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What U.S. E-Commerce Can Learn from Its Global Copycats

Harvard Business Review

Every new market I look at seems to have an Amazon-style copycat — a website that looks, functions, and sells products a lot like a well-known online retailer. In India there''s Flipkart , in Russia there''s Ozon , and in Thailand, Indonesia, and other South East Asia markets there''s Lazada. In some cases this is true.

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How Netflix Expanded to 190 Countries in 7 Years

Harvard Business Review

It also must face a diverse set of national regulatory restrictions, such as those that limit what content can be made available in local markets. In France and India, for example, homegrown leaders offer local-language video content, thus depriving Netflix of first-mover advantage.

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How Netflix Expanded to 190 Countries in 8 Years

Harvard Business Review

It also must face a diverse set of national regulatory restrictions, such as those that limit what content can be made available in local markets. In France and India, for example, homegrown leaders offer local-language video content, thus depriving Netflix of first-mover advantage.

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NewTV Is the Antithesis of a Lean Startup. Can It Work?

Harvard Business Review

Because the amount of customer discovery and product-market fit you need to find is inversely proportional to the amount and availability of risk capital. The mantra of “ first-mover advantage ,” the idea that winners are the ones who are the first entrants in their markets, became the conventional wisdom in Silicon Valley.

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Microsoft’s Bid to Make Outlook More than Email

Harvard Business Review

Apple’s iPod started as a music-playing device, until it developed the iTunes music store and App Store to connect content providers and app develops to iPod users. Outlook’s market share still lags behind the default mobile email clients on iPhone, iPad, and Android. Grow mobile.

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Growing, or Not, in an Age of Permanent Volatility

Harvard Business Review

In a recent Accenture study involving 1000 CFOs and CMOs across eight industries and a dozen countries in developed and emerging markets, 85 percent of executives expected their companies to grow at a rate equal to or significantly greater than global growth forecasts. Why is a growth market that "lifts all boats" so tough to imagine?

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Strategic Choices Need to Be Made Simultaneously, Not Sequentially

Harvard Business Review

The CEO of a large Australian company called me to relay a particular strategy development problem his firm was facing, and ask for my advice. For example, Uber made a Where to Play choice that included China because it’s a huge and important market. But it didn’t work in the Where to Play of China.