Creating and Capturing Value in Your Business Ecosystems: Michael G. Jacobides at TEDxThessaloniki
Summary
TLDREl guion explora la creación y captura de valor en ecosistemas de negocios, ilustrando con ejemplos de vinos, café y tecnología. Se destaca la importancia de la diferenciación y la capacidad de reemplazo en la asignación de valor, y cómo las empresas como Apple y Toyota han logrado liderar sus respectivos mercados. Al final, se insta a los oyentes a reflexionar sobre su papel en los ecosistemas y cómo pueden contribuir a la creación de valor en sus vidas y carreras.
Takeaways
- 🍷 La importancia de la simbiosis y los ecosistemas de negocios en la creación y captura de valor.
- 🏰 Los vinos de Bordeaux y su reputación legendaria, contrastando con los vinos portugueses y sus nombres británicos.
- 🇫🇷 La diferencia entre los productores franceses de vinos y los transportistas portugueses y cómo影响了 la distribución de ganancias.
- 🛳️ La historia de la Guerra de Napoleón y cómo afectó el comercio de vinos, dando lugar a la dominancia de las casas británicas en el transporte de vinos portugueses.
- 📊 La lucha por la garantía de calidad y la diferenciación en el mercado de vinos, con la intervención de Napoleón III y la clasificación de los vinos de Bordeaux.
- 🌐 La evolución de los ecosistemas de negocios a lo largo del tiempo, con ejemplos de la industria del automóvil y la computadora.
- 📱 El impacto de los dispositivos como el iPhone en la creación de nuevos ecosistemas y la integración de múltiples actores para la creación de valor.
- 💡 La importancia de la diferenciación y la capacidad de reemplazo en la determinación de quién captura el valor en un ecosistema de negocios.
- 🚗 La estrategia de los fabricantes de automóviles para mantener el valor a través de la diferenciación y la asunción de responsabilidades legales.
- 🌐 La relevancia de la creación de valor antes que la captura de valor, y cómo la tecnología y la competencia están cambiando la dinámica de los ecosistemas de negocios.
Q & A
¿Qué es la simbiosis en el contexto de los ecosistemas de negocios?
-La simbiosis en los ecosistemas de negocios se refiere a la relación interdependiente y beneficiosa entre diferentes actores dentro de un sistema, donde cada uno aporta algo al sistema y obtiene beneficios a cambio, creando y capturando valor de manera conjunta.
¿Por qué los vinos portugueses tienen nombres británicos?
-Los vinos portugueses tienen nombres británicos porque las casas británicas fueron las encargadas de comercializar y certificar la calidad del vino, lo que les permitió obtener una posición dominante en la captura de valor en el sector del vino portugués.
¿Qué papel jugó Napoleón Bonaparte en la historia del comercio de vinos?
-Napoleón Bonaparte, al estar en guerra con Portugal, causó una escasez de vinos franceses en el mercado británico. Esto llevó a que las casas británicas se especializaran en el comercio de vinos portugueses, lo que les permitió establecer su influencia y control en el sector.
¿Qué significa la 'guaranteeing' en el contexto de los vinos y cómo influye en la captura de valor?
-La 'guaranteeing' en el contexto de los vinos se refiere a la capacidad de ciertos actores para certificar y garantizar la calidad de un vino, lo que les da poder en la percepción del consumidor y, por ende, en la captura de valor dentro del mercado.
¿Cómo cambió la distribución de la rentabilidad en el sector informático desde los años 80 hasta 2005?
-Desde los años 80 hasta 2005, la distribución de la rentabilidad en el sector informático evolucionó significativamente, con una transferencia de valor de los fabricantes de computadoras integradas a las empresas de software y componentes, como se evidencia en el aumento de la participación de mercado de compañías como Microsoft e Intel.
¿Qué es la 'differentiability' y cómo afecta la creación de valor en los ecosistemas de negocios?
-La 'differentiability' se refiere a la capacidad de un producto o servicio para diferenciarse en el mercado y ser percibido como único o superior por los consumidores. Esto es crucial para la creación de valor ya que permite a las empresas establecerse como líderes en su sector y capturar una mayor proporción de la rentabilidad.
