Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.
The Content Trap:
A Strategist’s Guide to Digital Change
Bharat Anand
Harvard Business School
The Hive Think Tank, October...
2© 2016 Bharat N. Anand
What’s the Future?
1
3© 2016 Bharat N. Anand
Diagnosing the Problem: Newspaper Circulation
The online threat
News
Real‐time updating 
Easier t...
4© 2016 Bharat N. Anand
Diagnosing the Problem: Newspaper Circulation
Varian 2010; Newspaper Association of America
5© 2016 Bharat N. Anand
Diagnosing the Problem: Newspaper Circulation
Varian 2010; Newspaper Association of America
6© 2016 Bharat N. Anand
News versus Classifieds
The online threat for different parts of a newspaper
News Classifieds
Real...
7© 2016 Bharat N. Anand
News versus Classifieds
Buyers AdvertisersClassifieds
News
Readers Reader
Network effectsHub-and-s...
8© 2016 Bharat N. Anand
News versus Classifieds
9© 2016 Bharat N. Anand
Microsoft versus Apple
in PCs
Facebook versus
Google+
eBay
Airbnb Uber Tencent
Pokemon cards Frien...
10© 2016 Bharat N. Anand
Connected Choices are pervasive
11© 2016 Bharat N. Anand
Source: Hall and Krueger (2015)
Connected Choices are pervasive
12© 2016 Bharat N. Anand
Connected Choices are pervasive
13© 2016 Bharat N. Anand
Microsoft versus Apple
in PCs
eBay
Airbnb Tencent
Pokemon cards Trove
Connected Choices are perva...
14© 2016 Bharat N. Anand
Schibsted in classifieds
15© 2016 Bharat N. Anand
Schibsted in News
16© 2016 Bharat N. Anand
User Connections: Strategy Implications
 Industry structure Neck-and-neck Winner-take-all
 Grow...
17© 2016 Bharat N. Anand
User Connections and Network Effects: Strategy
 Industry structure Neck-and-neck Winner-take-all...
18© 2016 Bharat N. Anand
Diagnosing the Problem: CD sales and Piracy
2
19© 2016 Bharat N. Anand
Diagnosing the Problem: Music Sales across Formats
Source: RIAA.
Rebase peak
sales for each
forma...
20
© 2016 Bharat N. Anand
Concert Prices and Inflation
Source: Pollstar, Alan Krueger, BLS, CEA calculations, author calcu...
21
© 2016 Bharat N. Anand
Music industry in crisis?
(Adapted from Oberholzer-Gee and Strumpf, 2010).
22
© 2016 Bharat N. Anand
Complements: Strategy Implications
 A customer values your product more when she has the comple...
23
© 2016 Bharat N. Anand
Complements and Product Connections: Strategy
 Substitutes should be expensive, complements che...
24© 2016 Bharat N. Anand
Complements and Product Connections
Sony e-Reader versus Amazon Kindle
Complement: wireless
26
© 2016 Bharat N. Anand
Complements versus Substitutes?
 Radio and music
 MTV and music
 VCR and movies
 DVR’s and a...
27
© 2016 Bharat N. Anand
Complements versus substitutes
 Can be affected by managerial choice
Print book E-book TV produ...
28
© 2016 Bharat N. Anand
Product Connections: Strategy
 Product connections are pervasive
 A result of consumer choice ...
29© 2016 Bharat N. Anand
 Online strategy…
Strategic renewal
Schibsted
 Aggressive response
 Separate then integrate
 ...
30© 2016 Bharat N. Anand
 Online strategy…
Strategic renewal
Schibsted
 Aggressive response
 Separate then integrate
 ...
Connected Choices at The Economist
32© 2016 Bharat N. Anand
Functional Connections: Implications for Strategy
 Context matters!
– Customers, Competitors, Or...
33© 2016 Bharat N. Anand
 Proceed from strategic direction to functional initiatives rather than reverse
 A common appro...
34© 2016 Bharat N. Anand
 Prioritize what’s most important to your customer
 Strategic success comes from “saying no”
Fu...
35© 2016 Bharat N. Anand
Digital Transformation and Strategic Success
Traditional Mindset
 Offer the best quality product...
36
© 2016 Bharat N. Anand
Higher education: Digital Strategy?
 “Will the classroom be abolished, and the child of the fut...
37
© 2016 Bharat N. Anand
HBS: Digital Strategy
37
38
© 2016 Bharat N. Anand
The Content Trap
38
39
© 2016 Bharat N. Anand
HBX: Differentiation
40
© 2016 Bharat N. Anand
Social Learning
41
© 2016 Bharat N. Anand
Active Learning and Social Learning
42
© 2016 Bharat N. Anand
Peer Help
43
© 2016 Bharat N. Anand
Active Learning and Social Learning
44
© 2016 Bharat N. Anand
“Online Cold Call”
45
© 2016 Bharat N. Anand
Online Cold Call – and Learner Behavior
46
© 2016 Bharat N. Anand
Peer Help: Geographic Distribution
47
© 2016 Bharat N. Anand
Asynchronous Learning and Peer Help?
AverageHoursperStudentDuringTime
Slot
48
© 2016 Bharat N. Anand
Asynchronous Learning and Peer Help
Module
Deadline
This is called PROCRASTINATION
AverageHoursp...
49
© 2016 Bharat N. Anand
Asynchronous Learning and Peer Help?
What do the different colors represent?
50
© 2016 Bharat N. Anand
Performance: Majors versus Non-majors
51
© 2016 Bharat N. Anand
HBX and HBS: Complement versus Substitute
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
22%
24%
18 19 2...
52
© 2016 Bharat N. Anand
HBX and HBS: Complement versus Substitute
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
22%
24%
18 19 2...
53
© 2016 Bharat N. Anand
HBX
54
© 2016 Bharat N. Anand
HBX
55
© 2016 Bharat N. Anand
HBX Connext: From Online to Physical
56
© 2016 Bharat N. Anand
HBX Connext: From Online to Physical
57
© 2016 Bharat N. Anand
HBX Connext: From Online to Physical
58© 2016 Bharat N. Anand
Higher Education: Digital Strategy & Learnings
 Connections, not Content
 “Best Content, Star F...
59© 2016 Bharat N. Anand
Higher Education: Digital Strategy & Learnings
 Connections, not Content
 “Best Content, Star F...
60© 2016 Bharat N. Anand
THANK YOU
Nächste SlideShare
Wird geladen in …5
×

