Um velho tema deste blogue, quando o mundo muda, talvez a solução para uma PME não passe por ir atrás mas por mudar de mercado. Recordar:
- Têxteis produzidos em países de mão-de-obra cara (Julho de 2011)
- Mais duendes (Abril de 2014)
- Para reflexão (Abril de 2015)
- Estratégia e pontos fortes, o ovo ou a galinha (Setembro de 2015)
- Subir na escala da abstracção (parte II) (Dezembro de 2015)
- Ofertas antigas e mercados novos (Julho de 2016)
"We explore the implications of a real and common alternative to attempting the transformation required to embrace a new, dominant, technology—the choice to maintain focus on the old technology. In considering this choice, we distinguish between “racing” strategies, which attempt to fight off the rise of the new technology by extending the performance of the old technology, and “retreat” strategies, which attempt to accommodate the rise of the new technology by repositioning the old technology in the demand environment. [Moi ici: O nosso clássico exemplo da artesã de Bragança] Underlying our arguments is the observation that the emergence of a new technology does more than just create a substitute threat—it can also reveal significant underlying heterogeneity in the old technology’s broader demand environment. This heterogeneity is a source of opportunities that can support a new position for the old technology, in either the current market or a new one. Using this lens, we explore the decision to stay with the old technology as a rational, proactive choice rather than as a mark of managerial and organizational failure.
...
Implicit in many studies, and explicit in many others, is the assumption that the “correct” incumbent response to technological change is to embrace its inevitability. Much of the literature has focused on the timing and means by which firms make the jump from the old technology to the new.
...
In reality, the economy is full of firms that soldier on with an old technology long after the rise of a dominant substitute. Pagers persist today as messaging devices for emergency services, long after the arrival of mobile phones. Audio tape sales have not been eliminated by the rise of the compact disc. Semiconductor manufacturing technologies three and four generations behind the frontier continue to be purchased and used.
...
In this article, we explore the implications of a real and common alternative to attempting the transformation required to embrace a new, dominant, technology— the choice to maintain a focus on the old technology. In considering this choice, we distinguish between “racing” strategies, which attempt to fight off the rise of the new technology by extending the performance of the old technology, and two distinct “retreat” strategies, which attempt to accommodate the rise of the new technology by repositioning the old technology in the demand environment, either by retrenching into a niche position within the old technology’s home market, or by relocating the old technology into a new market application. Underlying our arguments is the observation that the emergence of a new technology does more than just create a substitute threat—it can also reveal significant underlying heterogeneity in the old technology’s broader demand environment. Exploiting this revealed heterogeneity can allow the firm to create a new, more sustainable, position for the old technology in the face of competition from the new technology.
...
We explore the decision to stay with the old technology as a rational, proactive choice rather than as a mark of managerial and organizational failure. To be clear, we do not suggest that foregoing the new should be regarded as the dominant strategy for dealing with technological change. We do, however, argue that it is often a viable though neglected option, and hence merits explicit consideration."
Sem comentários:
Enviar um comentário