- 22 Jul 2019
- Book
How to Be a Digital Platform Leader
The most valuable companies in the world have one thing in common: all are leaders in the platform economy. In a new book, David Yoffie and colleagues identify key strategies and tactics for success on digital platforms. Open for comment; 0 Comments.
- 25 Jun 2019
- Cold Call Podcast
In the Platform Economy, Upwork Searches for Better Matches in the Cloud
Welcome to the Platform Economy, where business strategists must learn a new form of competition. David Yoffie and Michael Cusumano explain choices facing Upwork, which matches jobs with job hunters in the cloud. Open for comment; 0 Comments.
- 07 Mar 2017
- First Look
First Look at New Research, March 7
Digitizing tradition and decorum at Wimbledon ... Elon Musk on the road and in space ... The problem with growth: organizational scaling.
- 31 Jan 2017
- Research & Ideas
Why These Business School Professors Oppose Trump's Executive Order on Immigration
More than 14,800 professors at United States colleges and universities —including some 50 Nobel laureates— signed a petition opposing President Donald Trump’s Executive Order on immigration. Signatories from Harvard Business School explain their opposition. Open for comment; 0 Comments.
- 23 Jun 2016
- Cold Call Podcast
Who Makes the Eyes for Driverless Cars?
Professor David Yoffie discusses why a company many have never heard of, Mobileye, will be a linchpin in the future of self-driving automobiles. Open for comment; 0 Comments.
- 20 Apr 2015
- Research & Ideas
The 5 Strategy Rules of Bill Gates, Andy Grove, and Steve Jobs
David Yoffie and Michael Cusumano find common leadership lessons from the tech titans of Microsoft, Intel, and Apple in the new book, Strategy Rules. Open for comment; 0 Comments.
- 13 Jan 2012
- Working Paper Summaries
Intermediaries for the IP Market
Some assets are traded in liquid markets with the help of many, thriving intermediaries: houses and apartments, financial products, books, DVDs, electronics and all sorts of collectibles. Intellectual property (IP) in general, and patents in particular, are not among those assets. In fact, one could argue that the market for patents is one of the last large and inefficient markets in the economy. IP is the ultimate intangible asset and extremely hard to value. Moreover, there are high search and transaction costs on both sides of the market, and the risk of litigation makes all potential participants even more cautious. Despite these difficulties, there could be attractive opportunities to create intermediation mechanisms to match patent creators with patent users and facilitate transactions between them. In recent years, a variety of novel intermediaries has emerged, all using different business models while attempting to bring more liquidity to the patent market. In this paper, Andrei Hagiu and David Yoffie explore the fundamental economic issues responsible for the low liquidity in the market for patents and provide a brief overview of patent intermediaries. They next focus on platform-type intermediaries (i.e., who enable search and transactions without ever taking possession of IP assets) and discuss the reasons for their lack of traction to date. The authors then turn to merchant-like intermediaries and the factors that have made them comparably more successful and influential than platforms. Finally, they discuss efficiency questions raised by patent intermediaries. Key concepts include: Platform-type IP intermediaries have failed to achieve meaningful scale. In contrast, some of the merchant-type IP intermediaries have become quite influential and profitable. The question remains whether merchant-type IP intermediaries have created any meaningful, market-wide efficiencies, as opposed to having simply thrived by exploiting existing inefficiencies and imposing a tax. The perspective of end-consumers is important. Because of litigation, merchant-type IP intermediaries would seem to be at least partly responsible for the current "patent bubble," which arguably leads to higher consumer prices. Closed for comment; 0 Comments.
- 07 Oct 2011
- Research & Ideas
The Steve Jobs Legacy
Harvard Business School faculty offer their perspectives on the legendary career of Steve Jobs, who remade several industries even as he changed how we use technology. Closed for comment; 0 Comments.
- 10 Nov 2008
- Research Event
Social Media Leads the Future of Technology
From Facebook to smartphones, advances in technology are changing the way we work and communicate. Professor David Yoffie led three experts in a recent panel discussion on "The Technology Revolution and its Implications for the Future" at the HBS Centennial Business Summit. Key concepts include: A lot of growth potential remains worldwide. The sticking point for business is spanning the gap between the physical and digital worlds. For example, it remains difficult to figure out consumers' specific intent on the Web. What people want most of all is technology that is simple to use, said one panelist. Closed for comment; 0 Comments.
