Strategy Dynamics Briefing 54: Type-1 rivalry in emerging markets

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Markets are often in a process of emergence, when new potential customers develop, driven by product and/or price improvements offered by suppliers, as well as by political, economic, social or technological change (“PEST”) factors. This customer development process has important implications, especially for type-1 rivalry.

Figure 1 shows market development for the consumer electronic device discussed in Briefing 46; a durable product that customers upgrade or replace – with a competitor (solid lines) and without (dashed lines). When building the market ...

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Strategy Dynamics Briefing 10: Defining, Specifying and Measuring Tangible Resources

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What would be a useful checklist of tangible resources?… customers, products, production capacity, staff and cash.

Since organizations exist to “supply” some form of “demand,” let’s look at demand-side resources first…

The most obvious resource on the demand side of the relationship is “customers” – or clients, users or other terms, depending on the industry. Two important issues to consider are, first, that customers may come in multiple varieties (think consumer/business for telecoms, or leisure/business customers for hotels). Secondly, a company may ...

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