Please enable JavaScript.
Coggle requires JavaScript to display documents.
SMMCG10 [BS-4] Strategic Positioning and Strategic Renewal , G10 members …
SMMC
G10
[BS-4] Strategic Positioning and Strategic Renewal
Executive Expertise: Strategic Renewal
competitive advantage
technological and analytical capability
be able to price risk
developing different deployment architecture
build a brand
provide value to consumers
scale
Figuring competitors out and unlocking them early
a long-term competitive advantage
the right people
the right culture
this inherent flexibility and adaptability
Strategic Renewal
Why Strategic Renewal has became?
(Company) Strategic Misalignment
Environmental Change
Diminish the company's internal strengths/fundamentals
Undermine the company's competitive advantage
Internal Decline
How to do Strategic Renewal?
Dynamic Capabilities
3P Dynamic Capabilities Framework
Positions
Resources
Paths
Opportunities
Processes
Activities and routines
Case Example: Fujifilm(vs Kodak)
From analog photography transform into industrial applications, cosmetics(ASTALIFT), screen applications
Rely on "Positions"(Deep knowledge and strong intellectual property in business)
Ex: Conducting acquisitions, alliances, new product development, etc.
Generic Business Strategies
differentiation advantage.
broad differentiation
increasing the customer value
products or services that are unique and different
price premium
customization
focused differentiation
cost leadership
broad cost leadership
control cost
input cost
generate EVA/profit
at a lower cost
products or services that are similar to its competitor
production techniques
scale/learning economic
product design
capacity utilization
organizational/managerial inefficiency
focused low cost
How to be an effective strategic leader ?
In business
Making the critical decision in the right time
Prioritizing the order of important things and focus on it
Setting a big dream, and achieve it with tactical plans
Deepiy understand your own skills and strengths and take advantage of them
Personal characteristics
Open mind on talking to the people of non analogous companies
Listen to people and understand people
Willing to admit mistakes
Be modest toward things that you don't know
Setting philosophy to demonstrate the passion
Be thirst to be acquisitive about things
Dual Strategies
emphasis on strategy choice
requires clear disciplined strategy
avoid being "stuck in the middle"
the problem of stuck in a middle
dual strategy becomes incoherent
leads to competitive disadventage
how to do
managed cost-differentiation trades-off
ex:dull
significant managerial innovation
ex:Toyota / Honda
Executive Expertise: Strategic Positioning
Kurt Bock,CEO,Country Financial
service space&value add space
price of products & take care for customers' needs in lifetimes
Al Goldstein, CEO&Founder,Avant
value add
give advice to customers&build brand value
focus on more differentiation across different dimensions
across transparency and clarity of product
across ease of use, real time in nature
across service and customer orientation
across regulatory environment and scheme
Sean Chou,CEO&Founder,Catalytic
value proposition is important
new functions of products
industries respond to different aspects of that messaging depending on really what is most important to them
G10 members
東南亞四105108022魏郡奎
東南亞三 106108025林芯瑜
國比三106402044 薛羽彤
歷史六 103105031 李尚學
東南亞四 105132017 古景元
東南亞三 106108003 鍾語謙
國企三 106212010 張容禎