The Hive Think Tank: The Content Trap - Strategist's Guide to Digital Change

2.912 Aufrufe

Veröffentlicht am

In this The Hive Think Tank talk Harvard Business School Professor of Strategy Prof. Bharat Anand shares his insights on the Digital innovation trends that are shaping the way organizations will act in the future.
In this talk, Professor Anand presents the findings from his forthcoming book. To answer these questions, Anand examines a range of businesses around the world, from Chinese internet giant Tencent to Scandinavian digital trailblazer Schibsted, from The New York Times to The Economist, and from talent management to the future of education.

Veröffentlicht in: Marketing
  • Loggen Sie sich ein, um Kommentare anzuzeigen.

The Hive Think Tank: The Content Trap - Strategist's Guide to Digital Change

  1. 1. The Content Trap: A Strategist’s Guide to Digital Change Bharat Anand Harvard Business School The Hive Think Tank, October 5th ’16 @bharat_n_anand
  2. 2. 2© 2016 Bharat N. Anand What’s the Future? 1
  3. 3. 3© 2016 Bharat N. Anand Diagnosing the Problem: Newspaper Circulation The online threat News Real‐time updating  Easier to search  Greater variety  Rich media format  Anytime‐anywhere  Interactive  Lower prices 
  4. 4. 4© 2016 Bharat N. Anand Diagnosing the Problem: Newspaper Circulation Varian 2010; Newspaper Association of America
  5. 5. 5© 2016 Bharat N. Anand Diagnosing the Problem: Newspaper Circulation Varian 2010; Newspaper Association of America
  6. 6. 6© 2016 Bharat N. Anand News versus Classifieds The online threat for different parts of a newspaper News Classifieds Real‐time updating   Easier to search   Greater variety   Video format   Anytime‐anywhere   Interactive   Lower prices   Revenue declines Small Massive
  7. 7. 7© 2016 Bharat N. Anand News versus Classifieds Buyers AdvertisersClassifieds News Readers Reader Network effectsHub-and-spoke Individual decision Connected decisions
  8. 8. 8© 2016 Bharat N. Anand News versus Classifieds
  9. 9. 9© 2016 Bharat N. Anand Microsoft versus Apple in PCs Facebook versus Google+ eBay Airbnb Uber Tencent Pokemon cards Friends & family Trove Connected Choices are pervasive
  10. 10. 10© 2016 Bharat N. Anand Connected Choices are pervasive
  11. 11. 11© 2016 Bharat N. Anand Source: Hall and Krueger (2015) Connected Choices are pervasive
  12. 12. 12© 2016 Bharat N. Anand Connected Choices are pervasive
  13. 13. 13© 2016 Bharat N. Anand Microsoft versus Apple in PCs eBay Airbnb Tencent Pokemon cards Trove Connected Choices are pervasive
  14. 14. 14© 2016 Bharat N. Anand Schibsted in classifieds
  15. 15. 15© 2016 Bharat N. Anand Schibsted in News
  16. 16. 16© 2016 Bharat N. Anand User Connections: Strategy Implications  Industry structure Neck-and-neck Winner-take-all  Growth possibilities Incremental Discontinuous  Customer acquisition Internal salesforce Customers are de facto salesforce  Product quality At a premium “Network” overwhelms quality Traditional businesses “Networked” businesses
  17. 17. 17© 2016 Bharat N. Anand User Connections and Network Effects: Strategy  Industry structure Neck-and-neck Winner-take-all  Growth possibilities Incremental Discontinuous  Customer acquisition Internal salesforce Customers are de facto salesforce  Product quality At a premium “Network” overwhelms quality Traditional businesses “Networked” businesses
  18. 18. 18© 2016 Bharat N. Anand Diagnosing the Problem: CD sales and Piracy 2
  19. 19. 19© 2016 Bharat N. Anand Diagnosing the Problem: Music Sales across Formats Source: RIAA. Rebase peak sales for each format to 100
