Module IV·Article V·~1 min read
Strategy in Ecosystems: Competition and Cooperation
Strategy under Uncertainty
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An Ecosystem View of Competition
The classical Porter theory considered competition as a zero-sum game. But in the modern world, companies often simultaneously compete and cooperate — “co-opetition” (a term by Brandenburger and Nalebuff).
Apple and Samsung: Samsung produces displays for the iPhone and at the same time competes in the smartphone market. Intel and Microsoft: "Wintel" — mutual dependence that strengthens the positions of both against competitors.
Strategy in Ecosystems
Ecosystem orchestrator — a platform that sets the rules and standards. Apple App Store, Alibaba. Advantage: central position, data, commissions. Risk: regulatory pressure.
Ecosystem participant — a specialized player deriving value from the platform. An app in the App Store. Risk: dependence on the orchestrator.
Transition strategy — from participant to orchestrator: Amazon became a platform, starting from selling books.
Ecosystems vs Traditional Industries
In traditional industries, competition is for a share of a fixed pie. In ecosystems — for expanding the whole pie through attracting participants, data, network effects.
The ecosystem view changes strategic priorities: not to “defeat competitors,” but to “attract participants” and “expand the ecosystem.”
Practical Assignment
A real estate marketplace (like CIAN or Domklik) operates at the center of the ecosystem: developers, agents, buyers, banks, notaries, insurers. Determine: (1) Who is the orchestrator? (2) How to retain each category of participants? (3) How to monetize the ecosystem? (4) Who could potentially become a competing orchestrator?
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