S'il vous plait pouvez vous m'aidez a rpondre a ces questions et a mieux m'aidez a comprendre la distinction entre les 2 questions

Questions : ( VERSION franaise )

1/ expliquer comment on analyse la cration de valeur dans un cosystme.

2/ en quoi ( l'analyse de la cration de valeur dans un cosystme ) cela se distingue d'une analyse de la cration de valeur dans une chane de valeur traditionnelle.

Le texte joint (The Uneasy Transition from Supply Chains to Ecosystems) vous servira de support pour lacration de valeur cosystmique.

Please can you help me answer these questions and better help me understand the distinction between the 2 questions.

Questions : ( ENGLISH translation )

1/ explain how value creation in an ecosystem is analyzed.

2/ how (analyzing value creation in an ecosystem) this differs from analyzing value creation in a traditional value chain.

Use the attached text (The Uneasy Transition from Supply Chains to Ecosystems) as a basis for your analysis of ecosystem value creation.

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ED v ARTICLE Ou Page 10 sur 2O Modifi III-WEBVMET * J7 MD 522 286 Table I. Dichotomles between ecosystemic dlscourses on value creation and rmlevel actions for Value rapture 6kth f \" .../i' Q Associated practice: supply chain Dimension Discourse: eoosystemic perspective behaviour Interdependence Coopetirian mus: Competition film: We need to cat-innovate The overlap is too big Of oourse, we complement each other We cannot share our resources with 3 Should be working like a science lab competitor with all the players together (coalition) We only go two by two (dyads) with universities and suppliers, never with competitors Recently, a supplier bought a competitor and since than he is no longer a supplier They give advantages to competitors ln order to make us weaker Relationship has deteriorated, expectations are reduoed Cooperation Need [0 cooperate: Lack of cooperation: We would like to cooperate We mrlnot cooperate Sooner or later we will have to We do not cooperate cooperate We communicate false information We need to talk We reject or slow down projects It is impossible to get together Cooperation leads to shortrterm barriers Vision Community vision: Firm vision: Value Creation and value capture Leadership We must look at the long run An ICT eoosystem must be created Markets become global Winrwin will dominate Lack of resources forces us to make partnerships Ecosystems are winrwin Value common focus: We need to create something tor the community The state of the art labs allow us to do major conjoint innovation We need to locus on revenues Need for leadership: We need to sat around the same table, but a neutIal third party must be there to cool down our emotions We need leaders We do not oo-innovate We change the meaning of innovation The emotional past prevents us from esmblishing a winrwin We did not have problems dealing with V, but at the time V was not a direct competitor It is either winrlose or loserlose Value capture focus: We need to win but also we need to beat the others Here mentality: not to provide anything tree to the market Absence of leadership.- No one is pulling the process No engagement We lack leadership (1) Interdependence. The members argued that the ecosystem needs to work as a true ooalition of complementary rms and that they needed to co-innovate in order to create ecosystemic value. However, the verbatim transcript indicates that they were able only to reproduce their old way of doing business. owxoagea 278.295 mation uestion Lun 29 ma a1 33 xl+ v o Mettre 6 Aperqu Fichier Edition Prsentati Alle Outils entre Aide Lun. 29 mai1 '33 O EDv \"Rm\" Q Q Hi 10 v \" Page 11 Sur 20 Modifi Qv 278.295 xi + v o Mettre Traditional dyads of innovation worked with downstream and upstream levels, Transition from but neiier horizontal coopetition, nor new relationships emerged supply chains to (2) Cooperation. Cooperation is seen as a necessary condition for ecosystem ecosystems performance Indeed, the respondents stated that "sooner or later\" they would have to cooperate as innovation occurred in interconnected resources and networked communities However, when asked about how they cooperate, they revealed that their value chain kept them from starting to cooperate. It seems 287 that the competition legacy was a true impediment to the establishment of new cooperative relationships. Even though rms were able to envision the benets of future cooperation, they used the ecosystem network to compete. (3) Vision. The respondents were perfectly aware that the ecosystem needs a win-win vision and that they had to look at the long run in order to think of breakthrough innovation and business models. They even stated that the creation of an ecosystem should be a shared community vision. However, when asked about how this vision evolved in day-to-day projects, they explained that the winrwin ecosystemic vision could not survive competitive and rmrlevelroriented strategies. One again, transactional shortrterm thinking impeded long-term ecosystemic vision. (4) Value creation and value capture. The interviews highlighted the role of investment in technological infrastructure to foster value corcreation. The expected value was multidimensional and multiractor. Indeed, the ecosystem was created to bolster socioeconomic activity in local clusters and to leverage creativity and regional development. However, the main founders, especially the carriers, could not create value with or for their competitors. The strong rm-level value-capture objective constrained the value co-creation process. (5) Leadership. The leadership dimension emerged from the data as an intriguing item. In fact, all respondents were in a position to lead and to steer the ecosystem. However, everyone was leading at a rm level, whereas an ecosystemic leader was missing. Respondents unanimously claimed the need for true leadership at the ecosystem level to help them better communicate and leverage collaborative capabilities, They even suggested that a third party should be pulling the ecosystem and strengthening the socioeconomic relationships. >