  20. 20. 20 © 2016 Bharat N. Anand Concert Prices and Inflation Source: Pollstar, Alan Krueger, BLS, CEA calculations, author calculations Growth in Concert Ticket Prices Index: 1981=100
  21. 21. 21 © 2016 Bharat N. Anand Music industry in crisis? (Adapted from Oberholzer-Gee and Strumpf, 2010).
  22. 22. 22 © 2016 Bharat N. Anand Complements: Strategy Implications  A customer values your product more when she has the complementary product than when she has your product alone – Price of complement drops -> demand for your product increases  Complements create value and profit opportunities  Examples: – Hot dogs and ketchup – Cars and roads – Tires and restaurant guides – Hardware and software – “Piracy” and Silicon Valley – Theaters and ?
  23. 23. 23 © 2016 Bharat N. Anand Complements and Product Connections: Strategy  Substitutes should be expensive, complements cheap – The battle between digital giants  Substitutes should be restricted, complements ubiquitous  Core competence versus complements – Narrow versus broad definition of business
  24. 24. 24© 2016 Bharat N. Anand Complements and Product Connections
  25. 25. Sony e-Reader versus Amazon Kindle Complement: wireless
  26. 26. 26 © 2016 Bharat N. Anand Complements versus Substitutes?  Radio and music  MTV and music  VCR and movies  DVR’s and advertising  Digital streaming and prime-time viewership  Free online courses and classroom enrollment
  27. 27. 27 © 2016 Bharat N. Anand Complements versus substitutes  Can be affected by managerial choice Print book E-book TV product Digital product
  28. 28. 28 © 2016 Bharat N. Anand Product Connections: Strategy  Product connections are pervasive  A result of consumer choice as much as technology  Requires deep understanding of user experience  Large opportunities to create and leverage positive connections
  29. 29. 29© 2016 Bharat N. Anand  Online strategy… Strategic renewal Schibsted  Aggressive response  Separate then integrate  Hire outsiders  Create new model for online  Frequent updating  Expand revenue streams (for eg., dating)  Low fraction of borrowed content  Aggregate content  Many links to others  Free 3
  30. 30. 30© 2016 Bharat N. Anand  Online strategy… Strategic renewal Schibsted  Aggressive response  Separate then integrate  Hire outsiders  Create new model for online  Frequent updating  Expand revenue streams (for eg., dating)  Low fraction of borrowed content  Aggregate content  Many links to others  Free Economist  Slow response  Integrate  Staff with insiders  Replicate print approach online  Infrequent updating  Similar revenue streams  High fraction of borrowed content  Produce most content internally  Few links to others  Paid
  31. 31. Connected Choices at The Economist
  32. 32. 32© 2016 Bharat N. Anand Functional Connections: Implications for Strategy  Context matters! – Customers, Competitors, Organization, History, Geography  Implications – Beware of best practice and indiscriminate benchmarking – Strategic choices have tradeoffs  And need alignment
  33. 33. 33© 2016 Bharat N. Anand  Proceed from strategic direction to functional initiatives rather than reverse  A common approach: – “Discuss initiatives  Free model  New products & services for print  Stronger marketing in local areas  Re-price Sunday paper  Bundling analysis  Rationalize newsrooms  More features in sports pages – Assign initiative leaders for implementation” – Result: incremental, misaligned, undifferentiated Functional Connections: The Initiatives Trap
