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正外部性 Positive Externalities

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Estratégia Competitiva (Chinês)

Universidade Ludwig-Maximilians de Munique (LMU)

4.8 (443 classificações) | 51K alunos inscritos

This is a Chinese version of Competitive Strategy. You can find the original course in English from our course catalog. 此版本是Coursera首次尝试推出的中文翻译版。课程视频为英文原版附中文字幕，课程页面和测验已译成中文，帮助中心提供中文支持。在本课程（共六个模块）中，你将了解企业在战略决策相互依存的情况下如何行事。例如，你的行动会如何影响竞争对手的利润，反之亦然。我们将会借助博弈论的基本工具分析企业如何选择策略以获得竞争优势。

Visualizar o programa do curso

Habilidades que você aprenderá

Game Theory, Strategic Thinking, Competition (Economics), Porter'S Five Forces Analysis, Strategic Management

Avaliações

4.8 (443 classificações)

5 stars
385 ratings
4 stars
51 ratings
3 stars
6 ratings
1 star
1 ratings

EE

Mar 15, 2016

非常喜欢这门课，也喜欢授课教授: 言语不多但通过问题式教学和案例分析将难点解析得很清楚。\n\n建议对策略和博弈有一定了解后学起来更有趣味。

AL

Dec 22, 2015

Nice course.\n\nBut the Chinese translation is weird.

Na lição

互补产品和战略合作伙伴关系 Complementary Products and Strategic Partnerships

在本模块中，我们将介绍互补产品的概念，并运用经济学术语来探讨它们的意义。我们将研究企业为何想要将产品捆绑出售，以及互补性如何产生转换成本。我们还将讨论企业间的协调对互补产品的重要性。最后，我们将学习战略合作伙伴关系作为一强大工具如何在特定环境下为企业带来利益。

通用策略 Generic Strategies8:07

正外部性 Positive Externalities9:29

Ministrado por

Tobias Kretschmer
Professor

Transcrição

So, hi everybody and great to have you here.

We're still talking about strategy for complements but, first let's briefly

recap from the last lecture. So, we figured out in the previous

lecture that it may make sense to produce both complementary products A and B.

And why does it make sense? It makes sense because you can

internalize the positive effects, and we call them externalities, that complements

have on each other. And therefore if you produce these

complements yourself then there's a couple of things you can do.

You can cross-subsidize across these products.

You can bundle these products together Or you can use complements to increase

lock-in to your system. And we'll discuss these in turn.

Let's first look at cross-subsidization. The general idea is, I think, fairly

simple. So you have product A that's sold at a

small margin or even at a loss, to increase sales of product B, which you

sell at high margins. This has the obvious advantage that you

can increase your profits through intelligent pricing.

Now, in particular, your pricing decision for each of the products takes into

account the effect that it has on the other product's demand, right?

So, we know from the previous session that there is negative cross

price elasticity, which means that if you decrease your

price for one product then the demand for the complement is going to go up, okay?

And cross subsidization takes that into account.

There's a risk, however, there's several risks.

First of all consumers may not end up buying product B at all.

So you may only be interested in the base product and you're not interested in the

complement. Then, you only take advantage of the low

price for product A, but the high margin product B you're never going to buy.

Second, consumers may buy product B but from another manufacturer.

In which case, you again take advantage of the fact that product A is cheap,

but you're never going to make back or the firm is never going to make back the

low margins they made for product A, because product B is going to be sold by

another firm as well. Let's have a look at some examples.

Thinking of razors and razor blades. So looking at razors and razor blades,

you can see these guys are often sold very cheaply or with a couple of extra blades

or even given away for free. On the other hand, every time you buy

blades, you can expect to pay a fairly high price.

So that means that the razors typically come at a fairly low margin and the razor

blades come at a much higher margin, okay?

And they're produced by the same firm. Another example would be mobile phones

and operator contracts. You will typically get a subsidized

handset, a subsidized phone if you sign up for a long contract.

