Dyson sues after discovering German ‘spy’ on its staff – Telegraph
Dyson has discovered a spy for its German rival Bosch working in its high-security inventing department in Malmesbury.
One of the basic principles of business strategy is that competitive advantage comes from differentating yourself from competitors. This comes from either improving processes or improving products – cost leadership or product/service differentiation.
Competitive Advantage cannot come from a follower-strategy. It comes from proving to customers that you are different and offer something that competitors don’t have.
Copying competitors does not do this – it shows a lack of ideas and a lack of creative, innovative strategy. For a company like Bosch, known for engineering excellence, resorting to corporate espionage – and being suspected of wanting to use another ocmpany’s ideas says that Bosch is in deep trouble.
There is a big difference between competitive intelligence and corporate espionage. Competiive Intelligence aims to understand everything about the competitive environment – and why customers choose one company in preference to another. It can also try and understand what a competitor aims to do next – so that clear lines can be drawn between companies. Espionage does something different. It says “we want to do the same as you and want to know your secrets”. That’s a straegy failure – and wrong!
See on www.telegraph.co.uk
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And all those making a mint from iPhone and iPad wannabees?
What about all those followers making a mint with iPad and iPhone wannabees?
Most aren’t making a mint. Samsung is getting sued – with Apple winning in some places. HP pulled out of the tablet market because they couldn’t make money (never mind a mint). They also try and differentiate on other factors. The one that’s most successful is the Kindle – precisely because it’s not following a “follower” strategy but is positioning (and pricing) itself differently (i.e. an e-book reader with tablet functions).
There’s no problem having a market with multiple products where each is a leader in a single niche. Also some people don’t like the Apple IOS – so prefer Android. The problem is when you don’t do your own thing but try and do the same as a competitor. Stealing a competitor’s product designs and technologies implies that your technologies aren’t good enough to win over customers.
When Microsoft stole Apple’s GUI concept to produce the first versions of Windows he didn’t just copy Apple. He innovated and marketed it completely differently – which meant that Windows become the dominant operating system. He didn’t copy the whole source-code – he copied the concept. What Bosch has done is equivalent to copying the source code.