¿Qué principios guían la captura de valor en los ecosistemas de negocios según el discurso?
-Los principios que guían la captura de valor en los ecosistemas de negocios son la differentiability, la relative replaceability y la gestión estratégica de la oferta. Estos principios ayudan a las empresas a posicionarse de manera que puedan capturar una mayor parte de la rentabilidad del sistema.
¿Cómo Apple utiliza la 'relative replaceability' para mantener su posición en el mercado?
-Apple maneja la 'relative replaceability' al diversificar sus fuentes de suministro y al crear productos que son difíciles de reemplazar por competidores. Esto les permite mantener una posición central y rentable en su ecosistema de negocios.
¿Qué importancia tiene la aceptación de la responsabilidad en la percepción de confianza por parte de los consumidores?
-La aceptación de la responsabilidad es crucial para la percepción de confianza por parte de los consumidores, ya que demuestra la seriedad y compromiso de una empresa con la calidad de sus productos y servicios. Esto es especialmente relevante en sectores donde la seguridad y la confiabilidad son factores clave, como en el caso de los fabricantes de automóviles.
¿Cómo la tecnología y la competencia están transformando los ecosistemas de negocios actuales?
-La tecnología y la competencia están transformando los ecosistemas de negocios al permitir la creación de nuevos productos y servicios, así como la formación de nuevas configuraciones de actores que generan y capturan valor de manera más eficiente y dinámica.
Outlines
🍷 Ecosystemas de negocios y el valor de los vinos
El primer párrafo introduce el concepto de ecosistemas de negocios y la creación y captura de valor dentro de estos. A través de la analogía de los vinos de Bordeaux y los vinos de postre portugueses, se explora cómo los nombres y la reputación de ciertos vinos están influenciados por las dinámicas de mercado y la historia. Se menciona la diferencia entre los productores de vinos franceses y los comerciantes portugueses y cómo la historia, en particular la guerra de Napoleón, ha influido en la distribución y la percepción de la calidad de los vinos. El punto central es que los ecosistemas de negocios, como el del vino, pueden verse afectados por factores históricos y geográficos, y que la captura de valor puede estar en manos de diferentes actores dentro de la cadena de valor.
🏆 La clasificación de vinos y la garantía de calidad
Este párrafo se centra en cómo la garantía de calidad y la percepción del consumidor influyen en la distribución del valor en los ecosistemas de negocios. Se relata la historia de cómo, tras la Guerra de la Independencia de los Estados Unidos, se estableció una clasificación rígida de vinos en Bordeaux para convencer a los consumidores de la importancia de la región de origen. Se contrasta con la situación en el sector del café, donde los productores en países como Etiopía reciben una fracción mínima del valor total del café que se vende en el mercado. El párrafo subraya la importancia de la diferenciación y la capacidad de garantizar la calidad como factores clave para capturar valor en los mercados.
📱 El iPhone como ejemplo de un ecosistema tecnológico
El tercer párrafo utiliza el iPhone como ejemplo de un producto que no solo es un dispositivo sino también el núcleo de un ecosistema tecnológico más amplio. Se explica cómo Apple, al diseñar un producto que proporciona gran valor al consumidor, ha logrado dominar su ecosistema, no solo al crear un producto deseable sino también al gestionar inteligentemente su cadena de suministro y asegurarse de que haya múltiples fuentes para cada componente. Se destaca la importancia de la 'diferenciación' y la 'sustitutibilidad relativa' como principios clave para la creación y captura de valor en los ecosistemas modernos.
🚗 La industria automotriz y la conservación del valor
Este párrafo explora cómo la industria automotriz ha logrado mantener el valor a pesar de la gran cantidad de actividades que se han externalizado a proveedores. Se menciona que los fabricantes de automóviles son responsables de solo un 25% del valor añadido del vehículo, pero han logrado mantener la mayoría del valor a través de la diferenciación y asumiendo la responsabilidad legal por los productos finales. Se argumenta que esta estrategia ha permitido a los fabricantes de automóviles mantener el control de su ecosistema y la confianza del consumidor a largo plazo.
