More from these Authors

• Article | Strategic Management Journal | 2018

  Threat of Platform-Owner Entry and Complementor Responses: Evidence from the Mobile App Market

  Wen Wen and Feng Zhu

  We examine how app developers on the Android mobile platform adjust their innovation efforts (rate and direction) and value-capture strategies in response to Google’s entry threat and actual entry into their markets. We find that, after Google’s entry threat increases, affected developers reduce innovation and raise the prices for the affected apps. Once Google enters, the developers reduce innovation and increase prices further. However, app developers’ incentives to innovate are not completely suppressed; rather, they shift innovation to unaffected and new apps. Given many apps already offering similar features, Google’s entry may reduce such social inefficiency.

  Keywords: platform-owner entry; entry threat; innovation; complementors; mobile app industry; Technology Platform; Mobile Technology; Market Entry and Exit; Price; Innovation and Invention;

  Citation:

  Wen, Wen, and Feng Zhu. "Threat of Platform-Owner Entry and Complementor Responses: Evidence from the Mobile App Market." Strategic Management Journal 40, no. 9 (September 2019): 1336–1367.  View Details

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• Case | HBS Case Collection | October 2018 (Revised August 2019)

  The Boston Beer Company: New CEO

  Christina R. Wing and Marco Iansiti

  Keywords: Beer/brewing industry; supply chain; succession; Leadership; Change; Supply Chain; United States;

  Citation:

  Wing, Christina R., and Marco Iansiti. "The Boston Beer Company: New CEO." Harvard Business School Case 619-021, October 2018. (Revised August 2019.)  View Details

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• Module Note | August 2010 (Revised July 2019)

  Integrating Around the Job to Be Done

  Clayton Christensen, Rory McDonald, Laura E Day and Shaye Roseman

  Unlike traditional market segmentations that are based on a correlation of product sales or service with the attributes of the purchaser (such as age, gender, income level, and education level), jobs-based segmentation seeks to understand the causal roots of purchase—when a buyer needs to "hire" a product or service to get a "job" done. This note details the thought process and the methodology behind a jobs-based segmentation and provides numerous examples. It highlights three levels in the architecture of a job: 1) What is the fundamental job or problem the customer is facing? This includes political, functional, emotional, and social dimensions; 2) What are the experiences in purchase and use that, if all provided, would sum up to nailing the job perfectly? (The "hiring criteria"); and 3) What do we need to integrate, and how must we knit those things together, so that we can provide these experiences?

  Keywords: Integration planning; Jobs; Market segmentation; Customer Satisfaction; Marketing; Marketing Strategy; Problems and Challenges; Integration; Segmentation;

  Citation:

  Christensen, Clayton, Rory McDonald, Laura E Day, and Shaye Roseman. "Integrating Around the Job to Be Done." Harvard Business School Module Note 611-004, August 2010. (Revised July 2019.)  View Details

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