users may be
exceptionally big buyers, like the U.S. government or a high profile supplier.
CHALLENGE2:COPEWITHWINNER-TAKE-ALLCOMPETITION
Coping with platform competition is a two step process. First, executives must determine whether their
networked market is destined to be served by a single platform. When this is the case, the second step
deciding whether to fight or share the platformis a bet-the company decision
First Step: The market is likely to be served by a single platform when the following three conditions apply:
Multi-homing costs are high for at least one user side.
Network effects are positive and strongat least for the users on the side of the network with high
multi-homing costs
Neither sides users have a strong preference for special features
1. Sue!: Firms facing envelopment are wise to consider legal remedies, because antitrust law for twosided networks is still in dispute. Antitrust law was conceived to constrain the behavior of traditional
manufacturing firms and does not fully reflect the economic imperatives of platform-mediated
networks
Test #3: Will the innovation help customers do more easily and effectively what they are already trying to
do? One essential fact: At a fundamental level, the things that people want to accomplish in their lives don't
change quickly. Because of this stability, if an idea for a new growth business is predicated on customers
wanting to do something that hadnt been a priority in the past, it stands little chance of success.
DISRUPTING THE PREVAILING BUSINESS MODEL FROM THE LOW END
Test #1: Are prevailing products more than good enough?
If available products aren't yet good enough, a disruptive innovation whose performance is even lower will
not gain any traction in the market. Mobile telephone networks probably fall into the category of "not yet
good enough" to be disrupted with this strategy. (Online Commodity Exchange is an example)
Test #2: Can you create a different business model?
If the low end of a market is over served and thus open to disruption, the second test requires managers to
craft a new business model; the business must be able to earn attractive returns at prices that can steal
business at the low end (Retailing)
CORECAPABILITIES:
Three classes of factors that affect what a company like Xerox can do with the printer opportunity - its
resources, processes and values - need to be managed carefully.
The meaning of the first two terms is straightforward. In this context, we use the term "values" to mean the
criteria that people employ when making both big and small decisions -- when giving priority to one set of
activities over another.
Managers need to determine which resources, processes and values to leverage to help the new business
succeed.
Resources:
In addition to the technology, the key resources for Xerox's printer business would be management talent
and cash
To choose the right managers to lead a new venture, it's useful to construct a three-column chart. In the
left column, list the challenges that the managers will confront as they build the new venture. In the middle
column, list the experiences the managers should already have had, to be certain they have the perspective
to succeed. In the right column, list the backgrounds of candidates.
The other important resource, cash, must be managed in a way that avoids two common misconceptions.
The first is that access to deep corporate pockets is an advantage to a new growth business. It is not
The second misconception is that the corporation needs to be patient - that it should be prepared to accept
large losses for sustained periods in order to reap the huge upside that eventually comes from disruptive
innovation.
Centralize data, optimize processes, and link with other applications/ systems
Big bang (All modules simultaneously across the enterprise)
Franchising (Independent implementations across business units, Common processes linked)
Pilot implementation (can be done with either big bang or franchising)
Viral communication
Global, democratic and open communities
Enhance efficiency and creativity by co-opting users: create, edit, modify content
Harnessing the power of collaboration: Crowd sourcing for collective decision making
Prediction Markets
Enterprise 2.0
Harnessing the power of collaboration: Co-opting customers in commerce
Recommendation systems
PredictionMarkets:
What are they?
Small scale electronic markets, frequently open to any employee, that tie payoffs to measurable
future events
Aggregate judgments of a heterogeneous group of people
Prices can be interpreted as market aggregated forecasts
Collective wisdom of the crowd is better than that of the smartest individuals
Potential Problems:
Biased Opinions
Market Manipulation
RecommendationSystems
What are Recommendation Systems?
System that matches patterns in the preferences and purchasing behavior of a buyer to those of other
buyers
Item-to-item filtering
User-to-user filtering
Value of a recommendation system:
Closed Model
Open Model
Summary:ClosedInnovation
Advantages: Control over the direction of innovation; receive solutions from the best experts in a selected
knowledge domain
Challenges: Choosing the right direction; identifying the right knowledge domain and the right parties
Enablers: Capability to understand user needs; Capability to find unspotted talent in relevant networks;
Capability to develop privileged relationships with the best parties
Summary:OpenInnovation
Advantage: Large number of solutions, broader range of interesting ideas
Challenges: Attracting several ideas from a variety of domains and screening them
Enablers: Capability to test and screen solutions at low cost; information platforms that allow parties to
contribute easily; small or modular problems
COMPETING ON BUSINESS ANALYTICS
Business Analytics: Process Model
Examples:
Data mining:
The Concept
New buzzword, old idea.
Inferring new information from already collected data.
Traditionally job of Data Analysts
Computers have changed this.
Far more efficient to comb through data using a machine than eyeballing statistical data.
Data Mining Techniques
Classification
Prediction
Clustering
Affinity Analysis (Think of Amazons Recommendation Engine Association Rul s)
Howtouseyourdatabasetosecure customersloyalty?ConsiderHarrahsEntertainmentsapproach as an
example:
1. Acquire a rich repository of customer information.
Total Gold customers inserted cards into slot machines and earned rewards for playing while Harrahs
gathered information about them.
TheFinancialCaseforITInvestments:
The Net Present Value (NPV) method doesnt cut it for large, complex projects
Now or never - does not consider additional choices to structure the investment favorably
Risk/uncertainty associated with large IT investments
Does not consider options which are rights to take some actions in the future based upon
contingencies
Active NPV = Passive NPV + Value of managerial flexibility
Real Options Analysis
Firm has the right but not the obligation to acquire IT assets
Types of IT Options:
Defer: Waiting may reveal the truth
Stage: Divide and conquer
Explore (Pilot/Prototype): Gather information, demonstrate feasibility
Alter scale (scale up/scale down): Design for scalability
Abandon: Its a dead horse!
Strategic growth: Immediate benefits may be small, but may enable additional options
Key Points:
Waiting is not valuable if there is no learning in the meantime and if NPV is already positive!
In the presence of real options, NPV > 0 is no longer a sufficient decision criterion for value
maximization!
A revised decision rule compares the NPV of exercising now versus the value of holding the project
as an option!
Task complexity
o Are task activities and their performance expectations clearly specifiable?
o Do task requirements frequently change to respond to changing business requirements?
Task Interdependence
o Does task execution require coordination among various departments in the organization?
Strategic Importance
o Does task execution require transfer of strategic knowledge or IP or control over intangible
assets?
Contractual coordination
o Aligns incentives between the client and vendor
o Fixed price, time and materials, gainsharing, etc.
Relational coordination
o Aligns actions between the client and vendor
o Joint action, coordination, etc.
Difficult to codify work, monitor work and develop metrics that precisely measure the quality of
work
Costly, incomplete contracts may not capture outputs and desired behaviors
Lack of industry standards and performance benchmarks
Increased costs of relational governance
Takeaways: