1. Introduction
1.1. New game: Set of activities that create and/or appropriates value in new ways.
1.2. New Game Activity: New activity or existing activity done in new ways, contributing to value - may exist at all stages of the value chain
1.3. Five Characteristics of New Games
1.3.1. New ways of creating and appropriating value
1.3.2. Builds R&C or uses existing ones in new ways
1.3.3. First mover advantage / disadvantage
1.3.4. Attracts reactions from new and existing players
1.3.5. Rooted in the opps and threats of firm's environment
1.4. Competitive Advantage from New Games
1.4.1. AVAC Analysis
1.5. Types of New Games
1.5.1. Regular
1.5.2. Resource-building
1.5.3. Position-building
1.5.4. Revolutionary
2. Strengths and Weaknesses
2.1. Determinants of Value Creation and Appropriation
2.1.1. Five reasons why firm may not capture the value it creates
2.1.1.1. Complementary assets
2.1.1.2. Positioning vis-a-vis competitors
2.1.1.3. Pricing Strategy not appropriate
2.1.1.4. Easy to imitate / substitute
2.1.1.5. Not enough valuable customers
2.1.2. Coopetition & Value Creation: Cooperating to create value and competing to appropriate
2.1.3. New Game Activities for Creating and Capturing Value
2.1.3.1. What, where how, when an activity is performed
2.1.3.2. Activities that reduce cost and increase efficiency
2.1.3.3. New game advertising (e.g. Pfizer's DTC)
2.1.3.4. Reverse positioning (e.g. Wii)
2.1.3.5. New Game activities that impact the five factors that help firm appropriate value it creates
2.1.3.6. Shifts in locus of value creation and capture
2.1.3.7. Value Creation using internet