Pub Date : 2000-11-01DOI: 10.1108/EUM0000000006865
T. Kippenberger
Describes five segments of adopters differentiated by characteristic responses to a discontinuous innovation: innovators; early adopters; early majority; late majority; and laggards. Determines there is a huge gap between the early market of innovators and visionaries into which may fall many a young product or new enterprise. States there may be a compelling reason for pragmatists to purchase products. Sums up that the gap can be bridged by the setting up of a price and distribution channel — but that these must be set up right.
{"title":"Competing in hi‐tech markets","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006865","DOIUrl":"https://doi.org/10.1108/EUM0000000006865","url":null,"abstract":"Describes five segments of adopters differentiated by characteristic responses to a discontinuous innovation: innovators; early adopters; early majority; late majority; and laggards. Determines there is a huge gap between the early market of innovators and visionaries into which may fall many a young product or new enterprise. States there may be a compelling reason for pragmatists to purchase products. Sums up that the gap can be bridged by the setting up of a price and distribution channel — but that these must be set up right.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"150 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115417942","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-11-01DOI: 10.1108/EUM0000000006863
T. Kippenberger
Declares co‐branding (the bringing together of two or more independent brand names in support of a new product, service or venture) is seen as a legitimate development of branding. States co‐branding can bring enormous competitive advantages to the partners involved. Stresses co‐branding needs active management to achieve the desired exchange of values and reputation between brands. Foresees plenty of scope for future growth and development, as brands will play a huge role in the rapid decision‐making process.
{"title":"Co‐branding as a new competitive weapon","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006863","DOIUrl":"https://doi.org/10.1108/EUM0000000006863","url":null,"abstract":"Declares co‐branding (the bringing together of two or more independent brand names in support of a new product, service or venture) is seen as a legitimate development of branding. States co‐branding can bring enormous competitive advantages to the partners involved. Stresses co‐branding needs active management to achieve the desired exchange of values and reputation between brands. Foresees plenty of scope for future growth and development, as brands will play a huge role in the rapid decision‐making process.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"74 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121243195","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-11-01DOI: 10.1108/EUM0000000006866
T. Kippenberger
Investigates how some Japanese companies have more success than others, particularly such as Toyota, Honda, Canon and Komatsu. Posits there are two Japans — one is unstoppable and the other is inefficient. States Japan’s unique management has contributed much to the country’s post‐war success, even though it has also created a dangerous conformity and a deficient view of competition. Uses an inset about clothing on the rack, which is very prevalent in the Japan schema of things, none of Japan’s leading companies having any significant share — asking why this should be so. Covers, in another inset, the ‘chocolate wars’ in Japan.
{"title":"The myth of Japanese competitiveness","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006866","DOIUrl":"https://doi.org/10.1108/EUM0000000006866","url":null,"abstract":"Investigates how some Japanese companies have more success than others, particularly such as Toyota, Honda, Canon and Komatsu. Posits there are two Japans — one is unstoppable and the other is inefficient. States Japan’s unique management has contributed much to the country’s post‐war success, even though it has also created a dangerous conformity and a deficient view of competition. Uses an inset about clothing on the rack, which is very prevalent in the Japan schema of things, none of Japan’s leading companies having any significant share — asking why this should be so. Covers, in another inset, the ‘chocolate wars’ in Japan.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"294 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117353882","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-09-01DOI: 10.1108/EUM0000000006857
T. Kippenberger
Believes judo strategy is a ‘useful mindset’ for any company, and quotes a number who have used this strategy over the years — including Toyota and Nissan, when they wanted to break into the US car market in the 1970s — plus Sega v Nintendo in the hand‐held video games market. Reckons principles of judo can be used in business to aid speed and agility to turn bigger opponents. Flags up, in a highlighted box, four traps into which judo strategists can fall and these are explained in full. Concludes, in the end, opponents must be tipped off balance — even ants can topple much bigger opponents by ‘having a go’.
{"title":"Competing on the Internet? Think of judo","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006857","DOIUrl":"https://doi.org/10.1108/EUM0000000006857","url":null,"abstract":"Believes judo strategy is a ‘useful mindset’ for any company, and quotes a number who have used this strategy over the years — including Toyota and Nissan, when they wanted to break into the US car market in the 1970s — plus Sega v Nintendo in the hand‐held video games market. Reckons principles of judo can be used in business to aid speed and agility to turn bigger opponents. Flags up, in a highlighted box, four traps into which judo strategists can fall and these are explained in full. Concludes, in the end, opponents must be tipped off balance — even ants can topple much bigger opponents by ‘having a go’.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129341298","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-09-01DOI: 10.1108/EUM0000000006854
T. Kippenberger
Believes ‘head to head’ combat is no longer a relevant metaphor that businesses can use in today’s competitive arena. States that applying the principle of ecology to businesses will help them to grow and thrive — thereby helping managers understand how competition in business is changing. Four Figures showing a typical business ecosystem, virtuous cycle of investment and return, cycle of disappointment, and cycle of ecosystem‐based development. Concludes, worldwide, huge webs of interconnected businesses are developing crossing conventional industry boundaries and achieving new models of competition.
