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SMMCG9 [BS-4] Strategic Positioning and Strategic Renewal - Coggle Diagram
SMMC
G9
[BS-4]
Strategic Positioning and Strategic Renewal
Group Members
Anna
Phoebe
Pete
Adiyasa Gao
Fion
Levi
Jerry
Generic Business Strategies
Dual Strategies
Strategic Renewal
Executive Expertise
Conclusion
Leeson 1
Mission
Brief statement
→ A firm's ultimate goal
Vision
Business Model
Aspirational statement
→ Future direction
Value
A code of conduct
Lesson 2
External Environment
PESTEL
Internal Analysis
Five Force
Lesson 3
Resources
Build & Sustain Competitive Advantage
specific assets
Activities
a matter of choice
Capabilities
Relevant for company's performance
Lesson 4
Cost leadership
Similar products / services
→ at a lower cost
Differentiation
Dual Strategy
Unique products / services
→ command a price premium
Strategic Positioning
What is feature war?
Software vendors trying to outdo each other on who has more features than the other
How to avoid feature war?
Try not to sell specific features or sale against someone else's lack of a feature
Try to position ourselves on an overall offering and say that overall
Sell on the basis of the overall company
Hit the target market
with a value that they need
Target market → middle-income households
Assets → protect
Income → secure for the future
Strategic Renewal
Key sources of competitive advantage
Scale
The skill
The people and personnel
The amount of capital
Technology and Analytics
Price Risk
Brand
Long Period of time
Sustaining the competitive advantage
Constantly question every decision
in every known answer
Willing yourself
Never feel enough
Stopping improvement
Always looked out at competitive field
Never satisfied with your current status
Never underestimate the young
What is strategic Renewal?
Dynamic capabilities
capabilities enable company to change resources and capabilities
Products development
Alliance or organizational transformation
Circuit City
2008
bankruptcy
Competitors
big box store
Walmart
internet retailer
Amazon
Losing its advantages
Cook the books to rise its stock price
Laid off talented salespeople
1982-2000
Great success
Good customer service
Leading edge logistics
Ensure people find their products
Importance of strategy
3P Dynamic capabilities
Position
resources available
intellectual property
Knowledge
Film paper
Photo chemical business
Path
Opportunities and Strategic options
Film technology
LCD and touch screen industry
Chemical knowledge
ASTALIFT - the cosmetic industry
Process
rountines
intellectual property
Meticulous product
Development, marketing
Development process
Engineering development
Framework in Fuji Film
Be an effective strategic leader
Judgment the order of priority
Common sense decision
Thought
Experience
Judgment
The ability to realize the strategy
bootstraps :red_cross:
Be a great listener
Education
Broaden your horizons
Hypothesize boldly
Fieldglass
Mechanical Turk
Low cost experiments :red_cross:
Humility
Critically understand what your skills ,strengths and weaknesses
address the weaknesses
Widen your public relationship
Talking to customers
Management pet account
Lowering costs
Increasing customer value
Integrated strategies
It is very difficult to do both
Saab
Economizing on the fixed costs
of designing components and tooling.
Lost the uniqueness
set it apart from other car
special
1 more item...
reduce cost
It is extremely hard to do both
Different business model or at least a significant managerial innovation
Dell
Allow users to customize their computer
//
Avoid the costs of buying parts
hold them in inventory or of making computers that may not sell at retailers
HONDA & TOYOTA
Adoption of total quality management practices
in their design and manufacturing
Keep their costs in check
Generic Strategies
Competitive Advantage
Cost Leadership
similar products / services
(Lower cost)
control costs for economic value generation.
Maintain comparable value creation to average industry competitors.
Drivers of Cost Advantage
Input costs
Production techniques
Production design
Scale/ Scope Economies
Capacity utilization
Organizational/ managerial inefficiency
Differentiation Advantage
Unique & Different products
(a price premium)
Value creation
(higher EVA & profits)
Differentiation
Increasing value
Cost containment
Differentiation Value Drivers
Customers' Value Drivers
Insights
Market Research
Common Value Drivers
(Customer Perception)
Customer Service
Customization
Product Features
Complements
Delivering Value
Activities
Resources
Capabilities
Positioning & Competitive Scope
Broad Cost Leadership
Broad Differentiation
Narrow or Focused Cost Leadership
Focused Differentiation
Narrow marget segment
Exclusivity
Cost
