Different case, same picture?
Curious as I am, I also looked at another company that recently faced a major crisis: Blackberry. In October 2011, Blackberry users were in turmoil: a malfunction caused users in Europe, the Middle East, Africa and South America to be unable to use the internet or ping for almost a week. Again, the same picture: a huge increase in messages about Blackberry and a negative sentiment. In total, 217,093 messages were posted during the malfunction period (from 9 to 14 October 2011), of which 33% had a negative sentiment.
Activity Sentiment Blackberry
But here the negative sentiment did not last. Only in the month of the crisis was there a huge negative sentiment, but in the months after that the percentage was about the same as in the months before the disruption.
he comparison of a business network with a biological ecosystem dates back to the 1990s. James F. Moore discovered that successful companies such as Microsoft, IBM and Intel use sophisticated survival strategies that also occur in natural ecosystems. Comparable to predators and their prey, flowering plants and their pollinators and other life forms that live together in symbiosis . Before that time, a market was seen as a mere battlefield that had to be dominated with generic competitive strategies (among others Micheal Porter and Treacy & Wiersema ).
Moore distinguishes three layers within a business ecosystem (see figure 1) with an increasing level of dependence on each other:
business ecosystem
extended enterprise
core business
business eco system
Digital ecosystem, online network of diversity
With the rise of the Internet, the popularity of 'ecosystem thinking' is increasing. After all, the Internet itself is an interactive system formed by the interaction between all individuals and companies in the network. There is, just like in nature, room for great diversity.
In the broadest sense, a digital ecosystem is defined as the total system of interaction between industry, site, brand, product, data and people. It includes all stakeholders: partners, suppliers, competitors, customers, analysts, commentators, journalists, bloggers, prospects and citizens. The technical infrastructure and the functions that the network fulfils are also part of the ecosystem. Hard boundaries between ecosystems are difficult to draw, because there are all kinds of relationships between the systems, online and offline.
In recent years, several definitions and visualizations of digital ecosystems have been developed. Each definition highlights a part of the digital ecosystem from a different perspective. Figure 2 shows the digital ecosystem as a network of different functions.
Figure 2. Digital ecosystem as a network of different functions, Infuz2012
In today’s digital age, a company’s fate is largely determined by its position in the digital ecosystem. Without added value or a defensible competitive strategy, there is no place in the tunisia phone data digital arena. A thorough analysis of the digital ecosystem provides insights to formulate your digital survival strategy:
Position of the company and customers in the ecosystem
Potential of the position in the ecosystem
Size and market space of the ecosystem
Parts of the ecosystem that are growing fastest
Areas where the company may win or lose
Opportunities for creating competitive advantage
Potential strategic partners
Map your digital ecosystem in five steps
Mapping a digital ecosystem is a complex and time-consuming task. The outcome is usually unknown in advance. A large number of choices must be made during the process. Sometimes very practical, sometimes strategic in nature. The following step-by-step plan provides a guideline.
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