Please enable JavaScript.

Coggle requires JavaScript to display documents.

SMMC_G5__[BS-4], G5 Group member, 3-P framework, Intellectual property…

- - - - Laid off most of its talented sales people and replaced them with low-paid employees.
        
        Accelerated its demise
      - Used up a lot of its cash and bought back shares to boost up its stock price
      - Competition like Walmart and online retailers like Amazon.com
    - - Having excellent in-store customer service and for using its leading edge logistics
      - Essentially had a differentiated advantage
        
        One of 10 great companies
      - Success was built on the strategy
  - - - 3-P framework
        
        Positions
        
        Took advantage of positions & resources
        
        Paths
        
        Applying its film technology towards coating an LCD screens and touchscreens
        
        Processes
        
        Take a long time to develop and hone the process
        
        Launched a successful cosmetics line
  - - - Help improve current performance
    - - New product development
      - Business development
      - Acquisitions
      - Organizational transformation
      - Alliances
      - 3-P framework :star:
- - - - In 1989
        
        Saab was struggling to make profits with its traditional differentiated positioning
        
        General Motors stepped in and acquired a 50% stake in the company
        
        Saab sold many units of the new car and even began to produce a profit
        
        The redesigned very un-Saab like car was greeted with howls of protests from Saab enthusiasts.
        
        ventually, this lack of enthusiasm about the new Saab designs took its toll
        
        1 more item...
        
        2 more items...
        
        In 1994, GM introduced a redesigned Saab 900 based on the Opel Astra platform
      - Successful way
        
        Successfully gets around the stuck in the middle problem
        
        A coherent way to manage the trade-offs between cost and differentiation that can be communicated and implemented throughout the organization
        
        Example
        
        Dell
        
        To build computers to order and to allow users to customize their computer orders to their particular needs
        
        A bit of differentiation advantage
        
        At the same time, avoid the costs of buying parts and holding them in inventory or of making computers that may not sell at retailers
        
        Toyota & Honda
        
        Their adoption of total quality management practices in their design and manufacturing
- - - - Specialization,Indivisible costs,Common inputs
    - - Raw material sources,Location,Supplier relationships
    - - Automation,Total quality management
    - - Slow decision making,Bureaucracy,Hierarchy,Politics
  - - - Customer service
      - Customization
      - Product features
      - Complements
    - - Resources
      - Capabilities
      - Activities
    - - Marketing research&company insight
- - - - Input costs
        
        Most of Lego ’s products are still manufactured in Denmark to ensure good quality
    - - Mindstorms
        
        EX：EV3
      - Animation
        
        EX：Original animated series
      - Movie
        
        EX：The Lego Batman Movie、The Lego Ninjago Movie
      - Electronic games
        
        EX：Lego Fun to Build
      - Corresponding theme toys
        
        EX：Harry Potter、Star Wars
  - - - Online
        
        "LEGO® Unlimited"
        
        Cooperation with Tencent
      - Offline
        
        Production line
        
        Legoland
    - - Make creative platform
        
        "LEGO® Unlimited"
        
        More possibilities to combine online and offline
      - Keep adding new themes
        
        Working with brands
        
        E.g. Nintendo,IKEA,etc
    - - Compression costs
        
        Simplify various businesses
      - Shorten the development cycle
        
        Reduce parts, etc.
      - Established strict quantitative standards
        
        New products must meet the 13.5% sales profit margin to provide