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Case
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Reference no. 310-127-1
Published by: Cambridge Judge Business School, University of Cambridge
Published in: 2009

Abstract

This case explores how ARM has nurtured the creation of a business ecosystem comprising a large network of different types of partners to develop competitive advantage in the semi-conductor industry between 1990 and 2009 and become a leading global player whose IP lies at the core of 95% of mobile phones produced in the world. The case enables students to compare and contrast this ecosystem strategy with the alternative, vertically-integrated business model adopted by Intel. It allows discussion of what a nodal player can do to promote and manage the dynamic growth of a global partner ecosystem as a new type of organisational form that can enhance its own competitive advantage and magnify limited resources, while also maintaining a win-win relationship with its partners.
Location:
Industry:
Size:
GBP300 million turnover
Other setting(s):
1990-2009

About

Abstract

This case explores how ARM has nurtured the creation of a business ecosystem comprising a large network of different types of partners to develop competitive advantage in the semi-conductor industry between 1990 and 2009 and become a leading global player whose IP lies at the core of 95% of mobile phones produced in the world. The case enables students to compare and contrast this ecosystem strategy with the alternative, vertically-integrated business model adopted by Intel. It allows discussion of what a nodal player can do to promote and manage the dynamic growth of a global partner ecosystem as a new type of organisational form that can enhance its own competitive advantage and magnify limited resources, while also maintaining a win-win relationship with its partners.

Settings

Location:
Industry:
Size:
GBP300 million turnover
Other setting(s):
1990-2009

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