This is typically because your mobile phone operators will expect to make back

some of the subsidies they gave out for the mobile handset

through the lifetime of the contract. Printers and cartridges. Printers are

fairly cheap now especially if you compare them to cartridges which are

fairly expensive. And again here, getting someone to lock

in to a printer system then means that he's going to have to buy the

cartridge in turn, so in the future. So here, cross subsidies

work in the sense that you get someone into buying a system

and then he will continue buying complementary products for that system.

Bundling is a second strategy referring to complements that are produced by the

same firm. And the idea is that the firm

simply sells product A and complement B combined as a package,

which has the advantage that you have little or no competition in market A

because you are selling something extra on top of product A.

You decreased competition in the market for B, because whenever you have someone

interested in complement B he's also got product A as well,

which again works in complementary ways. The risk here is that there may be buyers

of A only or B only, so they are only interested in the base product or only

interested in the complementary product. And you lose those, if you sell them

a bundle. Also once bundling becomes standard,

consumers will demand it, and probably also the firm will find it difficult to

think of the advantages of unbundling. Okay, so thinking about how to sell

products separately and how to differentiate,

how to set the right prices and so on, are things that may get lost in the process

of continuing to bundle the product all the time.

So, what are examples of bundles? So one example would be a game console

and games. If you look at this here, this is a Wii

bundle. And in this bundle you get a game, that's

Mario Kart, you get the Wii console itself, you get a controller and you even

get a steering wheel on top of that. So, that means that you don't just get

the base product, but you get a whole bundle of different products, all wrapped

up in one big carton. Okay, in one big package.

So that would be a classical example of a bundle.

What are other examples? Operating system and web browser.

So you cannot get a web browser, or you typically get an operating system that

also has a web browser installed in it. So that again is a bundle.

You typically, when you book a flight you also automatically book

baggage handling. So you have a free allowance of two

pieces of hand luggage or one suitcase and so on.

So that's something you don't pay extra for, but you also cannot go out of it,

so you cannot opt out. So, you have to pay that extra price, so

that implied extra price for baggage handling, okay?

So, second strategy for producing both complements would be to bundle them in

one. Finally, how can we use complements to

increase lock in? And the idea is again quite simple, users

will typically have switching costs when they switch from A to a substitute.

And that switching cost is higher, the more complements they've bought, okay?

So, that's quite an interesting phenomenon

and we'll see a couple of examples very soon.

But, the idea is simply that if you get someone to buy lots and lots of

complements, then it's going to make it very difficult

for that person to switch from the base product A to any other product.

And the advantage of course here is that you have higher switching cost, which

then implies a higher value of the customer to the firm.

Quite simply, if a customer will find it difficult to switch to another

product, you can charge him higher prices.

And what would be examples of that? Microsoft Office and Microsoft Windows.

If someone's using a lot of Microsoft Windows products then it's going

to be difficult for him to

switch to a different system of Windows or of operating system.

Games and video consoles. If you have lots and lots of different

games for a particular video console, you're likely to persist with that

standard of the console. So, let me sum up now from the last two

videos. We've looked at strategies, at generic

strategies, of how to deal with complementary products.

And the first strategy, the first set of strategies we looked at, was supporting

complements. So this was referring to other companies

producing complementary products and you simply made it easier for them to

produce complements for your base product.

The second was a bit stronger, which was producing complements yourself.

And that of course has pros and cons. You might be overstretching yourself.

You might be doing something you're not actually very good at

but at the same time you can control the, the whole system of complementary

products and you can price say intelligently and so on.

So when producing complements it's particularly interesting to think of

the strategies of initializing cross subsidies,

so pricing in an intelligent way, bundling complementary products together

and increasing lock in. So, but for now, since you're an expert

in strategies for complements I'm sure you will now have an easy time with the

following quiz. I'll see you after this, and then we'll

talk about how complements can help achieve cooperation among firms.

Thanks very much and I'll see you soon.

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