🌐 Creación y captura de valor en la sociedad moderna
El último párrafo aboga por la importancia de enfocar la creación de valor antes que la captura de valor. Se sugiere que la mentalidad de captura de valor a menudo se basa en exclusiones y no en la mejora de la sociedad. Se hace un llamado a la acción para que las personas piensen en cómo pueden aplicar principios de creación y captura de valor en sus propias vidas y en sus organizaciones, enfocándose en la innovación y la mejora continua. Se insta a la reflexión sobre cómo los individuos y las empresas pueden ser parte de la solución para crear un mundo mejor, en lugar de simplemente observar cómo otros lo hacen.
Mindmap
Keywords
💡Simbiosis
💡Ecosistemas de negocios
💡Valor
💡Captura de valor
💡Diferenciación
💡Suministro
💡Reemplazabilidad
💡Innovación
💡Competencia
💡Tecnología
Highlights
Symbiosis and business ecosystems are introduced as key concepts for creating and capturing value.
The importance of understanding ecosystems in various industries, such as wine and coffee, is emphasized.
The historical context of the wine industry, particularly the role of British shippers in the Portuguese wine market, is discussed.
The impact of Napoleon Bonaparte on the wine trade and the establishment of British dominance in the Portuguese wine market is highlighted.
The concept of 'differentiability' in products and its influence on consumer perception and market value is explained.
The strategic importance of controlling the supply chain and the principle of 'relative replaceability' in value capture is presented.
The evolution of the computing sector and the shift in market capitalization from hardware to software and semiconductors is analyzed.
The role of legal liability in maintaining control over the supply chain and value capture in the automotive industry is discussed.
The example of Apple's iPhone and its ecosystem, illustrating the interdependence of various actors in value creation.
The significance of creating value through product differentiation and the strategic management of the supply base is underlined.
The idea that value creation should precede value capture and the importance of not focusing solely on dividing the existing pie.
The concept of the 'toothbrush test' used by Google to ensure products are integral to consumers' daily routines.
The call to action for individuals and firms to consider their role in ecosystems and to prioritize value creation.
The importance of accepting short-term pain for long-term gain, as demonstrated by companies like Tesco and Toyota.
The conclusion that emphasizes thinking about value creation first and then division, to contribute to a better world.
Transcripts
since we're speaking about symbiosis
what I'd like to do is to speak about
ecosystems about business ecosystems
about creating and capturing value in
business ecosystems and of course that's
what I'd won't say because I'm a
Business School professor and at this
time of the afternoon you might want
some light affair so let me back up a
little bit and let me speak about wine
now let me give you a blank check and
say that you can go and buy some great
wine and you're looking at a wine shop
you want to get some good red and you're
going to the wines of Bordeaux and you
can think about the great names of the
French wines names like Chateau Petrus
or Chateau Margaux that have legendary
reputations and also steep prices now
then you'd like to also take something
for a dessert one so you're thinking
about some good vintage port this great
sweet wine that's made in Portugal and
you're looking around trying to see what
are the good port wines that you can get
the names are Sandman's downs warez
Taylor and floodgate which is kind of
strange because on the one hand French
names for good French wines but if you
think about the Portuguese wines they
all have British names the question is
why why is it that the names of the
Portuguese wines are British and it is
the British houses that are able to make
money on the wines that are being sold
well I'll tell you why it has to do with
the fact that these guys are shippers
the French guys are growers they are the
ones that have the grapes and turn them
into one you can go and you see the
shadows whereas the Portuguese ones are
shippers and the question is why well
let's do a bit of history and figure out
why things are so different in the very
same product why you have
two people in different parts of the
value-adding process guaranteeing and
also making all of the money and it all
starts with this chap napoleon bonaparte
known among other things for his height
not napoleon together with many of his
french countrymen had one trait than
that is a rather visceral dislike for
the french and he actually went to war
against the French and one of the
annoying things when you go to war
against the country is that the wines
the supplies start drying up so the poor
brits that absolutely loved what the
wines found themselves without wine
supplies the problem was hauled through
Portugal and the people who solve that
were the people that were shipping the
wine from Portugal back to London what
these guys did is to go to the final
customer and say oh don't worry I am
gonna tell you which wine is good and
which wine is less good and as I certify
what wine you will want to drink or not
