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To maintain growth, a company muståÊlaunch disruptiveåÊnew businesses whenåÊits core units are strong.

During the dot-com frenzy of the late 1990s, most large, traditional companies had trouble finding successful e-business strategies to fight off aggressive new challengers. Many turned over their Internet efforts to the CIO and the information-technology organization. But that was not always a good idea, say management thinkers Glenn Rifkin and Joel Kurtzman. Enlightened corporations, they say, have made the Internet work for them by assigning e-business efforts to senior-level executives who know the business side intimately & #8212; and by getting the most out of technology-focused CIOs in the role of partner. They contend that someday all business will be e-business, so even in an economic downturn it’s important for companies to keep moving forward by integrating e-channels with their other business channels. The authors maintain that a downturn offers laggards a chance to get back into the game. Thus large companies with ineffective Web presences should take advantage of the current window of opportunity to make improvements. That means resisting the temptation to fob off e-business onto the IT department and instead treating it as a long-term, strategic, integral part of the enterprise. The authors report on the rare traditional companies that offer these valuable lessons: Integrate the new channel with other channels, build on your strengths, don’t let technical considerations be the tail that wags the dog, find a CIO who thinks like a business leader, and have a business expert head the operation. As Meg Whitman, the president and CEO of Internet star eBay, has said, “You can teach the dot-com stuff quickly, but you can’t teach the business quickly, so hire someone who knows the business.”

Offering products or services alone is no longer enough: Organizations must provide their customers with satisfactory experiences. Competing on this dimension means orchestrating all the clues “that people detect in the buying process.”Customers always have an experience & #8212; good, bad or indifferent & #8212; whenever they purchase a product or service from a company. The quality of the experience lies in how effectively the company manages it, in all its facets and from beginning to end. Organizations that simply tweak design elements or focus on improving isolated pockets of the customer experience & #8212; by providing a quick hit of entertainment, for example & #8212; will be disappointed in the results. An organization’s first step toward managing the total customer experience is recognizing what the authors call clues: the signals or messages given off by everything that touches on the buying process. Clues can include the product itself (does it work as advertised?), the layout of a retail outlet (are the signs easy to follow?), the tone of voice of the salesperson (did he really mean it when he said, “Have a nice day”?), and so on. Organizations that orchestrate the sum total of all the clues can create an optimal experience for their patrons. Addressing the clues that speak to emotions is especially important. Emotional bonds between companies and customers are difficult for competitors to sever. The internalized meaning and value that the clues assume can create a deep-seated preference for a particular experience & #8212; and thus for one company’s product or service over another’s. The authors explain the tools that are available to help organizations rethink the signals they are sending to customers. They also show how the tools work in practice by presenting two case studies in which organizations dramatically improved their customers’ experiences.

The information age has created a host of digitized products & #8212; in the realms of software, databases, music, videos and electronic books & #8212; for which the potential for piracy, defined as duplication and distribution of a product without the permission of or payment to the content owner, is extremely high. Up to now, efforts to control piracy have been primarily legal in nature, relying upon the assumption that creators of digital products have absolute ownership rights to the content they create. Under the same assumption, companies have also sought to limit piracy with technological safeguards such as click-wrap contracts, encryption, password-limited access to distribution sites and copy proofing. However, say the authors, the belief in absolute ownership of digital content is incorrect from a legal standpoint, and antipiracy tactics that rely upon it will ultimately prove ineffective. What’s more, these tactics may even reduce authorized usage by paying customers. A far better solution, the authors suggest, is to recognize the dynamics of the marketplace, segment that market into innovators (potential pirates) and the mainstream (potential paying customers), and address each segment differently to gather information and establish market leadership. The authors use a variety of cases to illustrate the tactics whereby content creators can coexist with the innovator segment of their audiences while still controlling product price and distribution standards. The key to setting an effective, “priced” value proposition for majority users lies in incorporating the innovator’s technology before it reaches the mainstream. In such a scenario, brand identity encourages the majority to recognize quickly the content provider as the standard source for the product. Brand strength is then enhanced through fair pricing, product enhancement and superior distribution mechanisms.

If pricing isn't a strategic capability — a contributor to a company's ability to implement its strategy — it's probably a strategic liability.