Download Copycats: How Smart Companies Use Imitation to Gain a by Oded Shenkar PDF

By Oded Shenkar

In the enterprise international, imitation will get a foul rap. We see imitating enterprises as ?me too? avid gamers, compelled to repeat simply because they've got not anything unique to supply. We pity their destiny: a lifetime of choosing up crumbs discarded by way of innovators striding a course paved with reputation and profit.

In Copycats, Oded Shenkar demanding situations this point of view. He unearths how imitation?the unique or broad-brushed copying of an innovation?is as serious to prosperity as innovation.

Shenkar exhibits how savvy imitators generate large earnings. They retailer not just on R&D expenditures but in addition on advertising and marketing and ads investments made via first movers. they usually keep away from high priced error by way of watching and studying from others? trials.

Copycats offers feedback for making imitation a center aspect on your aggressive approach and pairing it powerfully with innovation, including:

· the way to decide on the ideal version to imitate

· easy methods to keep away from oversimplification of a model

· Which imitation technique to use

· how you can organize and execute an implementation plan

Engaging, functional, and wealthy in corporation examples, Copycats unveils how one can upload imitation on your aggressive arsenal.

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Example text

Imitations of the phonograph showed up in thirty years, whereas compact disc players were imitated in three. It took a decade before the first imitation of the Chrysler minivan appeared; QQ, a Chinese copy of GM’s minicar, showed up within a year. S. prescription drug market, but by 2007 they made up 63 percent. 13 In the wake of a number of Comet crashes, Boeing (with its 707) and McDonnell Douglas (with its DC-8) have come to dominate the market. 14 IBM repeated the feat with a personal computer that took the best of the Apple and Commodore machines, among others, and combined them to create the first commercially viable product, only to lose out to clones led by Compaq and Dell.

It must be weighed in terms of underlying context and capabilities, and it is closely intertwined with innovation. Establishing the balance between innovation and imitation is challenging, because this kind of balance is a moving target. S. prescription drug market. This change frayed the innovators’ business model and pushed them to embrace imitation as a complementary strategy. ”28 Other innovators—such as Sandoz and Daichi Sankyo (which acquired a controlling interest in Indian generics maker Ranbaxy)—have made inroads into generics, and some have reduced their R&D outlays.

Imovators also possess the skill to avoid deceivingly simple modeling of complex realties and the ability to parse a multifaceted puzzle into recognizable parts without losing sight of its combinative architecture. Imovators also know how to develop and leverage the distinct qualities associated with imitation. These include the ability to conduct broad searches in real time, work from multiple models, understand correspondence between a product or model and its market, and undertake quick and effective implementation, improvising as they move in a rapidly changing environment.

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