Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You and Your Team.

Learn More →

High‐tech 2005: the horizontal, hypercompetitive future

High‐tech 2005: the horizontal, hypercompetitive future Profound and lasting changes are afoot in the high‐tech industry. Only those high‐tech companies that align their business models for the new horizontal and hypercompetitive future will succeed. The seven deadly signs of the new competitive environment are: (1) growing downward pressure on price with an ever‐increasing demand for greater performance; (2) greater complexity for customers as they face the unbundling of hardware options, integration choices, and multi‐company business coordination; (3) a new distribution of value: greater value to innovative component makers and solution integrators; less value for product design and assembly; (4) branding and customer relationships will differentiate commodity products; (5) collaborative networks will emerge; (6) global supply and global customers will mean global organizations; (7) competitors will encroach horizontally. Recommendation: proceed with a five‐step approach to develop a new winning strategy: (1) pick a horizontal space; (2) redefine and Web‐enable your value propositions; (3) assemble your collaborative networks; (4) integrate your internal operations globally; and (5) realign your organization and technology. Studies demonstrate that during downturns, advantage shifts to companies that continue to invest strategically. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

High‐tech 2005: the horizontal, hypercompetitive future

Strategy & Leadership , Volume 31 (2): 14 – Apr 1, 2003

Loading next page...
 
/lp/emerald-publishing/high-tech-2005-the-horizontal-hypercompetitive-future-0qYv0k0r93
Publisher
Emerald Publishing
Copyright
none
ISSN
1087-8572
DOI
10.1108/10878570310698106
Publisher site
See Article on Publisher Site

Abstract

Profound and lasting changes are afoot in the high‐tech industry. Only those high‐tech companies that align their business models for the new horizontal and hypercompetitive future will succeed. The seven deadly signs of the new competitive environment are: (1) growing downward pressure on price with an ever‐increasing demand for greater performance; (2) greater complexity for customers as they face the unbundling of hardware options, integration choices, and multi‐company business coordination; (3) a new distribution of value: greater value to innovative component makers and solution integrators; less value for product design and assembly; (4) branding and customer relationships will differentiate commodity products; (5) collaborative networks will emerge; (6) global supply and global customers will mean global organizations; (7) competitors will encroach horizontally. Recommendation: proceed with a five‐step approach to develop a new winning strategy: (1) pick a horizontal space; (2) redefine and Web‐enable your value propositions; (3) assemble your collaborative networks; (4) integrate your internal operations globally; and (5) realign your organization and technology. Studies demonstrate that during downturns, advantage shifts to companies that continue to invest strategically.

Journal

Strategy & LeadershipEmerald Publishing

Published: Apr 1, 2003

Keywords: Organizations; Competitive advantage; Change

There are no references for this article.

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$499/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month