3. Deadly coopetition
• Hypercompetition (cost + differentiation)
• Blue ocean is hard to find
• Competitive advantages can rarely be sustained
• H index are decreasing
• The case of Mobile in France (64M active sim cards in
2012)
6. Three Schools
A B
Products
Key C
success
factors
Activities
Core
Competence
7. How strategy is changing?
• Business models
• Big data analytics
• Sustainability
• Gamification
• Managerial implications
8. The classical strategic model
Threat of
new Primary Support
entrants
activities activities
Inbound Firm
logistics infrastructure
Bargaining Competitive Bargaining
power of rivalry within power of Operations
suppliers the industry Buyers Human
resource
management
Outbound
logistics
Reserach and
Marketing and Development
sales
Threat of
Substitutes Procurement
Service
Margin
The case of Amazon
9. What is a business model?
• Describes how an organization creates,
delivers and captures value
(Chesborough & Rosenbloom, 2002)
Technical Economic
inputs outputs
10. Value proposition
Product or service
Target segments Revenue model
offering
Value chain Cost model Organization
Operating model
11. Business Models
• The case of Amazon
– R-D and The Kindle
– Building warehouse in NJ and will start collect sales tax
• The case of Technicolor
– Commoditization of its historic core business (electronic
appliances)
– Refocus on image technologies
– Difficulties to adjust the organization to a shrinking sales base
13. The age of big data
• Storage and data have grown
exponentially
• Kryder’s law
• Open data trend in both the public and
private sphere
• How to make sense of this for insights and
profits?
14. The new data ecosystem
Individuals
•Data type
•Crowdsourced information, data exhaust
Faster Outbreak, Tracking
•Sharing incentives and response
•Pricing offers, Improved services
•Requirements
•Privacy standards, Opt out ability
Public sector Improved understanding of
crisis behavior change
•Data type
•Census data, health indicators, tax and expenditure
information, facility data
•Sharing incentives
•Improved service provision, increased efficiency in
expenditures
•Requirements
•Privacy standards, Opt out ability Accurate mapping of service
needs
Private sector
•Data type Data Mining
•Transaction data, spending and use data
•Sharing incentives
& Analysis
•Improved consumer knowledge and ability to predict
trends Ability to predict Demand &
•Requirements Supply changes
•Business models, ownership of sensitive data
15. The age of algorithms
• Algorithm to choose a bra over 50 points
@ True&Co https://trueandco.com/
• API application and dynamic display
http://www.nytimes.com/interactive/2012/0
2/13/us/politics/2013-budget-proposal-
graphic.html
• Geolocalization to mine for technological
growth, partners and competitors
16. Big data Analytics in practice
Technicolor patents base
The age of algorithms
• True&Co has built an algorithm aver 50
points of data for women to choose a bra
• http://www.nytimes.com/interactive/2012/0
2/13/us/politics/2013-budget-proposal-
graphic.html
• The case of the USPTO
17. Mapping asthma for insights
Spot alternative Identify key
Technological technological
options leaders
Identify emerging
technological
options
19. Functional areas where companies
do, and should, focus on using big data
and analytics to improve overall
performance
% of respondants, n=1469, McKinsey Report , 2012
Ideally
Currently
20. Implications for strategy
• Competition, Customers, Competitive
advantage
• A switch from getting information to
making sense of information
• New organization and new skills
• From monopolistic rent to knowledge rents
21. Gamification
• The use of game design, game thinking and
game mechanics to enhance non-game contexts
• To encourage people to adopt applications and
processes, influence how they are used
• To help solving problems
• Taking advantage of human psychological
predispositions to engage in gaming
• Augmented reality trend
• Smart cities trend
23. Gamification in practice
• These are online gamers that are
unlocking the structure of an enzyme
active in aids transmission (Foldit)
• http://lemonopoly.org/
24. Implications for strategy
• Available data from gamified websites,
applications, and processes indicate potential
improvements in areas like user engagement,
ROI, data quality, timeliness, or learning
26. Sustainability (CSR)
• A stakeholders approach
• Very different flavors
• Growing commitment (business case,
competitivity issue, on the permanent agenda)
27. Sustainability in practice
• Reindustrialization in Europe and in the
US
• Fortune at the bottom of the pyramid
– Mobile ICT in India
– Mobile phone markets: smart and dumb
• Diversity
28. Implications for strategy
• Ability to map, assess and address key
stakeholders… way beyond clients
• Delicately assess the CSR business model…
if there is any!
• Or assess the “good citizen tax” of doing not
too bad
29. So…
• Big data creates new opportunities for
customization but asks for new skills
• Gamification improves attention and
involvement from customers and allows for
a better knowledge of useage
• CSR is about image and norms, creates a
lot of noise in terms of mixes signals
30. • Strategy is about designing and assessing
the relation between an organization and
its environment
• Saying that the environment has a growing
complexity is still too soft
• Strategy is still about designing and
assessing the relation but there are much
more data to filter and much more bricks
to put together for a shorter life frame
31. Managerial implications
• Critical thinking in the age of questioning
• The need for situational adaptability
• Life long learning , short live knowledge
For 20 years I have been studyingstrategy and I findit more and more difficult to answerthis question. All the elementsfrom the PESTEL analysis have turnedhighlycomplex. Demographicsis one of them. Ex in Brittany where I live thousands of companies are looking for new owners and managers due to reiring plans
In todayscompetition, WT are ofteneasier to spot than SO
In todayscompetition, WT are ofteneasier to spot than SO
For 20 years I have been studyingstrategy and I findit more and more difficult to answerthis question.
For 20 years I have been studyingstrategy and I findit more and more difficult to answerthis question.