  34. 34. 34© 2016 Bharat N. Anand  Prioritize what’s most important to your customer  Strategic success comes from “saying no” Functional Connections: Prioritization
  35. 35. 35© 2016 Bharat N. Anand Digital Transformation and Strategic Success Traditional Mindset  Offer the best quality product  Narrow product focus, core competence  Best practices and benchmarking Digital success  Networks and user connections  Complements and product connections  Recognize functional connections Not Content and Product But Customers and Connections
  36. 36. 36 © 2016 Bharat N. Anand Higher education: Digital Strategy?  “Will the classroom be abolished, and the child of the future be stuffed with facts as he sits at home? –Bruce Bliven, The New Republic, 1924 Integration of online, hybrid, and collaborative learning… Data-driven, personalized learning… Intelligent tutoring systems… Students as creators, not consumers… Foundation Series
  37. 37. 37 © 2016 Bharat N. Anand HBS: Digital Strategy 37
  38. 38. 38 © 2016 Bharat N. Anand The Content Trap 38
  39. 39. 39 © 2016 Bharat N. Anand HBX: Differentiation
  40. 40. 40 © 2016 Bharat N. Anand Social Learning
  41. 41. 41 © 2016 Bharat N. Anand Active Learning and Social Learning
  42. 42. 42 © 2016 Bharat N. Anand Peer Help
  43. 43. 43 © 2016 Bharat N. Anand Active Learning and Social Learning
  44. 44. 44 © 2016 Bharat N. Anand “Online Cold Call”
  45. 45. 45 © 2016 Bharat N. Anand Online Cold Call – and Learner Behavior
  46. 46. 46 © 2016 Bharat N. Anand Peer Help: Geographic Distribution
  47. 47. 47 © 2016 Bharat N. Anand Asynchronous Learning and Peer Help? AverageHoursperStudentDuringTime Slot
  48. 48. 48 © 2016 Bharat N. Anand Asynchronous Learning and Peer Help Module Deadline This is called PROCRASTINATION AverageHoursperStudentDuringTime Slot
  49. 49. 49 © 2016 Bharat N. Anand Asynchronous Learning and Peer Help? What do the different colors represent?
  50. 50. 50 © 2016 Bharat N. Anand Performance: Majors versus Non-majors
  51. 51. 51 © 2016 Bharat N. Anand HBX and HBS: Complement versus Substitute 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 22% 24% 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 >50 Percentoflearners Age (years) June 2014 cohort HBS MBA
  52. 52. 52 © 2016 Bharat N. Anand HBX and HBS: Complement versus Substitute 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% 22% 24% 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 >50 Percentoflearners Age (years) HBS MBA All HBX Cohorts
  53. 53. 53 © 2016 Bharat N. Anand HBX
  54. 54. 54 © 2016 Bharat N. Anand HBX
  55. 55. 55 © 2016 Bharat N. Anand HBX Connext: From Online to Physical
  56. 56. 56 © 2016 Bharat N. Anand HBX Connext: From Online to Physical
  57. 57. 57 © 2016 Bharat N. Anand HBX Connext: From Online to Physical
  58. 58. 58© 2016 Bharat N. Anand Higher Education: Digital Strategy & Learnings  Connections, not Content  “Best Content, Star Faculty” versus Peer Learning – User Connections  “Is Online Better or Worse” versus Complementarities – Product Connections  “Create MOOCs – Now” versus Differentiation – Functional Connections
  59. 59. 59© 2016 Bharat N. Anand Higher Education: Digital Strategy & Learnings  Connections, not Content  “Best Content, Star Faculty” versus Peer Learning – User Connections  “Is Online Better or Worse” versus Complementarities – Product Connections  “Create MOOCs – Now” versus Differentiation – Functional Connections CREATE TO CONNECT EXPAND TO PRESERVE DARE TO NOT MIMIC
  60. 60. 60© 2016 Bharat N. Anand THANK YOU

×