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Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules
By: Constantinos Rigby MarkideseBook Publisher: John Wiley & Sons
Imprint: Jossey-Bass
Format: Adobe Encrypted (DRM)
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Game-Changing Strategies explains the reasons behind this puzzle and presents practical ideas on how established firms could not only discover new radical business models but also grow them next to their existing business models. The challenge for established firms is not the discovery of a new business modelthe real challenge is how to make two business models coexist. This book offers advice on how established firms can implement structures and processes that make the new business model less conflicting and more palatable to the existing business.
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| Title of Business & Economics eBook: Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules | |
| Release Date: 09-08-2008 | |
| Publisher: Jossey-Bass |
This eBook download is available in the following formats:
| Parent title | Game-Changing Strategies: How to... |
|---|---|
| Encrypted (DRM) | Yes |
| SKU | 9780470290941 |
| File size | 860 |
| Security | n/a |
| Printing | Not allowed |
| Copying | Not allowed |
| Read aloud | No Sys requirements Download reader |
| Devices | Samsung Tablet, Apple Ipad & Iphone, Barnes & Noble Nook, Kobo eReader, Aluratek Libre, Iliad, Nokia, Blackberry, Hanlin |
| Note | Excellent navigation features are available via Adobe such as bookmarks and a quick access table of contents. Text search is easily accessible. An Adobe DRM-protected file is different than a pdf file in that it uses Adobe DRM (Digital Rights Management) technology, which authors and publishers use to protect their content from illegal online distribution and to set certain privileges such as restrictions on copying and printing. |
Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules
Chapter One
THE INNOVATION IS IN THE BUSINESS MODEL
When Roger and Linda Mason decided to start a child-care company in 1987, they couldn't have chosen a less attractive industry! The child-care industry in the United States was run as a commodity business, characterized by low margins, no barriers to entry, few economies of scale, massive labor intensity, and no brand distinction. Yet the Masons succeeded in building their new company-Bright Horizons-into the world's leading provider of employer-sponsored child care, early education, and work-life solutions, operating more than six hundred centers for the world's leading employers in the United States, Europe, and Canada. Plus, they did all this while delivering high returns-on average, a 50 percent return on invested capital per center. How did they do it?
The secret of their success lies in the business model that they developed to compete in this market. Rather than target parents as prospective customers (as all other child-care centers did), Bright Horizons's founders focused on employers. Rather than build their own centers at locations of their choosing, they formed partnerships with employers who financed the building of centers on their premises. Rather than compete on cost, they differentiated themselves on quality. Rather than pay their teachers an average salary to control their costs, they offered 20-30 percent above average compensation along with comprehensive benefits. And rather than offer a standardized curriculum in every center, they customized the centers so that their design, hours of operation, and age-group configur
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