Difference between revisions of "Gameplay Patterns"
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===Pig in a Poke=== | ===Pig in a Poke=== |
Revision as of 04:25, 14 November 2017
Gameplay are actions you can take to influence the market. Some people might call these “strategic moves” or “stratagems”.
From chapter 11 in the book:
...there exists many approaches that you can deployed in order to influence the map. These approaches depend upon the map and the position of pieces within it i.e. they are not universal and you have to learn when and where to use them.[1]
From the blog:
I need to emphasise Sun Tzu's five factors in competition - purpose, climate, landscape, leadership and doctrine - however unfortunately most ignore climate & landscape (a bit like trying to use Boyd's OODA loop but ignoring the observe & orientate bit). The problem with this is that whilst the game plays can help you manipulate the landscape, if you can't see the environment then they can be downright dangerous. It's always a good idea to look where you're shooting before you fire the rifle.[2]
Contents
User Perception
These forms are about influencing the end user view of the world.
Education
Overcoming user inertia to a change through education. There are 16 different forms of inertia and many can be overcome directly with education. Don't underestimate this.
Bundling
Hiding a disadvantageous change by bundling the change with other needs.
Brand and Marketing
Fear, Uncertainty, and Doubt
Creating fear, uncertainty and doubt over a change in order to slow it down.
From chapter 11 in the book:
Often used to slow evolution by exploiting inertia to change within customers and forcing new entrants to divert energy away from the components and into countering the accusations.[3]
Creating Artificial Needs
Creating and elevating an artificial need through marketing and behavioural influence. Take a rock and make it a pet etc.
Artificial Competition
Creating two competing bodies to become the focus of competition and in effect driving oxygen out of a market.
Confusion of Choice
Preventing users from making rational decisions by overwhelming them with choice.
Lobbying / Counterplay
Persuading Government of a favourable position.
Accelerators
These enable you to accelerate the process of evolution.
Market Enablement
Encouraging the development of competition in a market
Industrial Policy
Government investment in a field.
Open Approaches
Encouraging competition through open source, open data, open APIs, open processes by removing barriers to adoption and encouraging a focus for competition.
From chapter 11 in the book:
Whether source or data or practice, the act of making something open reduces barriers to adoption, encourage collaboration and accelerates the evolution of the component.[4]
Exploiting Network Effects
Techniques which increases the marginal value of something with increased number of users.
Cooperation
Working with others. Sounds easy, actually it's not.
De-Accelerators
These enable you to slow down the process of evolution
Exploiting Constraints
Finding a constraint and reinforcing it through supply or demand manipulation.
From chapter 11 in the book:
An existing constraint can be exploited to fragment a single player by increasing demand beyond their ability to supply (e.g. by creating a price war).[5]
Intellectual Property Rights (IPR)
Preventing competitors from developing a space including ring fencing a competitor.
From chapter 11 in the book:
Intellectual property rights (IPR) can be used to slow evolution by limiting competition even to the point of ring fencing a component making it difficult for others to evolve it further.[6]
Creating Constraints
Supply chain manipulation with a view of creating a new constraint where none existed.
Dealing with Toxicity
Elements of your value chain will be irrelevant with evolution over time, there's numerous ways of dealing with this especially as the inertia created can become toxic.
Pig in a Poke
Creating a situation where others believe the toxic asset has long term value and disposing of it through sale before the toxicity reveals itself.
From chapter 11 in the book:
A mechanism of dressing up a liability as some form of future business before divesting to a third party.[7]
Disposal of Liability
Overcoming the internal inertia to disposal. Your own organisation is likely to fight you even when you're trying to get rid of the toxic.
Sweat and Dump
Exploiting a 3rd party to take over operating the toxic asset whilst you prepare to remove yourself.
From chapter 11 in the book:
A mechanism of disposing of legacy liability onto a third party by exploiting their own inertia to change.[8]
Refactoring
Market
Differentiation
Standards Game
Pricing Policy
Buyer / Supplier Power
Last Man Standing
Signal Distortion
Harvesting
Trading
Defensive
Threat Acquisition
Limitation of Competition
Raising Barriers to Entry
Managing Inertia
Procrastination
Defensive Regulation
Attacking
Directed Investment
Fool’s Mate
Experimentation
Press Release Process
Center of Gravity
Playing Both Sides
Undermining Barriers to Entry
Ecosystem
Alliances
Two Factor Markets
Also known as a two-sided market.
From chapter 11 in the book:
A mechanism of bringing providers and consumers together and exploiting network effects and aggregated data.[9]
Co-creation
Sensing Engines (ILC)
Also known as Innovate - Leverage - Commoditize
From chapter 11 in the book:
A mechanism of being the first mover to industrialise a component, allowing others (the ecosystem) to build new industries upon it and then using consumption data to determine future candidates for industrialisation.[10]
Co-opting and Intercession
Embrace and Extend
Tower and Moat
Channel Conflict and Disintermediation
Competitor
Ambush
Misdirection
Fragmentation Play
Restriction of Movement
Reinforcing Competitor Inertia
Talent Raid
Sapping
Positional
General forms of playing with the future market
Land Grab
Identifying and position a company to capture a future market space.
First Mover
Exploiting first mover advantage especially with industrialisation to component services.
Fast Follower
Exploiting fast follower advantage into uncharted spaces.
Weak Signal / Horizon
Use of common economic patterns to identify where and when to attack.
Poison
General forms of preventing others playing with the future market. If you can't capture then poison it.
License Play
Use of licensing to prevent future competitor moves.
Insertion
Either through talent or misdirection, encouraging false moves in a competitor.
Designed to Fail
Removing potential future threats by poisoning a market space before anyone attempts to establish it.
References
Example internal link- ↑ http://blog.gardeviance.org/2017/01/a-smorgasbord-of-usefulness.html
- ↑ http://blog.gardeviance.org/2015/05/on-61-different-forms-of-gameplay.html
- ↑ http://blog.gardeviance.org/2017/01/a-smorgasbord-of-usefulness.html
- ↑ http://blog.gardeviance.org/2017/01/a-smorgasbord-of-usefulness.html
- ↑ http://blog.gardeviance.org/2017/01/a-smorgasbord-of-usefulness.html
- ↑ http://blog.gardeviance.org/2017/01/a-smorgasbord-of-usefulness.html
- ↑ http://blog.gardeviance.org/2017/01/a-smorgasbord-of-usefulness.html
- ↑ http://blog.gardeviance.org/2017/01/a-smorgasbord-of-usefulness.html
- ↑ http://blog.gardeviance.org/2017/01/a-smorgasbord-of-usefulness.html
- ↑ http://blog.gardeviance.org/2017/01/a-smorgasbord-of-usefulness.html