Protect against imitation - Revision history

Dirkjan at 20:02, 27 August 2020

2020-08-27T20:02:01Z

Dirkjan: Replaced content with "Protect against imitation Category:mbi Category:Term"

2020-08-27T19:20:48Z

Replaced content with "Protect against imitation Category:mbi Category:Term"

Dirkjan: Created page with "Mechanisms to protect against imitation are: {| class="wikitable" !'''Imitator''' !'''Incumbent''' |- !Requirements for successful imitation !Barriers against successful imita..."

2020-08-25T08:06:05Z

Created page with "Mechanisms to protect against imitation are: {| class="wikitable" !'''Imitator''' !'''Incumbent''' |- !Requirements for successful imitation !Barriers against successful imita..."

New page

Mechanisms to protect against imitation are:
{| class="wikitable"
!'''Imitator'''
!'''Incumbent'''
|-
!Requirements for successful imitation
!Barriers against successful imitation
|-
|1) Must be able to identify competitive superiority
|* Withhold information about profitability * Forgo short-term profits for long-term success
|-
|2) Must be willing to imitate
|* Deterrence (afschrikking, koude oorlog): signal promise to retaliation * Make commitments to make threat credible * Pre-emption: exploit all available investments opportunities/secure access to resources
|-
|3) Must be able to understand sources of competitive advantage
|* Tacit knowledge: rely on skills, processes or culture/resources that are implicit * Causal ambiguity: rely on complex multidimensional mix of sources
|-
|4) Must be able to build / acquire necessary resources
|* Base differentiation on resoureces that are rare/immobile/contracted * Exploit time tags
|-
|}Companies can find themselves in
# Sustaining circumstances
## Incremental innovations
## Higher margins by selling better products to the most demanding customers
# Disruptive circumstances
## In contrast to sustaining innovations, disruptive innovations are not focused on bringing better products to existing high end customers
## Instead, they usually tend to be significantly worse in the original performance dimensions
## But they excel in other benefits such as simplicity, convenience and most importantly, a lower price
<html>
<img src="/static/files/MBI/Module%208/disruptiveinnovations.PNG" width=500>
</html>

Part of: [[M8-S2 - Reading - Strategies for E-Business - Chapter 6 - Sustaining Competitive Advantage|M8-S2 - Reading - Strategies for E-Business - Chapter 6 - Sustaining Competitive Advantage]]
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