as I am the one that gives you the name
I'm going to be the one that's going to
be keeping the returns 1815 the
napoleonic wars are over good Bordeaux
can flow again from France into the UK
the shippers say this is terrific
because we know what we're going to do
we're going to take over the trade of
wine we also will say that trust us will
tell you what are the right ones to
drink or not now the French of course
understand that that would be very bad
news they get the idea that if they lose
the ability of differentiate to the eyes
of the customer they're going to start
losing where the money is I was ignorant
no it's not about that it's actually
about the terroir it's about the area
where it is actually made and for about
three decades an advertising war the
first advertising war in the history of
humanity goes on in the trade newspapers
of the United Kingdom
we're shippers Pomona's growers all are
trying to convince the that in terms of
the French wine it is they that should
be able to guarantee it now it's
interesting because the guy who managed
to close the deal is the nephew of
Napoleon Bonaparte who rather annoyingly
is called Napoleon
the small now when you're the nephew of
a rather small guy to begin with I guess
that that doesn't look too good which is
why you're going to see up in the slide
that he's got these huge paintings of
him be that as it may
Napoleon the small said Oh what we're
going to do is we're going to have a
classification big on crude let's say
we're going to say there's a lower
growth um then there's a paella cook
let's say and this way we will create a
rigid system to convince anyone who
consumes wine that the only thing that
matters is where it comes from and they
made it so rigid that they didn't change
it actually we change it twice once
because they literally had forgotten a
wine and these people said hello we're
on the map we waited on the original
list please put us in and the second
time it was for one of the wines of the
Rothschild family and I guess you don't
really want to piss off the Rothschilds
who bankrolled you in various different
ways now what that shows you is that who
is able to guarantee quality who makes a
difference in the eyes of the consumer
is not given it's something that varies
in port it is the shippers in Bordeaux
it is the growers in co2 on it's neither
the shippers nor the growers it is the
Khmer song it is the people that go and
buy the grapes and create these great
wines and if you think about what's
going on today you have especially in
the middle and in the lower part of the
market the big retailers Sainsbury's
coming up with its blonde the blonde
champagne or Tesco because they too want
to make sure that they are the ones that
you actually turn to in order to
identify what is valuable and what is
not
and if you can trust that with what
you'll need when you've drank way too
much coffee wine which is coffee and if
you think about coffee coffee is quite
similar and it's actually one of the
most widely traded commodities in the
planet just after oil now coffee grows
in wonderful lush places like the
highlands of Ethiopia and the people
that grow coffee the people that are up
in the fields in Ethiopia do a terrific
job caring about their crop caring about
the way that the crop is put together
much as the French counterparts that are
growing wine do but if you look at
what's happening in Ethiopia
unfortunately they need food aid to be
able to live and the reason is that for
every one euro or dollar a pound of
coffee that you buy at Starbucks they
get one cent of the value-add and for
all the effort of active it's like the
Dhamma that you see in the picture and
others whether it is fair trade or other
organizations that are trying to
rebalance who captures value in the
value chain the lack of the gong crew of
Ethiopia the different organization of
the sector has a lot to do with who is
able to make money and who not now if
the question of who in a complicated
business ecosystem is making money is
interesting in sectors as old and
slow-moving as coffee and wine it gets
much more exciting when you think about
most of the sectors today why well
because from telecommunications to
health care to energy what we see is
that the sectors are changing firms this
integrate they outsource they break up
they create new ways of adding and
capturing value let me give you one
example and think about these devices
that we are all cooked up think about
things like the iPhone not the iPhone
deuce amazing things it allows you to
find
the dinner date from someone that you
have never met before it allows you to
interact with Angry Birds it allows you
to figure out what the weather is and
know where your friends are and
following from them through town now
this is something that no one product
used to do and what our economy consists
of today is more and more sectors that
create new products but not only new
products but also new ecosystems new
ways in which actors are put together to
create value let's go back to the
example of an iPhone because the iPhone
is not a device which is fully made and
done fully operational only from the
virtues of Apple it right it R is it it
relies on an ecosystem
it requires the telecommunication which
is provided by the likes of Vodafone it
requires the product to be done Apple
