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DEVELOPING NEW BUSINESS IDEAS Scott Cook’s insight finds an echo in Jeff Hawkins’ description of the
key insight which led his team to design the Palm Pilot: ‘I realised that
my competition was paper, not computers.’72
boundary-hopping into area
two: alternative strategic time
groups within industries substitute functional and
Mapping a market or an industry industries emotional appeals
to buyers
along the conventional lines of
price and performance tends to conventional
reveal a number of strategic market
groups, that is companies
competing in the same sub-space alternative complementary
strategic groups products and
within industries services
non-conventional
parts of the
buyer chain
within the total market. The car
market is an obvious example, with high-performance/high-price cars
such as BMW, Mercedes and Jaguar defining a clear group.
Price and performance are not the only dimensions against which to
map a market. The UK newspaper market used to be analysed according
to physical size of newspaper versus perceived editorial quality.
Broadsheets formed a conventional cluster, so did the red-top tabloids,
and the tabloid-format Daily Mail was positioned in the middle. The
broadsheet Times and Independent hopped over the traditional
boundaries defined by format and created a new opportunity by
publishing tabloid editions.
The Sony Walkman represents a further example of how elements from
different strategic clusters within a market can be combined, in that the
Walkman brought together the convenience and low cost of a portable
radio with the sound quality and contemporary image of a conventional
home stereo.
boundary-hopping into area time
three: non-conventional parts
of the buyer chain The concept substitute functional and
of the buyer chain recognises that industries emotional appeals
a number of different people are
directly or indirectly involved in alternative to buyers
the purchase decision. While strategic groups
individuals may overlap, the within industries conventional
typical roles include influencers, market
such as finance directors;
specifiers, whose expertise guides complementary
products and
services
non-conventional
parts of the
buyer chain
