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SMMC_G1 [BS-1] Leading Strategically ([3] V-A-R-S framework (Scope…
SMMC_G1 [BS-1] Leading Strategically
[1] Mission, Vision and Values
mission
What
ultimate goals and objectives
Why
a great inspiration for employees and managers
the purpose of existing & information transparency
resolve disputes about the future direction of the company.
How
good mission
focus on important needs or problems that company was built to address
emphasize creation of customer or social value
live and pratice
memorable, inspiring and brief statement
create a common understanding
vision
about the future direction of impact
changeable
strategic intent
make company expands its capability to achieve vision
inspire employee
values
the principle of company
code of conduct for company
[3] V-A-R-S framework
V
alue proposition
Economic Value Added (=EVA)
Value - Cost = EVA
increase EVA
increase more value or reduce cost
ex. Netflix recommendation system
A
ctivities, resources and capabilities
Netflix
outsourcing
Amazon Web Services
non-technological capability
Soft Power
building and managing relationships
with movie and television studios
R
ealization of value or the revenue model
translate this value proposition into actual revenues
revenue model
lease and subscription models
ex. Netfix
selling services or products
razor-blade model
selling razor but making profit from blade
ex. printer and ink
freemium model
digital products
premium add-on
ex. Linkin
access/transactions/services fee
multi-sided platforms and ecosystems
ex Google eBay FB
benefits by charging one party
S
cope
horizontal scope
variety of products or services
vertical scope
value chain
substantial vertical integration
horizontal division of labor
rely on partners who provide key components or services
customer segments
the business wants to serve them
[4] Coherence, Fit and SWOT
Strategic coherence
consistent and integrate with each other
coherent within the organization
SWOT
disadvantage
abstract and open-ended
difficult to distinguish the groups
the definition of strength and weakness is murky
advantage
old generation of managers are more familiar with it
intuitive and easy to understand
internal elements of the company
Strengths
Weaknesses
external environment
Opportunity
Threat
Strategic fit
internal elements of the firm
external environment
FIT
[5] Case analysis
Uber
activities, resources, and capabilities
marketing capabilities
key capability
the development of software including the company's sophisticated algorithms
revenue model
platform & classic two-sided market
access/ transactions/ services fee
★All these external resources as part of its business model.
Scope
broad customer scope
vertical scope
outsources some key elements of its software and web services
horizontal scope
geography scope
premium limousine type services
taxicab ride services with UberX
Value proposition
a convenient, timely, car ride service at a reasonable cost.
Group member
國企三 郭儀中 Eva
國企三 姜依伶 Elaine
國企三 吳育修 Amy
國企三 葉冬婷 Teresa
國企三 王煒絢 Sharon
國企三 羅修銓 Chuan
[2] Business Model
ex. retail store
problems
run into labor problem
run out of cash
internet emerging
ex
Blockbuster :arrow_heading_down: vs Netflix & Redbox :arrow_heading_up:
ex. Google: Organize the world's information and make it universally accessible and useful.
Business Model Innovation