Co-opetition Buchzusammenfassung - das Wichtigste aus Co-opetition

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Zusammenfassung von Co-opetition

Name: Co-opetition
Rating: 4 (41 reviews)
Author: Barry J. Nalebuff and Adam M. Brandenburger

Barry J. Nalebuff and Adam M. Brandenburger

A revolutionary mindset that combines competition and cooperation; The Game Theory strategy that’s changing the game of business

4 (41 Bewertungen)

16 Min.

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What’s in it for me? Learn how to cooperate and compete simultaneously.

Particularly in business settings, the concepts of cooperation and competition tend to be viewed as opposite, mutually exclusive ideas. But this isn’t necessarily the case, and with a bit of creativity and a gentle merging of the two words, the concept of co-opetition emerges. While it may seem a fairly strange word, it’s actually a useful tool when setting up a business in today’s complex marketplace.

If you’re involved in business, whether as a customer, supplier, entrepreneur or competitor, you need to know how the game of business works and, perhaps more importantly, how to shift the rules to your own business’s advantage. In Co-opetition, Barry J. Nalebuff and Adam M. Brandenburger introduce the different parts of the game of business, and the multiple interdependent roles that each player has.

In these blinks, you’ll discover

how Super Mario ended up being more famous than Mickey Mouse;
how to use contractual terms such as “most favored customer” to your advantage; and
why people’s perceptions of how your business is doing are an important factor.

In the business world, two players can cooperate and compete at the same time.

What does it take to make it in the business world? Some people think it’s purely a matter of getting one over on the competition. In this view, business is like a race, and you just have to keep your fingers crossed that your main competitors will trip and fall along the way.

But this metaphor doesn’t necessarily apply to all business. In reality, two business competitors might actually benefit from supporting each other, instead of trying to outrun each other.

To understand why, let’s divide business players into four groups. The first three are obvious: the customers, the suppliers and the competitors. The fourth group? These are the complementors.

In essence, complementors are products and services that supplement your product to make it more valuable. Hardware and software are perfect examples of a complementor duo: when people have better hardware, they need faster software, and vice versa.

It’s worth noting that there’s not always a clear divide between complementors and competitors. Although we’ve outlined distinct business roles – suppliers, customers and so on – players can also take on multiple roles.

Therefore, you might be cooperating with a player by adding value to your respective products and at the same time competing with them to determine how to divide the value between you. For example, in the cosmetics industry, manufacturers and retailers complement each other, as both play a vital role in supplying consumers with cosmetics. However, customers are only willing to pay a certain price for, say, lipstick, so manufacturers and retailers have to compete with each other when it comes to dividing up that sum.

And that’s exactly where the term co-opetition comes from: it’s when two players cooperate and compete with each other at the same time.

These double roles may seem confusing, but being aware of them is essential if you want to develop an effective business strategy.

You can use game theory to navigate complex business relationships.

Navigating the business world and understanding all the different players involved can be confusing. To make it a bit easier for yourself, use game theory, an approach for developing effective strategy when your actions depend on those of other players.

First, you need to assess each player’s relative position by unpacking the PARTS. The acronym PARTS represents the five elements of the business game:

Make sure that playing the game of business is worth your time.

When a business player thinks about entering the market, they often forget one important point: whenever the number of players changes, so does the game itself.

Your decision to enter the game might not necessarily be a bad thing for the existing player, and could even be as valuable to them as it is to you. After all, if you become a competitor to one player, another will profit. The customer, for example, will have more options if you decide to enter the market.

Added value is a power level in the game of business.

Remember the A in PARTS? Right, it stands for Added value, which refers to whatever a player brings to the game upon entering. It’s important to keep in mind that this added value isn’t a constant, fixed factor – you can change it.

But first, why would you want to? Well, if you’re already adding value to the game, you can gain power by diminishing the added value of other players.

Changing the rules of the game changes the balance of power between players.

When we’re children, other people’s rules govern our behavior: we cross the street when the light is green, go to bed when we’re told and walk through our elementary school hallways in single file.

But in adulthood, we can make up some of the rules ourselves. And in the business world, this changes the game completely. Here, rules determine how you must treat your employees, the environment and your customers.

Changing how other players perceive the game will influence their behavior.

The human mind is a powerful thing. In the business world, each player’s perception of the game can actually change the reality of game itself!

Why? Well, our ideas about how things work motivate our behavior. So, if you want to change how players in the game interact, start by changing their perceptions.

You can gain leverage by changing the scope of the game.

If you want to, you can look at anything in life as a big game. But here’s the thing: each game is part of another, bigger game. The simple fact that every game is linked to every other game means that your behavior as a player can have a ripple effect.

After all, what you do today in the television industry might impact what happens tomorrow in the political sphere; just one action can link two completely separate games.

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Worum geht es in Co-opetition ?

Co-opetition (1996) combines game theory with business strategy, presenting a roadmap for how to create a successful venture. The authors explain how running a business is just like playing a game: it involves mastering the rules, knowing the players and the value they bring, understanding tactical approaches and being able to see the big picture. With these elements in place, you can utilize them to improve your own position in the game of business.

Bestes Zitat aus Co-opetition

Business is cooperation when it comes to creating a pie and competition when it comes to dividing it up.

—Barry J. Nalebuff and Adam M. Brandenburger

Wer Co-opetition lesen sollte

Anyone who likes thinking about business in theoretical terms
Anyone interested in finance and macrobusiness
Students of philosophy, psychology and economics

Über den Autor

Barry J. Nalebuff is a Milton Steinbach Professor at the Yale School of Management. Adam M. Brandenburger is professor at the Stern School of Business at New York University, and was previously a professor at Harvard Business School. Both authors have conducted extensive research on game theory.

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