february 11, 2003john roberts1 stanford gsb sloan program strategic management 11: demand-side...
TRANSCRIPT
![Page 1: February 11, 2003John Roberts1 Stanford GSB Sloan Program Strategic Management 11: Demand-Side Increasing Returns Sony Corporation](https://reader035.vdocuments.mx/reader035/viewer/2022072006/56649f555503460f94c795f6/html5/thumbnails/1.jpg)
February 11, 2003 John Roberts 1
Stanford GSBSloan Program
Strategic Management
11: Demand-Side Increasing Returns
Sony Corporation
![Page 2: February 11, 2003John Roberts1 Stanford GSB Sloan Program Strategic Management 11: Demand-Side Increasing Returns Sony Corporation](https://reader035.vdocuments.mx/reader035/viewer/2022072006/56649f555503460f94c795f6/html5/thumbnails/2.jpg)
February 11, 2003 John Roberts 2
• DSIR-- the positive spin:– The benefits to any user (consumer or firm)
from a product depend on the number of others using“related” technologies/products.
• DSIR-- the negative spin:– The pressure on any user (consumer or firm) to
use a product depends on the number of others using“related” technologies/products.
![Page 3: February 11, 2003John Roberts1 Stanford GSB Sloan Program Strategic Management 11: Demand-Side Increasing Returns Sony Corporation](https://reader035.vdocuments.mx/reader035/viewer/2022072006/56649f555503460f94c795f6/html5/thumbnails/3.jpg)
February 11, 2003 John Roberts 3
• Two drivers of DSIR:
– Network effects: the value of the item to a user depends positively on the number of other users (first-order network effects)
– Compatible complement effects: the user (implicitly) values compatibility of the item with complements, the value or supply of which depends on the number of users (second order network effects).
![Page 4: February 11, 2003John Roberts1 Stanford GSB Sloan Program Strategic Management 11: Demand-Side Increasing Returns Sony Corporation](https://reader035.vdocuments.mx/reader035/viewer/2022072006/56649f555503460f94c795f6/html5/thumbnails/4.jpg)
February 11, 2003 John Roberts 4
• Strategic challenge/opportunity in markets with network externalities:– Expectations are crucial: adoption depends on
how many others are expected to adopt the (compatible) item.
This chicken and egg/coordination problem means that many such items never get adopted.
However, it also means that, once adopted, there tends to be strong ‘lock-in’.
- Key importance of switching costs
![Page 5: February 11, 2003John Roberts1 Stanford GSB Sloan Program Strategic Management 11: Demand-Side Increasing Returns Sony Corporation](https://reader035.vdocuments.mx/reader035/viewer/2022072006/56649f555503460f94c795f6/html5/thumbnails/5.jpg)
February 11, 2003 John Roberts 5
• Controversy: do DSIR mean that mediocre technologies win?– Mixed evidence
• QWERTY
• VHS
• DOS/Windows
– Item’s quality must remain high enough to overcome costs of adopting rival item
– Disproportionate success due to tipping
![Page 6: February 11, 2003John Roberts1 Stanford GSB Sloan Program Strategic Management 11: Demand-Side Increasing Returns Sony Corporation](https://reader035.vdocuments.mx/reader035/viewer/2022072006/56649f555503460f94c795f6/html5/thumbnails/6.jpg)
February 11, 2003 John Roberts 6
• Factors swaying adoption• Reputations• Number of existing platforms• Cost of adoption (e.g., software)• Influential buyers (e.g., Safeway with UPCs)• ‘Open’ Standards
– Trade-off with monopoly position
• Availability of complements
![Page 7: February 11, 2003John Roberts1 Stanford GSB Sloan Program Strategic Management 11: Demand-Side Increasing Returns Sony Corporation](https://reader035.vdocuments.mx/reader035/viewer/2022072006/56649f555503460f94c795f6/html5/thumbnails/7.jpg)
February 11, 2003 John Roberts 7
• Strategic Tools in Markets with DSIR• Provide or subsidize complements to ensure
availability (ownership?)• Exaggerated Claims• Advance sign-ups• Give-aways and bargain prices
– Product to get buyers
– Technology to get suppliers and set standard
• Upgrade pricing• “Winks” at pirates
![Page 8: February 11, 2003John Roberts1 Stanford GSB Sloan Program Strategic Management 11: Demand-Side Increasing Returns Sony Corporation](https://reader035.vdocuments.mx/reader035/viewer/2022072006/56649f555503460f94c795f6/html5/thumbnails/8.jpg)
February 11, 2003 John Roberts 8
• Leveraging positional advantage– A firm that controls the prior standard may be
able to steer technological change in a preferred direction.
– Examples from Microsoft:• Using its dominance with MS-DOS to gain acceptance
for Windows and the consequent takeover of the applications layer.
• Various strategies to make web-users use IE and make the latter dependent on the Windows OS (e.g., deal with OEMs, deals with ISPs, melding IE with the OS)