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Newgames - Strategic Competition in the PC Revolution (Technology, Innovation, Entrepreneurship and Competitive Strategy) (Cospar Colloquia Series)
Newgames are fundamental changes in the conditions of competition and in the way in which we organise our businesses. They involve the creation of new concepts and new ways of thinking about the world around us, whether we be competitors or customers. Such newgame environments can be created by step changes in technology, economics, social behaviour or...
Newgames are fundamental changes in the conditions of competition and in the way in which we organise our businesses. They involve the creation of new concepts and new ways of thinking about the world around us, whether we be competitors or customers. Such newgame environments can be created by step changes in technology, economics, social behaviour or political and legal conditions. One of the most dramatic newgames to occur during the last quarter of this century has involved the application of microelectronics technology to the development of the personal computer.This book provides a unique analysis of how the personal computer industry came into being and how strategic competition evolved from its early days up to the present. Looking at winners and losers, it includes consideration of the United States, West European and Pacific Rim markets and discusses how the industry is now forming a global marketplace. In addition, it explains why the overall global computer industry is now going through major restructuring as a result of the "downsizing" phenomenon. It also points the way to yet more newgames in the wake of the rapid convergence taking place between the computer, telecommunications and consumer electronics industries and their respective markets.However, this book not only provides analysis, but also introduces some new tools and frameworks for thinking about strategic competition and how it evolves over time. In particular, it points to the differences between newgame and samegame strategies and impresses on one that strategic competence in a newgame environment involves much more than leadership in high technology. Instead it recommends significant investment in customer awareness and service, together with rethinking and redesigning organisation structures and systems. Thus it provides lessons for executives beyond the boundaries of the computer industry, and should be read by all managers and students interested in any industry facing newgame environments.
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