ABCD
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NameCategoryChapter DescribedDescription
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Open approachesAcceleratorsA smorgasbord of the slightly usefulWhether source or data or practice, the act of making something open reduces barriers to adoption, encourages collaboration and accelerates the evolution of the component.
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Exploiting constraintDe-acceleratorsA smorgasbord of the slightly useful
Finding a constraint and reinforcing it through supply or demand manipulation. An existing constraint can be exploited to fragment a single player by increasing demand beyond their ability to supply (e.g. by creating a price war).
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IPRDe-acceleratorsA smorgasbord of the slightly usefulIntellectual property rights (IPR) can be used to slow evolution by limiting competition even to the point of ring fencing a component making it difficult for others to evolve it further.
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Pig in a poke
Dealing with toxicity
A smorgasbord of the slightly usefulA mechanism of dressing up a liability as some form of future business before divesting to a third party.
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Sweat and Dump
Dealing with toxicity
A smorgasbord of the slightly usefulA mechanism of disposing of legacy liability onto a third party by exploiting their own inertia to change.
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Sensing Engines (ILC)EcosystemA smorgasbord of the slightly useful
A mechanism of being the first mover to industrialise a component, allowing others (the ecosystem) to build new industries upon it and then using consumption data to determine future candidates for industrialisation.
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Two factor marketsEcosystemA smorgasbord of the slightly usefulA mechanism of bringing providers and consumers together and exploiting network effects and aggregated data.
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Fear, uncertainty and doubtUser PerceptionA smorgasbord of the slightly usefulOften used to slow evolution by exploiting inertia to change within customers and forcing new entrants to divert energy away from the components and into countering the accusations.
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Co-operationAcceleratorsWorking with others. Sounds easy, actually it's not.
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Exploiting network effectsAcceleratorsTechniques which increases the marginal value of something with increased number of users.
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Industrial policyAcceleratorsGovernment investment in a field.
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Market enablementAcceleratorsEncouraging the development of competition in a market
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Centre of gravityAttackingCreating a focus of talent to encourage a market focus on your organisation.
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Directed investmentAttackingVC approach to a specific or identified future change.
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ExperimentationAttackingUse of specialists groups, hackdays and other mechanisms of experimentation.
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Fool's mateAttackingUsing a constraint to force industrialisation of a higher order system.
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Playing both sidesAttackingTV TropesIn any war, there are those that will benefit from the fighting and destruction that it causes.
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Press release processAttacking
The press release to be released when a new service offering is completed must be written before development on the new offering is started. The completed new offering will be judged against the press release. This forces a company to simply take pre-existing acts and industrialise them.
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Undermining barriers to entryAttackingIdentifying a barrier to entry into a market and reducing it to encourage competition.
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AmbushCompetitor
To attack with surprise e.g. when competing with another open source offering we will drop at scale any proprietary features of the component into the open source offering whenever the competitor reaches near feature parity.
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Circling and probingCompetitorTo test out and understand needs within a competitor's space by launching experimental offerings.
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Fragmentation playCompetitorExploiting pricing effects, constraints and co-opting to fragment a competitor's market.
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MisdirectionCompetitorSending false signals to competitors or future competitors including investment focused on the wrong direction.
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Reinforcing competitor inertiaCompetitorIdentifying inertia within a competitor and forcing market changes that reinforce this.
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Restriction of movementCompetitorLimiting a competitors ability to adapt.
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SappingCompetitorOpening up multiple fronts on a competitor to weaken their ability to react.
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Talent raidCompetitorRemoving core talent from a competitor either directly or indirectly.
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Creating constraintsDe-acceleratorsSupply chain manipulation with a view of creating a new constraint where none existed.
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Disposal of liability
Dealing with toxicity
Overcoming the internal inertia to disposal. Your own organisation is likely to fight you even when you're trying to get rid of the toxic.
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Refactoring
Dealing with toxicity
Round, round, get around, I loop aroundSpending money on development to make a component more efficient.
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Defensive regulationDefensiveUsing Government's to create protection for your market and slow down competitors.
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Limitation of competitionDefensiveThrough regulatory or other means including erecting barriers to prevent or limit competitors.
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Managing inertiaDefensiveI wasn't expecting thatIdentify the forms of inertia you will face and how to counter them before charging straight on into the battle.
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ProcrastinationDefensiveDo nothing and allowing competition to drive a system to a more evolved form.
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Raising barriers to entryDefensiveIncreasing expectations within a market for a range of user needs to be met in order to prevent others entering the market.
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Threat acquisitionDefensiveBuying up those companies that may threaten your market.
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AlliancesEcosystemWorking with other companies to drive evolution of a specific activity, practice or data set.
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Channel conflicts & disintermediation
EcosystemExploiting new channels and conflict within existing channels to create favourable terms.
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Co-creationEcosystemWorking with end users to drive evolution of a specific activity, practice or data set.
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Co-opting and intercessionEcosystemCopying competitors move and undermining any ecosystem advantage by interrupting data flows.
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Embrace and extendEcosystemCapturing an existing ecosystem.
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Tower and moatEcosystemDominating a future position and prevent future competitors from creating any differential.
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Buyer / supplier powerMarketsCreating a position of strength for yourself.
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DifferentiationMarketsCreating a visible difference through user needs.
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HarvestingMarkets
Allowing others to develop upon your offerings and harvesting those that are successful. Techniques for ensuring harvesting creates positive signals rather than creating an environment others avoid.
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Last man standingMarketsAmazon and the last man standing
In the last few years of the model when the price is dropping then it is all about last man standing. Many competitors won't be in a position to cope with how low the prices will go. The economies of scale will start to really tell here. Many will fall and it won't be gentle and graceful like. It'll be more brick like as in brick fired from a howitzer pointing downwards on the top of a building.
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Pricing policyMarketsExploiting supply and demand effects including price elasticity, Jevons paradox and constraints including fragmentation plays.
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Signal distortionMarketsExploiting commonly used signals in the market by manipulation of analysts to create a perception of change.
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Standards gameMarketsDriving a market to a standard to create a cost of transition for others or remove the ability of others to differentiate.
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TradingMarkets
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Designed to failPoisonRemoving potential future threats by poisoning a market space before anyone attempts to establish it.
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InsertionPoisonEither through talent or misdirection, encouraging false moves in a competitor.
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Licensing playPoisonUse of licensing to prevent future competitor moves.
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Fast followerPositionalExploiting fast follower advantage into uncharted spaces.
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First moverPositionalExploiting first mover advantage especially with industrialisation to component services.
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Land grabPositionalIdentifying and position a company to capture a future market space.
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Weak signal / horizonPositionalUse of common economic patterns to identify where and when to attack.
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Artificial competitionUser PerceptionCreating two competing bodies to become the focus of competition and in effect driving oxygen out of a market.
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Brand and marketingUser PerceptionTo manipulate the perception of a component by association of some form of social status or to appeal to some other indirect need.
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BundlingUser PerceptionHiding a disadvantageous change by bundling the change with other needs.
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Confusion of choiceUser PerceptionPreventing users from making rational decisions by overwhelming them with choice.
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Creating artificial needsUser PerceptionCreating and elevating an artificial need through marketing and behavioural influence. Take a rock and make it a pet etc.
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EducationUser PerceptionOvercoming user inertia to a change through education. There are 16 different forms of inertia and many can be overcome directly with education. Don't underestimate this.
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Lobbying / counterplayUser PerceptionPersuading Government of a favourable position.