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SCA (the way you compete (Approaches to the development of strategies and…

- - - - features
        
        passionate, disciplined loyalty to a clearly defined business strategy that can result in an ever-stronger and more profitable business over time
        
        stick-to-your knitting
        
        centralized
        
        continuous improvement
        
        long term focus
      - the dark side
        
        strategic stubborness
        
        pitfalls
        
        implementation barriers
        
        correct assumptions about future but underestimation about the difficulty of implementation prohibit implementation
        
        Africa
        
        faulty assumptions
        
        loyalty cards that didn't encourage brand loyalty
        
        paradigm shift
        
        digital camera
    - - features
        
        focus
        
        focus on the present
        
        close relationship with customers and other sources of information about changes in preferences, needs, tastes etc
        
        assumptions
        
        detect and capture opportunities when they present themselves
        
        when short-time successes flow, the long term will take care of itself
        
        rests on the premise that the environment is so dynamic and uncertain that it is risky and futile to try to predict the future
        
        organisation
        
        entrepreneurial, sensitive to opportunities and threats, fast to react
        
        decentralized
        
        empowering people to experiment
      - advantages
        
        captures emerging business oppertunities
        
        generates vitality and energy
      - the dark side
        
        strategic drift
        
        pitfalls
        
        mistake a short-lived fad for a more long-lived trend
        
        rationalize strategic value when there are none
        
        failure to realize synergy due to underestimation of implementation difficulty
    - - features
        
        assuptions
        
        the market is dynamic and the future will not be the same as the past
        
        it is possible to understand, predict and manage responses to market dynamics that emerge, and even create and influence them
        
        focus
        
        managing relevance
        
        adapt the offering to maintain its relevance in a dynamic market
        
        develop competence in identifying and evaluation trends
        
        organisation
        
        strategic flexibility
        
        definition
        
        the ability to adjust or develop strategies to respond to external or internal changes
        
        pathways
        
        participating in multiple product markets and technologies
        
        having resource slack
        
        creating a flexible brand portfolio
        
        good external sensing mechanism to detect underlying customer trends and drivers
        
        culture that supports aggressive response to opportunities uncovered in trend analysis
        
        innovation, entrepreneurship, experimentation, okay to fail
      - the dark side
        
        pitfalls
        
        misreading trends
        
        investing behind trends and emerging markets are inherently risky
        
        an error in interpreting a trend can have a negative impact that supersedes the loss of resources and can harm both the brand and the internal culture and inhibit future strategic choices
- - - - key success factors (KSF)
        
        a KSF is an asset or competence needed to compete. AN SCA involves an asset or competence that is the basis for continuing advantage
      - synergy
        
        synergy between business units provide SCA because it is based on unique and hard to copy characteristics of the firm
        
        possible advantages of synergy
        
        increased customer value
        
        lower operating costs
        
        reduced investment
        
        levers that can be used to get synergy
        
        customers and customer applications
        
        channels of distribution
        
        brand name and its image
        
        facilities and methods for manufacturing
        
        R&D efforts
        
        staff and operating systems
        
        marketing and marketing research
        
        related concepts
        
        alliances
        
        goals
        
        obtaining instant synergy
    - - appealing design
      - systems solution
      - corporate social programmes (corporate social responsibility)
        
        Resons for Why CSR influence profitibility
        
        people want to have relationship with good people who can be trusted
        
        can deliver value to customers through self expression, I shop at this store because I care about the environment etc
      - superior customer relationship
        
        understand customer at a deep level
        
        resolving unmet needs in the marketplace
        
        fining answers to annoyances that customer has tolerated because they believed that there was no alternative
      - niche specialist
        
        more likely to pursue a commitment strategy
        
        keys to sucess
        
        credibility due to specalisation
        
        stronger bond between loyal user and brand when is focused and the people are seen as having passion for their product
      - superior quality
        
        Focus
        
        total quality management
        
        service quality
        
        signals of high quality
        
        buyers uses heuristics to evaluate quality, important send the right signals
        
        managing quality missteps
        
        advantages
        
        provides an oppertunity to be a leader in the category
        
        the halo effect
        
        provides motivation and inspires employees
        
        fosters innovation, quality is a moving target
        
        quality dimensions
        
        performance
        
        conformance to specifications
        
        features
        
        customer support
        
        process quality
        
        aestetic design
      - value
        
        prerequisit
        
        create a cost advantage (at least not a disadvantage)
        
        approaches
        
        no-frills
        
        scale economics
        
        the experience curve
        
        foster a low cost culture
        
        manage perceptions, communicate value without eroding perception of quality
        
        approaches
        
        communicate the substance behind the cost advantage
        
        posiitioning the offering in a appropriate product category
        
        highlight the affordability of products that may appear expensive
        
        replace price reduction with bundled features
        
        free shipping
        
        demonstrate the value of quality
        
        manage visible price points
        
        bundle products to produce viable value
        
        divert attention to value subbrands