PRODUCTS LINKAGE AS A PRODUCT DIFFERENTIATION

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  • 製品群リンケージ戦略による製品差別化
  • セイヒングン リンケージ センリャク ニ ヨル セイヒン サベツカ

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The purpose of this paper is to consider a new trend of the product differentiation strategy. For manufacturing firms, it is certainly important to show some originality of their products. And their originalities are attained by peculiar management resources of each firm. However, it seems that having some peculiarities of management resources has become difficult by three changes in business environment. Three changes mean 1) "making components as modular", 2) "shift to open architecture", and 3) "shift to de facto standard". As a result, it becomes difficult to show originality of their final products. In such a business environment, how can firms differentiate their products? In this paper, by focusing on Sony's product differentiation strategy of PC, the importance of products linkage as a key factor of product differentiation is discussed. In spite of difficulty of product differentiation and late entry to the market, Sony succeeded to get higher share in PC market within relatively short period. The main reason of Sony's success in PC market is to emphasize the value, which can be attained from products linkage. Products linkage means to build up functional interface between PC and other digital products of Sony. This linkage enables to create new value. This value can not be got, as long as each product is used alone. Sony provides this value, through building up the linkage and controlling different products as a group of common interface. When it becomes difficult to make differentiation in the market, like Sony's strategy in PC market, it is certainly important to think about total value which is created by various products and their linkage. Building up the linkage for creating total value, that will be one of the most important management skill for making effective differentiation.

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