Out with the ancient, in with the innovative! That's the standard path of innovation. PCs killed typewriters, for example. Smartphones outdated telephones, pocket calculators, and point-and-shoot cameras. Every once in a while, however, an ancient technology rises from the ashes and finds novel life. : Rebirth
It
is feasible for softwarecompanies in India to prolong the life expectancy of some
technologies, along with the organizations and communities that back
them. Successful companies may be able to relocate a 'dying'
technology by redefining its individuality and value for the
customer. When things looked truly bad for the mechanical watch
industry, when the industry seemed on the verge of breakdown, watch
collectors started purchasing mechanical watches at auction at best
prices. This sent a signal to the industry that there may still be
hidden value in what they supposed was a dead technology. And so
these collectors become almost like canaries in a coalmine, in a
respectable way. They sent a signal of optimism that there might
still be value there.
Redefining
an industry's worth also means redefining the rivalry. And in order
for a technology to resurge, the entire industry must do that. In the
case of the Swiss, for example, they were no longer challenging
against the Casio and Seiko of the world, but rather creating a fresh
market for luxury watches.
Another
example is fountain pens. The industry sold roughly 45 million units
in 1960s. Sales then plunged to approximately 7 million units by
1980s due to the rise of the ballpoint pen. But in 2010s, annual
sales of fountain pens had rebounded to almost 20 million units. The
reason: Fountain pens were now advertised not simply as practical
writing implements, but also as sentimental fashion accessories. As
such, they were not truly in the identical competitive market as
ballpoint pens anymore.
The
question becomes whether ASPDOT NET software companies in India re competing on the old terms
or on a set of new terms. And industries that successfully re-emerge
are those who redefine their competitive set - the group of
organizations upon which they want to contest and the value proposal
that they send to the consumer.
A
few years ago, it seemed like mega-chains like Borders Books might
crush independent bookstores. What happened instead was that online
booksellers sucked Borders, which had secured all of its super-stores
by 2010-2011. Meanwhile, the independents are gradually re-emerging.
In 1995, the American Booksellers Association had a membership of
about 5,500 stores. By 2009 that number had dropped to 1,401. But the
number has rejuvenated a bit to 1,632 currently. While Borders was
competing on price the independents were falsifying a renewed
competitive identity. Independent bookstores were created on
the idea of community building and today they have moved their sole
focus away from the books they sell—Amazon can do that. Rather,
they have shifted their focus to build communities for their readers.
They've connected with consumers' craving to be with others who are
like themselves. The Swiss understood the significance of helping
consumers build an emotional link with their watches. The same holds
correct for the independent bookstores that are getting it right. To
endure, they're shifting their organizational identities to generate
emotional value in their communities.
The
value of some products may go beyond pure functionality to hold
non-functional aspects that can influence consumer buying behaviours
although it is unlikely that such emotional or self-expressive
benefits will totally trump function, exploring these other elements
can offer c#software companies in India with valuable extra time to progress
possible adaptation or repositioning strategies.
The
lesson for asp.netsoftware companies in India is that a new technology is not
always the only way to get ahead of the arc when older technologies
or industries seem to be reaching the expiration of their life.
