CoasTing: un Ambicioso Programa de Investigación que Combinó Diferentes Estrategias
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Abstract
Después de dos décadas de no presentarse un cambio radical en el mercado de las bicicletas en Estados Unidos, en el 2002 surgió un programa de investigación con el objetivo de modificar la visión del negocio de bicicletas en ese mercado y provocar sinergias entre actores de la cadena de valor de este producto (proveedores, fabricantes, distribuidores, vendedores y clientes). Se trata de un caso en que se combinaron una serie de estrategias, impulsadas por el proveedor líder de componentes para bicicletas (Shimano), con el propósito de enfrentar nuevas condiciones y oportunidades que este proveedor percibió, y que afectarían el negocio de las bicicletas en ese país. El programa no sólo creó un producto innovador, sino también determinó que se debía ir más allá del producto tangible. Este artículo se basa en distintas publicaciones con el fin mostrar el contexto, las estrategias y las lecciones que se derivaron de esta experiencia empresarial.
ABSTRACT
After two decades with no radical change in the bicycle market in the USA, a research program arose in 2002 with the aim to modify that sector’s business vision for and to stimulate synergies among the different participants in this product’s value chain (suppliers, manufacturers, distributors, salespersons and customers). It is a case in which several strategies were combined, triggered by the leading supplier of bicycle components (Shimano), to face new limitations and opportunities that this supplier observed would affect the bicycle business in that country. The program not only created an innovative product, but also established that business practice should go beyond the tangible product. This article is based in several publications with the goal to show the span, strategies and lessons derived from the business experience.
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