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First Look at New Research, March 7

Sean Silverthorne

Digitizing tradition and decorum at Wimbledon ... Elon Musk on the road and in space ... The problem with growth: organizational scaling.

Why These Business School Professors Oppose Trump's Executive Order on Immigration

by Staff

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; Comment(s) posted.

Who Makes the Eyes for Driverless Cars?

Re: David B. Yoffie

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; Comment(s) posted.

The 5 Strategy Rules of Bill Gates, Andy Grove, and Steve Jobs

by Michael Blanding

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; 26 Comment(s) posted.

Intermediaries for the IP Market

by Andrei Hagiu & David Yoffie

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 Comment(s) posted.

The Steve Jobs Legacy

Re: Multiple Faculty

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; 5 Comment(s) posted.

Social Media Leads the Future of Technology

by Martha Lagace

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 Comment(s) posted.

Competing Complements

by Ramon Casadesus-Masanell, Barry Nalebuff & David B. Yoffie

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 Comment(s) posted.

The Evolution of Apple

by Julia Hanna

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 Comment(s) posted.

Developing a Strategy for Digital Convergence

by Sean Silverthorne

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 Comment(s) posted.

Wintel: Cooperation or Conflict

by Ramon Casadesus-Masanell & David B. Yoffie

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 Comment(s) posted.

Where Does Apple Go From Here?

by Sean Silverthorne

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 Comment(s) posted.

What Your Competition is Telling You

by David Stauffer

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 Comment(s) posted.

How to Compete Like a Judo Strategist

by David B. Yoffie & Mary Kwak

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 Comment(s) posted.

RealNetworks, CNET, and Judo Strategy

by Jim Aisner

Both companies successfully outmaneuvered bigger competitors to lead their markets. But can they still win when the rules have changed? Closed for comment; 0 Comment(s) posted.

Throwing Your Opponent: Strategies for the Internet Age

by Daniel Penrice

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 Comment(s) posted.