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SMMC G3 [BS-1] Leading Strategically (Mission, Vision and Values (A brief…
SMMC G3 [BS-1] Leading Strategically
Mission, Vision and Values
A brief statement about company’s ultimate goals and objectives
purpose
transparent to all stakeholders, customers, investors, employees, or business partners for common understanding
easier to resolve disputes about the future direction of the company
great inspiration for employees and managers to give their best work
Value
define your company’s core values
A “code of conduct” for the company and its employees
Vision
define what you want your business to be
An aspiration statement about the future direction and impact of a company
Ex :
to provide access to the world's information in one click (google)
beat Xerox (Canon)
Enron
Communication,respect,integrity and excellence
Due to a failure of leadership(too much risk taking and highly unethical behavior), the company went bankrupt
Mission
define why you are in business and what you are doing now
make sure everyone have the same statement and comprehension
Have to be encouraging, don't make it too common
Google
resolve dispute
simple, accessible, inspiring
to notify the company's existence
Business Model
V-A-R-S
Value proposition
Economic value added (EVA)
Creating more value for customers
Reduce cost
Activities,resources and capabilities (A-R-Cs)
Developed a new set of activities
Outsources
Realization of value or the revenue model used
Razor-blade model
Product sold at low price to encourage adoption
EX: printers and ink cartridges, gaming consoles and video games
Freemium model
free and premium add-ons service
EX: Linked-In
Two-sided markets
Match two interested parties in a product ,charge one party
EX: E-bay
Platforms and ecosystems
Attract multiple participates and charge for access,transactions or services
EX: Facebook
Subscription Model
a business model that charges customers a recurring fee — typically monthly or yearly — to access a product or service.
Scope of the enterprise
Customer segment
Horizontal scope (products and services)
Vertical scope (vertical integration)
SWOT
Drawbacks
Confusion about categories
does not have clear connection to specific courses of action
high abstract level
little guidance on what exactly should be analyzed
The sequence of swot framework
scan though the external and internal
External Analysis
Opportunities & Threats
come up with a strategy
execute the plan
Internal analysis
Strengths & Weaknesses
Coherence and fit.
Strategic Coherence
common understanding of company strategy and each person's role
it's important to have a coherent approach within one company, and to adapt to the external environment.
Business Model Innovation
Is essentially uncorrelated with profitability (product and process innovation are not)
Internet-based competition
EX: Liquor stores have less effective
EX: Netflix has more effective
Background
was originally a rent-by-mail DVD service
Business Model
subscription model (no additional cost for watching the sample parts of a movie or TV program)
EVA
creating values
watch a large variety of videos from home
recommendation system
reduce costs
avoid owning and operating stores and carrying large in-store inventories
A-R-Cs
outsources internet infrastructure needs (Amazon Web Service) and its cloud based services
managing relationships with movie and television studio
Scope of the enterprise
narrowly focused on video streaming services and its older DVD-by-mail business, avoided kiosk business
make its own video content(House of Cards)
target broad customer
G3 Group members
國企三 翁暐婷 Kristin
國企三 吳翊瑄 Amanda
國企三 蔣明慈 Esther
國企三 張瑋庭 Wei Ting
國企三 李家慧 Stephanie
國企三 吳承樺 Eric
