New paths to growth: The Age of Aggregation - Accenture Outlook. October 2011 Welcome to a paradoxical new era for business. As today’s companies grow ever larger, the traditional market segments they serve continue to splinter and shrink. For many multinational corporations, fractured “long-tail” markets, coupled with the need for ever-larger customer segments to sustain growth, mean that the game has changed—fundamentally. Long accustomed to targeting huge, geographically distinct mass markets, companies must now focus on aggregating sales across and among these arenas to generate the sales volumes they need to grow and thrive. But guiding a massive enterprise through the roiling aggregation waters is like trying to float a battleship in a million bathtubs: The water’s there, but how do you capture enough of it to provide the buoyancy your company needs to stay afloat?
First, they’ll use sophisticated analytics to gather the massive amounts of data required to identify and serve new customers worldwide. 1. Take Walgreens in the United States. 2. 3. Industry Analysis Is Dead. What's Next? - Rita McGrath. By Rita McGrath | 12:54 PM January 19, 2012 One of the most widely held beliefs in strategy is that variations in performance can often be explained by what industry a company competes in. A lot of our most cherished tools — five-forces analysis, the BCG portfolio matrix, and even SWOT analysis — rest on this assumption. But evidence is all around us that, although industries matter, they matter in different ways and with different effects than we may have thought.
To take one example that crossed my desk recently, consultancy Accenture has developed a point of view on what they call the “Age of Aggregation.” Among the paradoxes they observe is that market segments in many industries are fragmenting, even as global firms require increasingly large markets to drive growth and profitability. Combining those “profit pools” is like trying to combine the water in thousands of bathtubs — there are profits to be had, but how do you combine them so that they become material? Strategy Letter V. By Joel Spolsky Wednesday, June 12, 2002 When I was in college I took two intro economics courses: macroeconomics and microeconomics. Macro was full of theories like "low unemployment causes inflation" that never quite stood up to reality. But the micro stuff was both cool and useful. It was full of interesting concepts about the relationships between supply and demand that really did work.
For example, if you have a competitor who lowers their prices, the demand for your product will go down unless you match them. In today's episode, I'll show how one of those concepts explains a lot about some familiar computer companies. Every product in the marketplace has substitutes and complements. A complement is a product that you usually buy together with another product. All else being equal, demand for a product increases when the prices of its complements decrease.
Let me repeat that because you might have dozed off, and it's important. Commoditize your complements. Oooooooooooooooooooooops! Repenser la stratégie ? Définir la stratégie comme étant « la combinaison des moyens en vue d’atteindre un objectif », c’est oublier que tout comportement humain poursuit des buts et que stratégie est un terme militaire employé dans un contexte de combat. Beaufre place cette confrontation au cœur de son « Introduction à la stratégie » (1963), : " Je crois que l’essence de la stratégie gît dans le jeu abstrait qui résulte comme l’a dit Foch, de l’opposition de deux volontés".
A l’heure de la Chine conquérante, soutenue par sa tradition millénaire de pensée guerrière (Sun Zi, jeu de Go, 36 Stratagèmes ...), j’invite les experts en intelligence économique à sortir des ornières structuralistes tracées par les livres de management anglo-saxons. Je leur propose de s’inspirer plutôt de Sun Zi, Machiavel, Choderlos de Laclos, Guibert, Clausewitz, Lawrence d’Arabie, Churchill, Giap, Beaufre, Aron, Vergès, Luttwak… Les questions sont nombreuses auxquelles il faut répondre pour définir la stratégie. Les règles du combat. Pankaj Ghemawat – Global Strategist, Professor, Author, Speaker.