{"title":"Competition as we know it is dead","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006854","DOIUrl":"https://doi.org/10.1108/EUM0000000006854","url":null,"abstract":"Believes ‘head to head’ combat is no longer a relevant metaphor that businesses can use in today’s competitive arena. States that applying the principle of ecology to businesses will help them to grow and thrive — thereby helping managers understand how competition in business is changing. Four Figures showing a typical business ecosystem, virtuous cycle of investment and return, cycle of disappointment, and cycle of ecosystem‐based development. Concludes, worldwide, huge webs of interconnected businesses are developing crossing conventional industry boundaries and achieving new models of competition.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"135 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124201493","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-09-01DOI: 10.1108/EUM0000000005385
T. Kippenberger
Declares that the Internet has changed how companies impart information to potential customers, as companies can now reach large numbers of people with lots of information designed individually for them. Looks at competing on reach, relationship and richness. Confirms the clear message to suppliers is to retain control of the purchase decision. Concludes conventional wisdom about the Internet is dating even as it reaches print!
{"title":"Holding on to your customers","authors":"T. Kippenberger","doi":"10.1108/EUM0000000005385","DOIUrl":"https://doi.org/10.1108/EUM0000000005385","url":null,"abstract":"Declares that the Internet has changed how companies impart information to potential customers, as companies can now reach large numbers of people with lots of information designed individually for them. Looks at competing on reach, relationship and richness. Confirms the clear message to suppliers is to retain control of the purchase decision. Concludes conventional wisdom about the Internet is dating even as it reaches print!","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123901433","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-09-01DOI: 10.1108/EUM0000000006859
T. Kippenberger
Profiles Linux and how it was given away on the Internet by Netscape as part of its so‐called browser war with Microsoft. Looks at the growth and future of free systems, discussing them in full. Shows, in three highlighted boxes, source code and open source definitions; copyleft — a definition, and hacker — a definition. Looks at various terms such as: support sellers; loss leader; widget fronting; accessorizing; and service enabler. Sums up that only now are people beginning to understand what the Internet offers.
{"title":"Giving it away for free","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006859","DOIUrl":"https://doi.org/10.1108/EUM0000000006859","url":null,"abstract":"Profiles Linux and how it was given away on the Internet by Netscape as part of its so‐called browser war with Microsoft. Looks at the growth and future of free systems, discussing them in full. Shows, in three highlighted boxes, source code and open source definitions; copyleft — a definition, and hacker — a definition. Looks at various terms such as: support sellers; loss leader; widget fronting; accessorizing; and service enabler. Sums up that only now are people beginning to understand what the Internet offers.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"114 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123403279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-09-01DOI: 10.1108/EUM0000000006855
T. Kippenberger
Believes that companies which revolutionize the conventional wisdom of their industry rely not on market research but on the leader’s vision. States that competing by being market driven is not the only orientation for companies, there are three more and these are expanded on and discussed in full, using 2 Figures to aid in this. Cites IKEA, the Swedish furniture company as breaking the mould on two fronts: make it virtually impossible for existing traditional furniture companies to copy; and gives IKEA a head start on other new entrants to the industry. Concludes, if companies do not have the ability to see things differently, they will not be able to change the rules of the game.
{"title":"How do market‐driving companies compete?","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006855","DOIUrl":"https://doi.org/10.1108/EUM0000000006855","url":null,"abstract":"Believes that companies which revolutionize the conventional wisdom of their industry rely not on market research but on the leader’s vision. States that competing by being market driven is not the only orientation for companies, there are three more and these are expanded on and discussed in full, using 2 Figures to aid in this. Cites IKEA, the Swedish furniture company as breaking the mould on two fronts: make it virtually impossible for existing traditional furniture companies to copy; and gives IKEA a head start on other new entrants to the industry. Concludes, if companies do not have the ability to see things differently, they will not be able to change the rules of the game.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"311 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132975286","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-09-01DOI: 10.1108/EUM0000000006856
T. Kippenberger
Discusses the definition of globalization as the activities of multinational enterprises (MNEs), engaged in foreign direct investment, plus the development of business networks to create value across national borders. Speculates that multinationals have taken the brunt of the blame as drivers of globalization. Features a Figure showing the world’s largest 500 MNEs, as they dominate global business, showing their nationalities. Employs a second Figure in a larger shaded box to show competitive implications of corporate strategy. Summarizes that multinationals need to be regional learning organizations to be successful, ethically.
{"title":"Competing on a world stage","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006856","DOIUrl":"https://doi.org/10.1108/EUM0000000006856","url":null,"abstract":"Discusses the definition of globalization as the activities of multinational enterprises (MNEs), engaged in foreign direct investment, plus the development of business networks to create value across national borders. Speculates that multinationals have taken the brunt of the blame as drivers of globalization. Features a Figure showing the world’s largest 500 MNEs, as they dominate global business, showing their nationalities. Employs a second Figure in a larger shaded box to show competitive implications of corporate strategy. Summarizes that multinationals need to be regional learning organizations to be successful, ethically.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127106402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2000-09-01DOI: 10.1108/EUM0000000006858
T. Kippenberger
Looks at business webs, believing that building a powerful team of partners is essential to provide the revolutionary new offerings or value propositions that enable newcomers to outmanoeuvre industry leaders. Describes business webs in full, and gives common features in eight parts, using 6 Figures to aid in explanation. Concludes business webs are creating new business configurations, through high levels of partnering.
{"title":"Don’t go it alone in the digital economy","authors":"T. Kippenberger","doi":"10.1108/EUM0000000006858","DOIUrl":"https://doi.org/10.1108/EUM0000000006858","url":null,"abstract":"Looks at business webs, believing that building a powerful team of partners is essential to provide the revolutionary new offerings or value propositions that enable newcomers to outmanoeuvre industry leaders. Describes business webs in full, and gives common features in eight parts, using 6 Figures to aid in explanation. Concludes business webs are creating new business configurations, through high levels of partnering.","PeriodicalId":178456,"journal":{"name":"The Antidote","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2000-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125621805","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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