The purpose of this paper is to clarify the prior research related to dominant platform products and to illustrate the mechanism that dominant platform products induce the commoditization at adjacent layer level. Then, the paper implies the correspondence to be taken by adjacent non-dominant platform products. The paper argues three cases as the example that the commoditization takes place at the adjacent layer of dominant platform products. Windows versus PC chassis makers, OTT versus telecommunications carriers, and automated driving software versus automobile chassis manufacturers are contradistinctively showcased. In conclusion, the paper propounds new findings below, 1) The common point that the order of the ecosystem is being destroyed can be found in the three cases. 2) Dominant position is induced at the upper layer level in each case and the situation is more and more becoming enhanced. 3) There is a possibility that the commoditization takes place at the lower layer in each case; consequently, the margin of platform products at the lower layer is pressured and it has a risk of falling into a structural recession. Then, the paper makes a distant allusion that this phenomenon and implication may apply to not only the three cases but those of other industries as well.

The purpose of this paper is to exhibit a kind of new analysis framework of corporate strategy based on the previous study. It is called Tree-Style Strategy.

　The Tree-Style Strategy illustrates the growth of corporations using an analogy of a tree’s growth. The origin of corporation’s growth is from a seed (product). The trunk is the corporation’s own core products and organizational capabilities. The branches, sprigs and leaves are made from the trunk, in the meantime, they absorb nutrients and moisture through the internal vascular bundle tissues of the trunk. They usually continue to expand towards to the front and rear, left and right, keeping with relations each other upward together. And also they are conceivable to be fertilized and pruned timely. According to the origin of species and the thickness of trunk, the Tree-Style Strategy can be divided in four patterns.

　Using the Tree-Style Strategy, it is not only make the plus synergy occurred as a chain reaction with the time-progression, but also make the mechanism, interaction, dynamics of the growth elucidated from the mutual relations. By this framework, even though each corporation is varied in concrete products, complicated strategies can be simply visualized and easily mastered for anyone.

Contrasting to the corporate goal of maximizing firm value under shareholder capitalism, the stakeholder theory states that a firm should create a shared value with stakeholders and take its corporate social responsibility (CSR) toward the society and economy. By conducting a case study of Foxconn, this paper argues that CSR should not just serve as a window-dressing function, yet management should take CSR as one of the key growth strategies of a firm. CSR as a growth strategy can be examined from the perspectives of marketing, product/production development, management effectiveness, and financial investment.