Business Strategy Concepts

• Organizational purposes should be challenging but achievable.
• The statement "All the MSPs have the same revenue and profit model" is incorrect.
• Multi-Sided Platforms create value by generating indirect network effects.
• Foresight enhances the understanding of current and plausible future strategic operating environments.
• The long tail strategy involves earning significant profits by selling low volumes of hard-to-find items to many customers.
• GoogleX is known for long-term, high-risk projects and rewarding failure.
• Supply-side economies of scale, capital requirements, and brand image may be created by incumbents to discourage new disruptive competitors.
• Steve Jobs fixed a lack of competitiveness due to high internal costs and a diminished differentiation gap when he returned to Apple in 1997.
• Not all startups enter markets through disruptive innovation, and incumbents do not always perform incremental innovation.
• The "MSP's chicken-and-egg dilemma" involves prioritizing marketing or innovation during early stages.
• Disruptive innovations are not achieved by companies that enter new industries with a product that clearly outperforms the previously established players.
• Disruptive innovators focus on market segments overlooked by incumbents.
• Business Model Innovation's risks include being difficult to implement/requiring strong leadership.
• Incumbents struggle with disruptive technologies because they often focus on segments more profitable than their own.
• Language, country, cost, and marketing policy are not the 4 key decisions to be made in Platform Strategy.
• Google's move to Alphabet involved adopting a decentralization strategy, making business units more accountable.
• Network Effects: The higher the number of users and transactions, the higher the value of the platform.
• Uncertainty Level 1 is defined as a clear enough future.
• Network effects are important on platforms like Google, Netflix, Amazon, and Apple etc.
• Step 1 in scenario planning methodology is to define the central question.
• Step 2 in scenario planning methodology is issue identification and PESTEL analysis.
• Step 3 in scenario planning methodology is issue prioritization.
• Step 4 in scenario planning methodology is Scenario driven vision & narrative.
• Step 5 in scenario planning methodology is Strategic Planning using a Portfolio of Strategic Initiatives
• Step 6 in scenario planning methodology is Discuss implications and strategy
• Step 7 in scenario planning methodology is Create the portfolio of strategic initiatives.
• Determining the scope of a platform involves defining which sides should the business platform include.
• Scenario planning methodology for an uncertain future starts with "How could...?"
• Amazon is a multi-layered business model platform.
• The long tail strategy is unrelated to Google's 70/20/10 rule of innovation.
• Foresight explores plausible futures, not necessarily the most probable ones.
• According to Michael Porter, Internet intensifies industry rivalry, reduces entry barriers, and shifts bargaining power to buyers.
• The statement by Michael Porter regarding the impact of the Internet in Industry Rivalry - Specifically, increases variable cost relative to fixed cost - is false.
• The purpose of an organization should be challenging but achievable.
• Platform leaders can create an industry ecosystem greater than the sum of its parts.
• 3 Horizons framework, when improve performance to maximize the remaining value it's Horizon 1.
• Disagree: "Netflix quickly discovered the importance of providing the most personalized service possible. Why was so Important? Because that way they could raise the monthly price to customers"

Clayton M. Christensen

• Disruptive innovations start in low-end markets or new markets

About the google's restructuring into Alphabet

• It became necessary because multiple new businesses within Google differed greatly from their core product and needed dedicated focus

Relations within a Networked industry

• The decision to manage alliances and sourcing requires significant partnership coordination and dependency

Apple's organizational culture

• It is not defined by the corporate value statement "Don't be evil"

Key Aspects of Blockbuster's Business Model Strategy

• Blockbuster's business model strategy didn't consider population density for opening stores, prioritize independent films, or prioritize movie quality over potential audience
• The correct answer regarding the question related to the importance of Netflix: "Because it prevented certain films from being in demand in excess of the available supply"

Elements of the SCP Framework

• Structure, conduct, and performance

Strategic Intent

• Strategic Intent approaches should not be transferred from a highly successful company into other less successful companies in the same industry