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När disruptiva innovationer förändrar marknadsstrukturer – modell för att identifiera möjliga hållbara positioner.

Lindahl, David (2015) MIO920
Production Management
Abstract
Purpose: To identify strategies that can be applied to achieve a sustainable position
when the equilibrium state has changed.
Problem:
Research question 1: What factors should be analyzed to predict how disruptive
innovations change market structures?
Research question 2: What strategies can an innovator apply to achieve a
sustainable position at a new equilibrium?
Research question 3: How are the market structures for the film and television
industry predicted to change?
Research question 4: What strategies could Intuitive Aerial apply to achieve an
interesting position at a new equilibrium?
Method: Theoretically generate factors and create a preliminary model, then validate
the model through different cases and find... (More)
Purpose: To identify strategies that can be applied to achieve a sustainable position
when the equilibrium state has changed.
Problem:
Research question 1: What factors should be analyzed to predict how disruptive
innovations change market structures?
Research question 2: What strategies can an innovator apply to achieve a
sustainable position at a new equilibrium?
Research question 3: How are the market structures for the film and television
industry predicted to change?
Research question 4: What strategies could Intuitive Aerial apply to achieve an
interesting position at a new equilibrium?
Method: Theoretically generate factors and create a preliminary model, then validate
the model through different cases and find strategies. Finally, use the model on the case
drones meets the film and television industry in a qualitative analysis.
Delimitation: The case study of drones meet the film and television industry is mainly
focused on feature films from Hollywood.
Conclusion:
Research question 1. These factors have been generated based on theory and validated
by empirical evidence: adoption, whole product, legal, network, collaboration and
distribution, competition, functionality and customer benefits, customer's organization
and innovativeness. All factors are not active in all cases, and some of the factors may
control the possible outcomes of the other factors. The number of outcomes for each
factor can vary as well as the probability of different outcomes.
Research question 2. Strategies have been identified via theory and case studies. The
following strategies have been identified:
• Ally with network hubs and reach important parts of the network. For example,
in the music industry the record companies are hubs.
3
• Grow quickly, if network effects are present, an innovation gets much greater
value by more users and more users stimulate that a whole product gets created.
• Create a whole product. The whole product can be built up by setting up
strategic alliances and create the needed components.
• Implement segmentation to get a “bowling effect”, by identifying the segments
that get great value of the product and help in taking over new adjacent
segments.
• Reduce behavioral change needed to increase the adoption.
Research question 3. Within feature film production, drones will primarily serve as a
complement to helicopters and cranes, wires and rails (CWR) and the companies
operating them will remain, whether they adopt drones or not. Helicopter companies
who adopt drones will be a central player within feature film production and in other
segments in other markets CWR companies may be central players. Within other
segments than feature film new companies, which focus on operating drones, could be
established beside existing companies. Some production companies will owe and
operate their own drones. Companies will act differently depending on their expertise
and network. Rental companies, which are used to work with staff, can act as operators
of drones. In television, companies can own drones and contract pilots as needed or
have their own pilots.
Research question 4. These strategies have been developed as a consequence of possible
equilibriums:
• Complement the strong players, by ensuring that helicopter companies' needs are
met in the value offer and CWR companies in certain markets.
• Whole product. Create an infrastructure around insurance and permits, through
partnerships with insurance companies and governments. Collaborate with drone
schools to increase the capacity of education of pilots. Open a local service
center or enter into partnerships with rental companies in key markets to meet
service needs.
• Grow rapidly due to network effects. The more drones are used, the more firms
may be interested to act as service centers, retailers or create compatible
accessories.