doesn't create any of its products if
you look at at its back you'll see
designed in California manufactured in
China it's companies like Foxconn that
do that you have apps that you go and
buy from its store but the apps that you
buy from its store are not done by Apple
Apple takes 30% of the apps that it has
there but on the other hand it makes
none it leverages the energies of others
so what it does is first create
something that makes the customer really
really happy it's not just about
differentiation it's not just about
being better
it's about differentiability it's
finding where the customer is going to
give the money like in wines in wines
it's not important whether you are a
better grower or whether you're a better
shipper it matters whether growing or
shipping has the value it's not just
about the differentiation but the
differentiability so the first thing it
does is that it makes sure that it adds
a lot of value to the eyes of every one
of us the second thing that it does is
that it manages very carefully its
supply base
would never go and buy anything unless
it has at least two sources from which
it can actually take it usually much
more than that why well because if you
have an alliance with many friends and
if you are the only one in there then
the value comes to you so the second
principle that explains to us where
value exists in an ecosystem is the
principle of relative replace ability
big fat academic words and there was an
academic that actually cared about the
relative replace ability that drives
value quite a lot this bearded political
economists that used to live a bit
further up north from where my office in
London is by the name of Karl Marx
you see Marx was rather annoyed that
these dandies of the capitalist era
we're having a nice life enjoying
looking smashing and not working really
that much and having a grand life
whereas the workers were literally
breaking their backs with 80 nowadays
and that was bothering him he was trying
to understand why in this very simple
echo system with capital and labour all
the money was going to capital and none
was going to labour and he eventually
said ah I got it I know why this is
happening this is happening because
there is the reserve army of the
unemployed because if there's so many
people who are willing to enter the
labour force and if there is such
intense competition in the labor force
then the price of the labour will go
down and then it is the capital that
will be the scarce commodity it is the
capital that will be the bottleneck it
is the capital that will be the one that
will be able to attract the most amount
of value because you cannot replace it
now as a business school professor I
like looking not only at cases but data
and you'll indulge me are sharing some
of that from the research that we are
done and what we've done is say well ok
let's think about ecosystems and let's
be a bit more serious
about it and let's take the value and
here I'll show you graph of the total
market cap in a couple of important
sectors and first you will see the
computers so what will I show you I will
take the entire ecosystem of the
computing sector and I'll tell you how
it shifted from the 1980s to 2005 who do
I have here the big integrated computer
makers the likes of IBM and Dell the
guys have made computers this is what
you see up there as computer
manufacturers I also have the people
that make software over there the people
like Microsoft or other big software
providers like WordPerfect that some of
us might remember you also have
semiconductors and related devices the
guys like Intel or AMD and what we're
looking is how they are splitting the
market cap of the sector and what you
can see from 1980 until 2005 is this
dramatic change in who makes money in
the computing ecosystem this change that
made the 13 out of the 50 richest people
in the universe and what you're seeing
here is precisely what I talk to you
about first the differentiability shifts
from making the computer to the
operating system that you use as well as
to the central processing unit second
through standardization firms like
Microsoft are able to shift the value by
making themselves more central more
valuable and opening up the floodgates
of competition in the other parts of the
sector way that were they don't compete
let's go on trust this with another
sector and I'll tell you a little bit
about cars because Curren is kind of
interesting and cars changed quite a bit
over the last two decades you may or may
not know that the car manufacturers only
manufacture around 25% of the value-add
of what is in your car all the rest is
outsourced to all kinds of suppliers and
the interesting picture here is the
picture of how value
went along or didn't as the case may be
with this huge outsourcing so here's the
interesting thing the car manufacturers
kept all the value and none of the
suppliers that were doing more and more
stuff was able to take it back now why
to the reasons the first reason is that
they were able to keep differentiability
the other ones driving the experience
they are the ones telling you why one
car is different from another
they haven't even let Apple go in the
car they want to manage the electronics
of the car and not make it be a vessel
of all the different value adding
components the second and perhaps
