Ch7. 시장형성및 제품확산전략
Future of Smart Money
Solutions? Huge seeding may be an answer (a la Great Fresno Drop in 1958) - Who will do that? Bridge Technology? Square small biz, farmers market
두개의 NPD NPD1: New Product Development 개발은기술적역량에달려있다. NPD2: New Product Diffusion 확산은마케팅역량에달려있다. NPD1 < NPD2 시장에서실패하면개발해도소용없다. Time to Market 보다 Time to Acceptance 가중요하다!
시장형성및확대과정 단계및전략 1 단계 : 시장진입및고객수용 2 단계 : 플랫폼구축과고객기반확대 3 단계 : 고객고착화 혁신상품매력도제고 수용저항극복 초기고객기반의형성 비즈니스플랫폼및에코시스템구축 네트워크외부성의극대화 전환비용제고와 Lock-in
확산 (Diffusion) 의영향요인 확산 (diffusion) 하나의혁신이사회적시스템의구성원들간에시간에따라의사소통경로를통해전파되어가는과정 Diffusion is the process by which (1) an innovation is (2) communicated thru certain channels (3) over time (4) among the members of a social system The Innovation Social system Time Communication channels
Rogers ACCORD Model Relative Advantage being better than the idea it supercedes Compatibility consistent with existing values and experiences Complexity (Ease of Use) difficult to understand and use Observability visible to others Perceived Risk physically, economically risky Divisibility (Trialability) may be experimented with on a limited basis
혁신 채택에 영향을 주는 요인 Value Barrier Relative Advantage Compatibility Complexity Observability Usage Barrier Innovation Adoption Risk Barrier Traditional Barrier Perceived Risk Divisibility Innovation Characteristics Image Barrier Barriers to Adoption
혁신저항의극복 소비자의혁신저항 : Barriers to Adoption 기능적장벽 Value Barrier Usage Barrier Risk Barrier 심리적장벽 Traditional Barrier Image Barrier FUD+IM Factor 사회적저항 Safety concerns, regulations, etc.
What will happen?
초기고객기반의형성 성능 - 호환성상충관계 (Performance-Compatibility Tradeoff) Evolution Strategy vs. Revolution Strategy
비즈니스플랫폼 플랫폼전쟁 모바일플랫폼전쟁 : Apple, Google, Microsoft, Samsung Browser War 플랫폼이왜중요한가? `Market Leadership & Profitability Growth Platform Positive Feedback & Lock-in
플랫폼전쟁 (Platform War) The game has changed from a battle of devices to a war of ecosystems. What s different this time is scale. Mobile is the biggest platform war ever. -BW 2011.2.21
플랫폼의개념 플랫폼의정의 핵심가치를담을틀을제공하고, 상호연결을통해 ( 소비와공급의중간에위치, broker) 새로운가치를창조하는장 ( 場 )
세가지플랫폼비즈니스모델 출처 : Boudreau & Lakhani (2009)
플랫폼전략 성공적인플랫폼의조건은무엇인가? 혁신적이고차별화된상품 / 서비스의제안 Proprietary Technology 를통해독점적가치창출 (ex. 구글 Map, Gmail) 신속한사용자 ( 고객 ) 기반구축 대표성확보, 시장지배력, 브랜드 (ex. Facebook, Netflix) Ecosystem 의장악 Pricing 및수익모델 : 어디에서수익을창출할것인가? (BM innovation) 촉매상품, 양면시장, 간접네트워크효과 (ex. App Store, 카카오톡 )
2-Sided Markets 양면시장의개념 촉매상품 ( 간접 ) 네트워크효과 보조금 왜필요한가? 누구에게지급해야하는가? 양면시장의사례를찾아보자
Apple 의 Digital Content Ecosystem
비즈니스생태계의구축 혁신의확산이느려지는이유 생태계의조율과통합의어려움
Palm PDA 사례 What did Palm do to create a winner-take-all market for itself? - Software Development Kit (SDK) - Shareware applications - Penetration pricing - Beaming, UI - Palm Economy via PalmSource
Integration Delays
통제냐개방이냐? Open 과 Closed BM 의장단점
개방에따른효과 개방은시장의 범위 와 규모 를확대하는효과를가져온다 개방전략성공의전제조건 - 개방후수익잠금장치가있어야한다 - 생태시스템이가동되어야한다
