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G1 - Leading Strategically, member, 1-2, business models and innovation,…
G1 - Leading Strategically
1-1
1-1.1
Mission, Vision& Values
Values
A way how the company will conduct
A belief that company declared to hold and will stick to.
Missions
What?
The company's ultimate goals and objectives.
Why?
Inform everyone why this company exist.
Help resolve disputes about future direction.
Be a great inspiration for employees and managers.
A good Mission
Focus on important needs or problems.
Actually live and practice in the company
Emphasize on creation of customer and social values.
Short, inspiring, memorable.
Visions
May change occasionally.
A stretch vision accompanied by a strategic plan.
A short statement about the future direction of impact.
Google Case
Mission
Organize the world's information and make it universally accessible and useful.
Original Vision
Provide access to the world's information in one click.
Values
Google 10 core beliefs
1-1.2
role of leadership
Failure Case : Enron
:check: respect ► :red_cross: culture of unlimited greed
:check: communication ► :red_cross: vicious competition & culture of star employees
:check: integrity► :red_cross: unehtical behavior
:check: excellence ► :red_cross: excessive risk-taking
real impacts or
just for a show
It depends on the leaders' attitude and how they carry out mission, vision and values
communicate & reinforce the mission, vision and values
set decent examples & encourage others to follow them
follow the ethos of the company
views from the 3 executive experts
advices
:star:make mission statement big enough but also achievable enough
:star:defining the acceptable rules for how you accomplish that mission
:star:Evangelize and make sure that everyone has awareness and operate under the same mission statement
:star:have a vision statement or mission statement, and connect it to values and strategy
:star:making money isn’t what any people can feel excited, motivated or passionate, it doesn't translate into tactical action
:star:vision should be directional ; Mission should be a daily goal ; values should be sincere and transparent to customers
1-3.1
Coherence, Fit and SWOT
Long term-Coherence & Fit
Suitable position
assigned to different roles
Goal congruence
a company's strategy must be coherent within the organization
have a common understanding of whatthe company strategy is
Teamwork
coordinate with each other
work together with a common understanding and consistency of approach
strategy
to use strategies that align our internal strengths and abilities
external factor
strategy should ideally be adapted to all of these external conditions
the rules of the game set by different institutional authorities might be different
Short term-SWOT
Case:Exxon-Mobil
Internal
O&T
opportunities
buying up cheap energy assets while prices are low
threats
low fossil prices
advances in renewable technologies
resolve
1 more item...
External
S&W
strengths
fossil fuels
weaknesses
non-fossil fuel renewable technologies
Pro & Con
Pros
intuitive and easy to understand
an older generation of managers who are very familiar with it
easily communicate and establish a rapport with a broad audience
Cons
very high abstract level and open-ended with very little guidance
defined as a strength or a weakness can also be murky
the SWOT framework doesn't have a clear connection to specific courses of action
lost business
bookstore
elecronics store
video store
Netflix
VARS framework
A
activities, resources, capabilities
outsource
internally
S
scope of the enterprise
interacts with the activities, resources, and capabilities in driving value and cost
customer segments
horizontal scope
vertical scope
V
creating greater economic value added
creating more value for customers, or reducing the cost of producing value
R
realize value from business
newspapers and magazines
business's revenue model
subscription model (Netflix)
razor-blade model (rinters and ink cartridges, and gaming consoles, and video games)
freemium model (LinkedIn)
two-sided markets model (Google)
liquor store
Netflix case
A
web
outsource by Amazon Web Services
non-technological capability
relationships with movie and television studios
R
subscription model
V
watch at home
recommendation system
no store
avoid in-store inventories
S
customer and service widely
streaming services and mail business
outsourcing cloud-based services making own video
Business Model
Business model is
Pragmatic Theory
A set of hypotheses
Theoretical abstraction
Business Model is like an experiment
Try out and analyze the result
if it doesn't work and modify an new experiment
Business Model is not
Detailed operational or tactical plans
Complete strategy for sustainable performance
Specific to a particular firm
member
Jim 謝融俊
Jason 簡翔軒
Oscar 胡醒嵐
Raymond 吳閎睿
Antonio 蔡承佑
Frank 魏瑋慶
1-2
business models and innovation
internet-based competition