A | B | C | D | ||
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1 | Name | Category | Chapter Described | Description | |
2 | Open approaches | Accelerators | A smorgasbord of the slightly useful | Whether source or data or practice, the act of making something open reduces barriers to adoption, encourages collaboration and accelerates the evolution of the component. | |
3 | Exploiting constraint | De-accelerators | A 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). | |
4 | IPR | De-accelerators | A smorgasbord of the slightly useful | Intellectual 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. | |
5 | Pig in a poke | Dealing with toxicity | A smorgasbord of the slightly useful | A mechanism of dressing up a liability as some form of future business before divesting to a third party. | |
6 | Sweat and Dump | Dealing with toxicity | A smorgasbord of the slightly useful | A mechanism of disposing of legacy liability onto a third party by exploiting their own inertia to change. | |
7 | Sensing Engines (ILC) | Ecosystem | A 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. | |
8 | Two factor markets | Ecosystem | A smorgasbord of the slightly useful | A mechanism of bringing providers and consumers together and exploiting network effects and aggregated data. | |
9 | Fear, uncertainty and doubt | User Perception | A smorgasbord of the slightly useful | Often 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. | |
10 | Co-operation | Accelerators | Working with others. Sounds easy, actually it's not. | ||
11 | Exploiting network effects | Accelerators | Techniques which increases the marginal value of something with increased number of users. | ||
12 | Industrial policy | Accelerators | Government investment in a field. | ||
13 | Market enablement | Accelerators | Encouraging the development of competition in a market | ||
14 | Centre of gravity | Attacking | Creating a focus of talent to encourage a market focus on your organisation. | ||
15 | Directed investment | Attacking | VC approach to a specific or identified future change. | ||
16 | Experimentation | Attacking | Use of specialists groups, hackdays and other mechanisms of experimentation. | ||
17 | Fool's mate | Attacking | Using a constraint to force industrialisation of a higher order system. | ||
18 | Playing both sides | Attacking | TV Tropes | In any war, there are those that will benefit from the fighting and destruction that it causes. | |
19 | Press release process | Attacking | 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. | ||
20 | Undermining barriers to entry | Attacking | Identifying a barrier to entry into a market and reducing it to encourage competition. | ||
21 | Ambush | Competitor | 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. | ||
22 | Circling and probing | Competitor | To test out and understand needs within a competitor's space by launching experimental offerings. | ||
23 | Fragmentation play | Competitor | Exploiting pricing effects, constraints and co-opting to fragment a competitor's market. | ||
24 | Misdirection | Competitor | Sending false signals to competitors or future competitors including investment focused on the wrong direction. | ||
25 | Reinforcing competitor inertia | Competitor | Identifying inertia within a competitor and forcing market changes that reinforce this. | ||
26 | Restriction of movement | Competitor | Limiting a competitors ability to adapt. | ||
27 | Sapping | Competitor | Opening up multiple fronts on a competitor to weaken their ability to react. | ||
28 | Talent raid | Competitor | Removing core talent from a competitor either directly or indirectly. | ||
29 | Creating constraints | De-accelerators | Supply chain manipulation with a view of creating a new constraint where none existed. | ||
30 | 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. | ||
31 | Refactoring | Dealing with toxicity | Round, round, get around, I loop around | Spending money on development to make a component more efficient. | |
32 | Defensive regulation | Defensive | Using Government's to create protection for your market and slow down competitors. | ||
33 | Limitation of competition | Defensive | Through regulatory or other means including erecting barriers to prevent or limit competitors. | ||
34 | Managing inertia | Defensive | I wasn't expecting that | Identify the forms of inertia you will face and how to counter them before charging straight on into the battle. | |
35 | Procrastination | Defensive | Do nothing and allowing competition to drive a system to a more evolved form. | ||
36 | Raising barriers to entry | Defensive | Increasing expectations within a market for a range of user needs to be met in order to prevent others entering the market. | ||
37 | Threat acquisition | Defensive | Buying up those companies that may threaten your market. | ||
38 | Alliances | Ecosystem | Working with other companies to drive evolution of a specific activity, practice or data set. | ||
39 | Channel conflicts & disintermediation | Ecosystem | Exploiting new channels and conflict within existing channels to create favourable terms. | ||
40 | Co-creation | Ecosystem | Working with end users to drive evolution of a specific activity, practice or data set. | ||
41 | Co-opting and intercession | Ecosystem | Copying competitors move and undermining any ecosystem advantage by interrupting data flows. | ||
42 | Embrace and extend | Ecosystem | Capturing an existing ecosystem. | ||
43 | Tower and moat | Ecosystem | Dominating a future position and prevent future competitors from creating any differential. | ||
44 | Buyer / supplier power | Markets | Creating a position of strength for yourself. | ||
45 | Differentiation | Markets | Creating a visible difference through user needs. | ||
46 | Harvesting | Markets | 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. | ||
47 | Last man standing | Markets | Amazon 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. | |
48 | Pricing policy | Markets | Exploiting supply and demand effects including price elasticity, Jevons paradox and constraints including fragmentation plays. | ||
49 | Signal distortion | Markets | Exploiting commonly used signals in the market by manipulation of analysts to create a perception of change. | ||
50 | Standards game | Markets | Driving a market to a standard to create a cost of transition for others or remove the ability of others to differentiate. | ||
51 | Trading | Markets | |||
52 | Designed to fail | Poison | Removing potential future threats by poisoning a market space before anyone attempts to establish it. | ||
53 | Insertion | Poison | Either through talent or misdirection, encouraging false moves in a competitor. | ||
54 | Licensing play | Poison | Use of licensing to prevent future competitor moves. | ||
55 | Fast follower | Positional | Exploiting fast follower advantage into uncharted spaces. | ||
56 | First mover | Positional | Exploiting first mover advantage especially with industrialisation to component services. | ||
57 | Land grab | Positional | Identifying and position a company to capture a future market space. | ||
58 | Weak signal / horizon | Positional | Use of common economic patterns to identify where and when to attack. | ||
59 | Artificial competition | User Perception | Creating two competing bodies to become the focus of competition and in effect driving oxygen out of a market. | ||
60 | Brand and marketing | User Perception | To manipulate the perception of a component by association of some form of social status or to appeal to some other indirect need. | ||
61 | Bundling | User Perception | Hiding a disadvantageous change by bundling the change with other needs. | ||
62 | Confusion of choice | User Perception | Preventing users from making rational decisions by overwhelming them with choice. | ||
63 | Creating artificial needs | User Perception | Creating and elevating an artificial need through marketing and behavioural influence. Take a rock and make it a pet etc. | ||
64 | Education | User Perception | Overcoming 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. | ||
65 | Lobbying / counterplay | User Perception | Persuading Government of a favourable position. |