ipod 사례
ipod 사례 : Jobs, 이번엔제발
iphone vs. google phone (OHA) Mac vs. MS(DOS) 와같은양상으로끌고가는구글
본원적네트워크성장전략 4 가지본원적네트워크성장전략 Control Openness Compatibility Controlled Migration Open Migration Performance Performance Play Discontinuity
네트워크외부성과고객기반확대 네트워크외부성이란? Whether real or virtual, the value of connecting to a network depends on the number of other people already connected to it. Demand-side economies of scale: Bigger is better. 기대 가중요한역할을수행한다 : Bandwagon Effect 로컬네트워크효과 : Buck s Restaurant 제품의품질과효용 + 로컬네트워크효과 > 임계치
간접네트워크효과 The greater the availability of complementary products the more attractive the capital good for consumers. MANUFACTURERS (Hardware 공급자 ) COMPLEMENTORS (Software/Content 공급자 ) Direct Demand Dependence CONSUMERS
The Chicken and Egg Problem Market Manufactures Complementors Chicken and Egg Problem DVD Players DVD 하드웨어제조업체 (Sony, RCA, Philips) 영화관비디오가게 DVD 재생기판매 VS. DVD 영화컨텐츠와대여의가능여부 Electric Vehicles 자동차제조업체 (GM, Ford, Toyota) 주유소자동차정비소 전기자동차판매 VS. 자동차전지재충전, 자동차충전서비스, 타이어서비스의가능여부 Personal Digital Assistants (PDAs) PDA 하드웨어제조업체 (Apple, 3Com, Casio) 개인소프트웨어공급업체 PDA 판매 VS. PDA 소프트웨어의사용가능여부 Advanced Photogranphy System(APS) APS 카메라 / 필름제조업체 (Nikon, Minolta, Canon) 사진인화소 APS 카메라 / 필름판매 VS. APS 필름인화서비스의가능여부 Smart Cards Smart Card 공급업체 (Mondex, Mastercard, Visa) 소매업자 Smart card 의가입 VS. 소매업체에서 smart card 를받는여부 Paperless Electronic Books Paperless book 의하드웨어제조업체 (Softbook,RocketBook, Everybook) 출판사 Paperless book 의구입 VS. Paperless book 에서사용가능한컨텐츠의구입가능여부 Network Computers Network computer 제조업체 (Oracle, IBM, Sun) 독립된 Java 소프트웨어프로그래머 Network computer 판매 VS. Java 응용기반 Network computer 의가능여부 Operating systems Operating system 판매업체 (Microsoft, Apple, Sun) 하드웨어제조업체개인소프트웨어공급업체 Operation system 설치된기반 VS. 하드웨어와소프트웨어의사용가능여부 Cable Modems Cable modem 제조업체 (General Instruments, Motorola, 3Com) Cable 서비스공급업체 Cable modem 가격 VS. Cable modem 서비스와컨텐츠의가능여부 출처 : Gupta, Jain, and Sawhney (1999), p.398.
고객 Lock-In 과전환비용 Lock-in 은하이테크산업의보편적현상 Lock-in 은엄청난부의원인인동시에고객입장에서는두통의원인 Lock-in 에전략적으로대처하라. Lock-in 의두가지원천 네트워크효과 전환비용
전환비용 : Loyalty 의진짜이유 Satisfaction-Loyalty Link
전환비용의유형 절차적전환비용 Economic Risk Evaluation costs Learning costs Set-up costs 재무적전환비용 Benefit loss costs Monetary loss costs (transaction costs) 관계적전환비용 Personal relationship loss costs Brand relationship loss costs (non-economic brand loyalty )
Switch Campaign by Apple
고객 Lock-In 전술 Seller 의 Lock-In 전술 계약을통한 lock-in 초기투자유도 ( hardware lock-in ) 상표특유의학습훈련 ( software lock-in ): 중독, 습관화 정보와데이터베이스를활용한고객관계관리 탐색비용증대 로열티프로그램 고착화싸이클 Invest Entrench Leverage
보완재와 Lock-in Business Week 2004. 12. 6
Switching Cost 의전략적활용 전환비용을낮추어 Lock-in 의고리를끊는다 전환비용이낮은파워유저 (power user) 를공략 Gateway Technology를통한연결고리의제공 전환에대한 subsidy 제공 Trade-in을통해심리적전환비용낮춘다 당신이만일구매자라면 : Buyer 의전술 구매이전 : 최대한 sweetener 를요구하라 구매이후 : Lock-in 을경계하라. 전환비용최소화
Switch Campaign by AT&T