Internet: Réflexion stratégique sur un secteur révolutionnaire pour le 21ème siècle

Introduction

1. Le but adéquat



Changement de paradigme:


D'économie d'échelle à rendement d'échelle


Développement des monopoles où le plus smart prend tout (Google, Uber)

2. La proposition de valeur



Sur un marché de plate-forme:


Les barrières entre industries flous


Business models multidimensionnels


Culture d'entreprise focus sur un seul but

3. Une chaîne de valeur distinctive


Full stack startups


chaine de valeur → boucle de valeur où chaque élément proposé trouve sa place


"In the hyper-competitive environment that is the digital economy, the clearer your business model, the less distinctive your value chain—and the less strategic your positioning"

4. De nouveaux compromis



“Efficiency is the enemy of innovation. The processus of innovation move through and error and error and error”


Innovation is more and more data-driven as its impact can be measured almost in real time.

5. Adéquation



Dépend de la capacité à intégrer ensemble des activités

Uber


"The success of a strategy depends on doing many things well — not just a few — and integrating among them. If there is no fit among activities" Porter


Conclusion

Pour aller plus loin:

Navigating a World of

Digital Disruption

 http://digitaldisrupt.bcgperspectives.com/


A Stout Porter: Business Strategy In the 21st Century

https://salon.thefamily.co/a-stout-porter-business-strategy-in-the-21st-century-962a85d18c6#.lq3agmq5p

 
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Public - 10/17/16, 4:30 PM