Sustaining competitive advantage in high-tech markets: managing network effects

Rodolphe Durand () and Jean-Philippe Bonardi
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Rodolphe Durand: GREGH - Groupement de Recherche et d'Etudes en Gestion à HEC - HEC Paris - Ecole des Hautes Etudes Commerciales - CNRS - Centre National de la Recherche Scientifique

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Abstract: Many high-tech markets are characterized by network effects: situations where consumers make their decisions not simply based on the core product, but also on the quality and availability of its complements. These network effects enable the creation of a technological standard, which can lead to a strong competitive position for the coreproduct manufacturer. There is no guarantee, however, that this position can be sustained over time. Managers must therefore focus on further developments of the core product. We argue here that the best way to stimulate further developments is to reposition the core product in order to strengthen network effects. A three-phase framework can determine how to make an investment in the future generation of a product for which complements are crucial. First, we provide a matrix to evaluate whether the existing technology presents some untapped potential in terms of network effects; second, we analyze how to reposition the core product; third, we suggest some accompanying measures to manage this repositioning efficiently.

Keywords: competitive advantage; high-tech; markets; managing; network; effects (search for similar items in EconPapers)
Date: 2003-10
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Published in Academy of Management Executive, 2003, vol.17, n°4, pp.NC

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00699299

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