- 11 Sep 2008
- Working Paper Summaries
Competing Complements
Over the last two decades, an increasing number of industries have evolved from vertical integration to more horizontal structures where firms design and manufacture components that are later assembled by third parties for the final customer. In these horizontal industries, firms may be "complementors," rather than customers, suppliers, or competitors. Classic examples of complementors include Intel and Microsoft. Similar complementor relationships arise in industries such as communications, consumer electronics, automobiles, and health care. In these industries, complementor analysis may be as important as competitor analysis. The authors of this paper introduce competition into one side of complementor analysis, and suggest implications for managers, public policy, and the development of theory. Key concepts include: For managers, one way to persuade complementors to behave in ways beneficial to you is by promoting competition in their "spaces." However, if the competition that you can induce is mild, you are better off dealing with monopolist complements. From a public policy viewpoint, mild competition within complements might be preferable to intense competition. Moreover, duopolistic competition between complements might generate more total surplus than a triopoly. From a theoretical viewpoint, this paper is a first step toward a general theory of competition between and within complements. The paper adds to the literature on co-opetition initiated by Brandenburger and Nalebuff (1996). Closed for comment; 0 Comments.
- 25 Jul 2007
- Lessons from the Classroom
The Evolution of Apple
Apple's continuing development from computer maker to consumer electronics pioneer is rich material in a number of Harvard Business School classrooms. Professor David Yoffie discusses his latest case study of Apple, the 5th update in 14 years, which challenges students to think strategically about Apple's successes and failures in the past, and opportunities and challenges in the future. Key concepts include: Apple has an undeniable hit with the iPod, yet faces the question of whether the growth of that business and Apple overall can be sustained. Looking at Apple through the lens of the company's previous chief executives gives students insights into why Apple lost its way after Steve Jobs left the company. Student opinion of Apple tends to be excessively positive or excessively negative, depending on the company's current fortunes. Closed for comment; 0 Comments.
- 17 Jul 2006
- Lessons from the Classroom
Developing a Strategy for Digital Convergence
Technology was getting dull earlier this decade, says David Yoffie. But the sudden arrival of digital convergence has turned the tech world upside down. What are the right bets to place? Key concepts include: Digital convergence has arrived, creating entirely new products, services, and collaboration opportunities. The technology industry is tilting to horizontal. Players need to learn to complement each other as well as compete. Network effects create strong market advantages for companies that can capitalize on them. Closed for comment; 0 Comments.
- 05 Jul 2006
- Working Paper Summaries
Wintel: Cooperation or Conflict
Industries are becoming more horizontal. Products that used to be designed and manufactured by a single firm are now produced by different companies that must coordinate activities. Here, the authors detail the relationship between Intel and Microsoft (both integral to PCs) and, using a mixed-duopoly model, analyze the dynamics of cooperation verses competition. They find that costs associated with complementary R&D, conflicts of interest in pricing, and the possibility of competitors all factor in the decision of when to cooperate or compete. Key concepts include: Complementary companies tend to compete on issues of price. For example, if one sells high (Intel's microprocessors) then another must sell low (Microsoft's software) in order for a product (a PC) to be able to sell at a profit. Complementors should weigh the costs and benefits of encouraging competition in each others' spaces. Closed for comment; 0 Comments.
- 02 Feb 2004
- Research & Ideas
Where Does Apple Go From Here?
Macintosh market share continues to decline, but the iPod and iTunes are hit products. Where does Apple Computer’s future lie? An interview with HBS professor David Yoffie. Closed for comment; 0 Comments.
- 26 May 2003
- Research & Ideas
What Your Competition is Telling You
Your competitors, closely analyzed, can help you influence your own customers and help grow the market for your products and services. Here’s how. Closed for comment; 0 Comments.
- 16 Jul 2001
- Research & Ideas
How to Compete Like a Judo Strategist
Movement, balance, and leverage: Savvy executives use these principles to compete every day. In this excerpt from their new book Judo Strategy: Turning Your Competitors' Strength to Your Advantage, HBS professor David B. Yoffie and research associate Mary Kwak reveal five techniques of the masters. Closed for comment; 0 Comments.
- 04 Jun 2001
- Research & Ideas
RealNetworks, CNET, and Judo Strategy
Both companies successfully outmaneuvered bigger competitors to lead their markets. But can they still win when the rules have changed? Closed for comment; 0 Comments.
- 12 Oct 1999
- Research & Ideas
Throwing Your Opponent: Strategies for the Internet Age
Competition in the age of the Internet means more than simply moving at warp speed, according to HBS Professor David Yoffie and Michael A. Cusumano of MIT, co-authors of Competing on Internet Time: Lessons from Netscape and Its Battle with Microsoft. Yoffie and Cusunamo advocate a "judo strategy" emphasizing speed, flexibility and a capacity to find and exploit sources of advantage. Their research points to a new way of staying competitive in the information economy. Closed for comment; 0 Comments.
Free Isn’t Always Better: How Slack Holds Its Own Against Microsoft Teams
What will it take to win the collaboration app wars: massive scale or a loyal following? A case study by David Yoffie digs into the intense competition between Microsoft Teams and Salesforce's Slack.