"What won’t you be?"

"Today’s economy, he notes, is “replete with winner-take-all effects [Moi ici: Sabem que acredito que isto é passageiro, uma espécie de doença infantil das plataformas "Estratégia em todo lado - não é winner-take-all (parte V)"] and huge advantages that accrue to the biggest and best-run organizations, to the detriment of upstarts and second-fiddle players.”
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But is the only strategy in our winner-take-all era to get as big as possible, to aspire to eventually serve everyone, and to meet their every need?...
We’re not trying to meet all needs. So, Amazon’s business strategy is super broad. Meet all needs. I mean, the stuff that will be in Prime in five or ten years will be amazing, right? And so we can’t try to be that — we’ll never be as good as them at what they’re trying to be. What we can be is the emotional connection brand, like HBO or Netflix. So, think of it as they’re trying to be Walmart, we’re trying to be Starbucks. So, super focused on one thing that people are very passionate about.
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Michael Porter would approve. “The essence of strategy is choosing what not to do,” he writes in his 1996 classic “What Is Strategy?” In Porter’s view, sustainable competitive advantage depends on trade-offs, including the fact that it’s difficult for one company to serve all customers across a wide range of needs.
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In an era where a small number of huge companies have unprecedented reach and control, Porter’s central question seems more important than ever: What won’t you be?"

Trechos retirados de "How Can Companies Compete with Amazon? Netflix Has the Answer"