Week 2 MBA 6101 - Surfing the Tsunami Chapter 2 Response

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Chapter 2, went into technical details of AI, and some of the factors that made it what it is: Automation of cars, advice, and analysis of software and hardware. As part of the chapter, some critical components of and differences between hardware and software have also been explained, and their impact on AI functions will also be presented. One of the critical topics of discussion on the show was self-driving cars, a topic I've heard a little bit about in the news recently and from some of the people I know who are working on developing them. As part of Tesla's automated driving feature, known as Autopilot, all models in North America have the ability to operate autonomously. I have read several news articles about how these are not safe and that they have caused accidents in the past. It has been my experience that people I know who drive Tesla vehicles exclaim about the feature and how accurate it is. This is probably the closest we can currently get to self-driving cars since the Autopilot feature only works with an actual driver seated behind the wheel. 





A self-driving car presents an interesting context for exploring the three primary strategic approaches that can be utilized to gain a competitive advantage in the automobile industry:

  1. As part of the self-driving car industry, companies can differentiate themselves by emphasizing the unique capabilities and features that set their autonomous vehicles apart from their competitors. For example, Waymo, a subsidiary of Alphabet Inc. (Google's parent company), has differentiated itself by emphasizing its advanced sensor technology and extensive testing processes to distinguish itself from others. The self-driving cars offered by Waymo have been developed and refined over millions of miles of real-world driving, which is one of the reasons for their reliability and safety being widely recognized.

  2. There is a great deal of research and development costs associated with developing autonomous technology that make it very difficult for companies to achieve cost leadership in the self-driving car industry. In spite of this, companies can still strive for cost leadership in certain areas. For instance, Cruise, a self-driving car company owned by General Motors, has focused on optimizing its operations and manufacturing processes to lower the cost of producing autonomous vehicles. With a goal of streamlining production and leveraging economies of scale, Cruise aims to offer self-driving cars at a price that is competitive with other manufacturers.

  3. It is essential for companies to remain responsive to technological advancements, regulatory changes, and consumer preferences as the self-driving car industry rapidly evolves. Uber is a great example of a company that has responded to the threat of autonomous vehicles. Uber recognized that autonomous vehicles could disrupt the business model of a ride-hailing platform. As a result, Uber has invested in self-driving technology and formed partnerships with companies such as Volvo to develop autonomous cars. As a result of adapting to the changing landscape, Uber intends to remain competitive in the transportation industry by incorporating self-driving technology into their service in order to maintain its position in the industry.

These examples illustrate how companies in the self-driving car industry can apply the primary strategic approaches to differentiate their offerings, achieve cost leadership in specific areas, and respond to the dynamic market conditions and technological advancements in the autonomous vehicle space by applying the primary strategic approaches.



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