unexpected thing is that they also take
legal liability for what they build what
do they do well they say that if
something goes wrong with a car and if
we need to recall I'm not going to say
oh sorry that was my tire supplier that
did a bad tire winchell I know nothing
that was this other supply that did it
don't look at me guff they are legally
liable every time things go wrong they
go and they do the callbacks like the
ones that we just saw from Toyota are
coming up and they need to stand behind
it and paradoxically this thing that
seems like a huge nuisance as something
that they wouldn't want to do well these
things are what allowed them in the long
term to rule the sector now if you think
about it you'll understand also what
happened in the case of Tesco as you all
know we recently found out that some of
the burgers in Tesco contain meat now
Tesco doesn't manufacture the burgers
not even the suppliers of Desco
manufacture of the burgers not even the
suppliers suppliers actually do the
burgers they buy their meat from all
kinds of complicated networks Tesco
didn't say oh I'm sorry that I don't
know anything about these things ask ask
my supplier or ask my supply supplier
they actually went and took the
responsibility and said we cooked up we
need to repair that and it is our
responsibility and the reason that they
did that is that they knew that if they
hadn't done that then they would have
lost the possibility of keeping the
trust of the
Zoomer and they would have lost the
possibility of ruling the supply chain
short-term a pain for long-term gain the
last thing that I'd like to tell you has
to do with value creation versus value
capture I spoke about Apple just a
moment ago and I told you that Apple
managers replace ability very
intelligently but make no mistakes the
first thing they do is to do something
that will make you deliriously happy
that will make you love their products
that will make you groupies and because
they made you groupies they are able to
rule their own ecosystem
differentiability first replace ability
second the size of the five first the
share of the pie second that's a way to
add value now unfortunately we know that
there's other ways in which we can make
value and the other ways has to do with
focusing on the share of the pie and
here in Greece what's happening is that
most of the focus is creating replace
ability not because you're better but
because you're the friend of the
government who you make a replaceable
doesn't have to do with value at all you
do it the cheap way you do it by
excluding others from competing whether
you are a garbage collector whether you
are a taxi driver whether you are a
notary public what you tell to society
is don't let other people compete
because I would like to keep the value
in society
don't let them create new ways of adding
and capturing value because I would like
to continue making a good life the
problem though is that what we have
found out is that this mentality of
adding and capturing value I would say
capturing value are not caring about the
rest of society just doesn't work and we
know that once we break these barriers
once we put value creation first once we
stop thinking about the division of the
pie and we allow new configurations
great things can happen with society the
good thing is that technology and
competition means that we're going to
have the possibility
of seeing these new products seeing
these new offerings the big question
that we have is whether we will be able
to be part of that or whether we're
going to be watching things walk by and
I think that we should take our leaf
from most of the companies that we know
as the drivers of value today think
about Google Google is also very
strategic in the way that it manages its
supply chain but before it goes to
strategize its ecosystem it asks the
people that are involved in its project
to answer whether it passes the
toothbrush test whether it's something
that relates to you that you do every
day
that is part of your routine and that
can make a difference to your life
and after that they are able to
structure the rest of the ecosystem so
what I'd like to ask you to do is to
think first about the creation of value
and then about how we're going to be
dividing it so next time you sip some
wine drink your coffee drive your car
open your computer search on the
internet and look at your smartphone
think about what are the true drivers of
value and the principles by which you
can catch a value and after you've done
that turn back to yourselves and remind
yourselves that you too are part of an
ecosystem your firm is an ecosystem and
think about how some of the same
principles apply to you ask yourself can
I learn something from Tesco or Toyota's
acceptance of the short-term pain in
order to gain long-term gain and become
less replaceable can I find a way of
cementing my position by becoming more
differentiable rather than by trying to
keep people away and as you think about
not only you and your careers but all
the other ecosystems were embedded in
whether that is your sports team your
Scout Troop or anything else that makes
you happy
think about the creation
value first and think about how we can
make a better world
that's what plus means thank you
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