PCTCF2: Three-dimensional competitive landscape in a computational environment - Phase 2

ne of the main challenges for businessmen and/or entrepreneurs is the generation of innovation as a form of competition. However, breaking with the tradition of imitation is not easy. Companies imitate, among other reasons, because they seek to reduce uncertainty in decision-making, therefore seeking those "good practices" evidenced in the industry to be incorporated into their business model.

Without a doubt, imitation can generate profits in the short term. But it brings with it some adverse effects. The first of them is strategic convergence, a pathology suffered by the sectors, characterized by the similarity in commercial, operational, and financial practices. Companies are becoming generic and undifferentiated organisms. As a result of convergence, overcrowding arises, a situation where companies begin to lose profitability over time, a result of the concentration of all companies, who, seeking to attract customers, begin to generate rivalry in prices, advertising and promotion of their products. and services. At the end of all of the above, some companies disappear and others that survive, present low financial results.
To get out of the negative circuit of imitation, it is necessary to break paradigms and identify market opportunities. It is necessary to understand the strategic terrain where companies coexist and in this way identify and quantify market opportunities. An alternative to achieve this is called competitive landscape, a model developed at the School of Administration of the Universidad del Rosario and which has been worked on for more than a decade. Over time, the methodology has been applied to a variety of companies and sectors. In these interventions, elements were identified that can be incorporated into the model, such as the three-dimensional visualization of the strategic terrain. Finally, in 2022, a three-dimensional prototype has been developed in a computational environment that allows strategic decision makers to visualize the entire strategic terrain and its particularities. Until now, this technology allows us to identify and visualize innovation opportunities in varieties, needs and channels. Which lead to improved financial performance.

So far it is a prototype that has been validated with experts, but for its completion and use in teaching, research and consulting spaces, a second phase is required, which allows for not only the finished software, but also the hosting space on the internet and user service.

This technology, in terms of software or intangible assets, is in a validation phase. The benefits of its use in different areas have been detected and it could become a source of important income for the University.

Keywords: Computerized three-dimensional competitive landscape, strategic innovation, market opportunities.

Develop the final version of the software