Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules

Overview

Game-Changing Strategies

Companies that develop new radical business models inestablished industries—and in the process, break the rules ofthe game in those industries—can enlarge the market and createenormous value for themselves. Just consider companies such asAmazon, Starbucks, IKEA, and Dell.

While everybody agrees with this idea, few seem to appreciatethat the majority of new business-model innovations are introducedby newcomers in an ...

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Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules

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Overview

Game-Changing Strategies

Companies that develop new radical business models inestablished industries—and in the process, break the rules ofthe game in those industries—can enlarge the market and createenormous value for themselves. Just consider companies such asAmazon, Starbucks, IKEA, and Dell.

While everybody agrees with this idea, few seem to appreciatethat the majority of new business-model innovations are introducedby newcomers in an industry. Established firms appreciate the needto break the rules as much as start-up firms. They also possessmany more resources, skills, and technologies to do so effectively.Yet they continue to allow new firms to take the initiative when itcomes to business-model innovation. The question is why?

Game-Changing Strategies explains the reasons behind this puzzleand presents practical ideas on how established firms can not onlydiscover radical new business models but also grow them next totheir existing business models. The challenge for established firmsis not the discovery of a new business model—the realchallenge is how to make two business models coexist. This bookoffers advice on how established firms can implement structures andprocesses that make the new business model less conflicting andmore palatable to the existing business.

The book also examines the incentives that drive establishedfirms to pioneer new radical business models in their industriesand describes how they can do it. In addition, it explores thechallenge of responding to the invasion of a new business model andexamines the various response options available to establishedcompanies. Game-Changing Strategies cautions that even thoughbusiness-model innovation is difficult for established firms, theystill must approach it in a proactive manner.

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Product Details

  • ISBN-13: 9780470276877
  • Publisher: Wiley
  • Publication date: 5/23/2008
  • Series: J-B US non-Franchise Leadership Series , #179
  • Edition number: 1
  • Pages: 256
  • Sales rank: 795,081
  • Product dimensions: 6.20 (w) x 9.00 (h) x 1.00 (d)

Meet the Author

Constantinos Markides is professor of Strategic and International Management and holds the Robert P. Bauman Chair of Strategic Leadership at the London Business School. He is also the chairman of the Strategic and International Management (SIM) Department at LBS. He is the author or coauthor of six other books including All the Right Moves, Strategic Thinking for the Next Economy, The Future of the Multinational Company, and Fast Second.

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Table of Contents

Introduction.

1. The Innovation Is in the Business Model~MS.

2. Discovering New Business Models~MS.

3. Creativity Is Not Enough: From Discovering to ImplementingNew Business Models~MS.

4. Using Dual Business Models to Compete: Is a Separate UnitNecessary~MS?

5. Separation Is Not Enough: How to AchieveAmbidexterity~MS.

6. Responding to Business-Model Innovation~MS.

7. When Would Established Firms Discover New BusinessModels~MS?

8. Rethinking Innovation in the Big Firm~MS.

Appendix A: Examples of a Few Less Well-Known Business ModelInnovators~MS.

Appendix B: How to Enhance Corporate Creativity~MS.

Appendix C: How to Measure Relatedness Between TwoMarkets~MS.

Notes.

References.

Acknowledgements.

The Author.

Index.

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