• Reduce behavioral changes needed to increase the adoption. It may be valuable
to make drones programmable in a similar manner as CWR. The value of such
functions depends on the regulations that exist. Furthermore, it may be
interesting to create a standard, so different gimbals (equipment for camera
stabilization) can be used between different helicopters. (Less)
Please use this url to cite or link to this publication:
author
Lindahl, David
supervisor
organization
course
MIO920
year
type
M1 - University Diploma
subject
keywords
Disruptiv innovation, disruption, marknadsstruktur, värdenätverk, värdekedja, strategi, jämvikt, förändring, drönare.
other publication id
15/5513
language
Swedish
id
5467036
date added to LUP
2015-06-05 14:26:36
date last changed
2015-06-05 14:26:36
@misc{5467036,
  abstract     = {Purpose: To identify strategies that can be applied to achieve a sustainable position
when the equilibrium state has changed.
Problem:
Research question 1: What factors should be analyzed to predict how disruptive
innovations change market structures?
Research question 2: What strategies can an innovator apply to achieve a
sustainable position at a new equilibrium?
Research question 3: How are the market structures for the film and television
industry predicted to change?
Research question 4: What strategies could Intuitive Aerial apply to achieve an
interesting position at a new equilibrium?
Method: Theoretically generate factors and create a preliminary model, then validate
the model through different cases and find strategies. Finally, use the model on the case
drones meets the film and television industry in a qualitative analysis.
Delimitation: The case study of drones meet the film and television industry is mainly
focused on feature films from Hollywood.
Conclusion:
Research question 1. These factors have been generated based on theory and validated
by empirical evidence: adoption, whole product, legal, network, collaboration and
distribution, competition, functionality and customer benefits, customer's organization
and innovativeness. All factors are not active in all cases, and some of the factors may
control the possible outcomes of the other factors. The number of outcomes for each
factor can vary as well as the probability of different outcomes.
Research question 2. Strategies have been identified via theory and case studies. The
following strategies have been identified:
• Ally with network hubs and reach important parts of the network. For example,
in the music industry the record companies are hubs.
3
• Grow quickly, if network effects are present, an innovation gets much greater
value by more users and more users stimulate that a whole product gets created.
• Create a whole product. The whole product can be built up by setting up
strategic alliances and create the needed components.
• Implement segmentation to get a “bowling effect”, by identifying the segments
that get great value of the product and help in taking over new adjacent
segments.
• Reduce behavioral change needed to increase the adoption.
Research question 3. Within feature film production, drones will primarily serve as a
complement to helicopters and cranes, wires and rails (CWR) and the companies
operating them will remain, whether they adopt drones or not. Helicopter companies
who adopt drones will be a central player within feature film production and in other
segments in other markets CWR companies may be central players. Within other
segments than feature film new companies, which focus on operating drones, could be
established beside existing companies. Some production companies will owe and
operate their own drones. Companies will act differently depending on their expertise
and network. Rental companies, which are used to work with staff, can act as operators
of drones. In television, companies can own drones and contract pilots as needed or
have their own pilots.
Research question 4. These strategies have been developed as a consequence of possible
equilibriums:
• Complement the strong players, by ensuring that helicopter companies' needs are
met in the value offer and CWR companies in certain markets.
• Whole product. Create an infrastructure around insurance and permits, through
partnerships with insurance companies and governments. Collaborate with drone
schools to increase the capacity of education of pilots. Open a local service
center or enter into partnerships with rental companies in key markets to meet
service needs.
• Grow rapidly due to network effects. The more drones are used, the more firms
may be interested to act as service centers, retailers or create compatible
accessories.
• Reduce behavioral changes needed to increase the adoption. It may be valuable
to make drones programmable in a similar manner as CWR. The value of such
functions depends on the regulations that exist. Furthermore, it may be
interesting to create a standard, so different gimbals (equipment for camera
stabilization) can be used between different helicopters.},
  author       = {Lindahl, David},
  keyword      = {Disruptiv innovation,disruption,marknadsstruktur,värdenätverk,värdekedja,strategi,jämvikt,förändring,drönare.},
  language     = {swe},
  note         = {Student Paper},
  title        = {När disruptiva innovationer förändrar marknadsstrukturer – modell för att identifiera möjliga hållbara positioner.},
  year         = {2015},
}