形成企業(yè)策略的力量--it和策略-資料下載頁
2025-01-04 11:15本頁面
【正文】 ? 資訊壟斷現(xiàn)象，對(duì)於電子配銷通路的控制是不能為公眾所接受的。 ? 例如美國司法部與微軟公司間之訴訟。微軟被指控過度地控制了軟體產(chǎn)業(yè)的特定領(lǐng)域，並由此損害了公眾利益。 分析破壞性科技 ? Executives in established firms often view disruptive technologies as a threat, entrepreneurs recognize that these disruptors are a source of opportunity. ? the disruptive process often begins when an entrepreneur begins experimentation and eventually enters the market. ? While the performance/price ratio of the new technology may initially be well below the established technology, disruptive technologies are characterized by an evolutionary path that is much steeper. ? Figure (a) shows a basic cash flow curve for paring all business opportunities. ? Note that the curve begins with a period of investment and risk that can be modeled by analyzing the level of the investment required in terms of time to generate positive cash flow and time to breakeven. ? Once the breakeven point is reached, the return can be modeled by analyzing the maximum return at the point where growth slows, plateaus, and then declines. ? the pace of evolution at each stage strongly influences the risk/reward profile. ? Figure (b) pares the cash flow curves for both the mainframe and PC during the 1980s and adds in a hypothetical window of opportunity. ? the window changes in response to changes in assumptions concerning the level and timing of risk and reward. ? Notice how the much deeper investment and slower pace of evolution of mainframe technology innovations when pared to the emerging PC technology influences both the size of the window of opportunity and the speed within which new innovations must be exploited. ? This model helps clarify why “mainframe thinking” and “mainframe business models” were ineffective when attempting to exploit PC opportunities.
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