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17P062 - Learning Diary - 2 PDF
17P062 - Learning Diary - 2 PDF
Each of these forces is governed by many other factors which contributes in deciding the
attractiveness of the industry.
1) Threat of new Entry: This force is governed by the following factors:
a. Supply-side economies of scale
b. Demand-side benefits of scale
c. Customer switching costs
d. Capital requirements
e. Incumbency advantages independent of size
f. Unequal access to distribution channels
g. Restrictive government policy
Differentiation Advantage: The firms that strive to create superior products or services use
differentiation advantage approach
Step 1. Identify the customers’ value-creating activities.
Step 2. Evaluate the differentiation strategies for improving customer value.
Step 3. Identify the best sustainable differentiation.
VRIO Analysis
VRIO analysis stands for four questions that ask if a resource is: valuable? rare? costly to
imitate? And is a firm organized to capture the value of the resources? A resource or capability
that meets all four requirements can bring sustained competitive advantage for the company.
We then discussed a paper on Strategies for Two sided markets. In traditional markets value
chain, the value moves from left to right, to the left of the company is Cost and to the right is the
revenue. But in case of two sided markets the cost and revenues are on both the sides.
In two-sided market strategies we studied the network effects and how they are important in
achieving the scales. We also discussed the various challenges we face while devising the strategy
for two sided markets.
These challenges are
1. Pricing the platform
2. Winner takes all dynamics and
3. The threat of envelopment.
In two sided markets there is a money side and a subsidy side. If we provide subsidy to one of
the sides and increase their presence on the platform then due to positive cross side network
effect the money side numbers increase which then can be monetized. Hence it is important to
determine which side to subsidize and which side to monetize.
In the last class we discussed Porter’s 6th force which is the Complementors
Complementors are companies or entities that sell or offer goods or services that are compatible
with, or complementary to, the goods or services produced and sold in a given industry. The
presence of the sixth force of Porter, complementors, can benefit or hurt the firms competing in
an industry, depending on the circumstances. If business is booming for the complementors, then
this could positively affect the business of the firms in the given industry. On the other hand,
if business is slow for the complementors, this could adversely affect the business of the firms in
the given industry. So, complementors and complementary goods do not necessarily increase or
decrease the competitiveness of an industry, they merely add another layer to the structural
complexity of the competitive environment.
Eg: tourism and the airline industry, PC and the Operating System industry.
We also discussed about the Blue Ocean Strategy and the Red Ocean Strategy. The major
differences between the 2 are summarized as follows:
We also studied the Value Curve Analysis.
Eliminate: What factors should be eliminated that industry takes for guaranteed
Create: What factors should be created that industry has never offered
Reduce
New
Eliminate Value Create
Curve
Raise