"Business is cooperation when it comes to creating a pie and competition when it divided" (Nalebug-Branderburger, 1996)
Though it may seem that the concept Coopetition-Cooperation and Competition (coined by Nalebug-Branderburger, 1996) applies only to businesses, it should be noted that a STP acting more like a business (regardless of its nature constitutive) and responds to the same pattern in As for interaction with the environment, that an enterprise (SME usually because of their size).
Therefore, in this case, a STP is not immune to this. That new mindset to consider competition and cooperation goes back to game theory applied to the world of business. This abstraction can be used similarly to the STP at the time to interact with the environment.
In this sense I think very useful to design a "map of net value" as it raises Nalebug-Branderburger focused on a STP that will allow us to make a reflection on customers, competitors, suppliers and completer.
Here we can already see the results of two symmetries very interesting: customer-supplier and competitor-completer. We must also take into account what enriches the map of net worth is that each player (customer, supplier, competitor and / or complement) has several roles and uses them as more appropriate.
I find interesting the fact incorporate game theory to the STP environment, and be able to identify players, rules, tactics and the pitch and everything in what order? just be able to identify the added value of each player in the process of generating wealth of the environment in which the STP is seen as added value as "what each player brings to the game" (Nalebug-Branderburger, 1996).
All the players joined, the oldest in the game and new. Sometimes, I see that incorporating a new player creates a structural instability in the environment because you have to redeploy the forces of cohesion between the different players and that is evident in instability sensitivities understandable but surmountable. We must avoid thinking about the fact that with each new addition is "every piece of the pie smaller," but that makes the cake is much more palatable if there coopetition.
Speaking of tasty cakes seems that now the theory of the management of parks will be similar to the theories of quantum physics which are color-flavor characteristics of the quantum particles ... but I do not pretend, however if it is related to what is claimed to speak for generating wealth in the socio-economic uniting the efforts of all players, making such an environment that incorporates the STP 3.0 as an asset and motor end to be, for tissue-business entrepreneur in the region
Though it may seem that the concept Coopetition-Cooperation and Competition (coined by Nalebug-Branderburger, 1996) applies only to businesses, it should be noted that a STP acting more like a business (regardless of its nature constitutive) and responds to the same pattern in As for interaction with the environment, that an enterprise (SME usually because of their size).
Therefore, in this case, a STP is not immune to this. That new mindset to consider competition and cooperation goes back to game theory applied to the world of business. This abstraction can be used similarly to the STP at the time to interact with the environment.
In this sense I think very useful to design a "map of net value" as it raises Nalebug-Branderburger focused on a STP that will allow us to make a reflection on customers, competitors, suppliers and completer.
Here we can already see the results of two symmetries very interesting: customer-supplier and competitor-completer. We must also take into account what enriches the map of net worth is that each player (customer, supplier, competitor and / or complement) has several roles and uses them as more appropriate.
I find interesting the fact incorporate game theory to the STP environment, and be able to identify players, rules, tactics and the pitch and everything in what order? just be able to identify the added value of each player in the process of generating wealth of the environment in which the STP is seen as added value as "what each player brings to the game" (Nalebug-Branderburger, 1996).
All the players joined, the oldest in the game and new. Sometimes, I see that incorporating a new player creates a structural instability in the environment because you have to redeploy the forces of cohesion between the different players and that is evident in instability sensitivities understandable but surmountable. We must avoid thinking about the fact that with each new addition is "every piece of the pie smaller," but that makes the cake is much more palatable if there coopetition.
Speaking of tasty cakes seems that now the theory of the management of parks will be similar to the theories of quantum physics which are color-flavor characteristics of the quantum particles ... but I do not pretend, however if it is related to what is claimed to speak for generating wealth in the socio-economic uniting the efforts of all players, making such an environment that incorporates the STP 3.0 as an asset and motor end to be, for tissue-business entrepreneur in the region
"A Great Place to Grow"
but let's talk about it later on ...
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