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SMMCG4[BS-1] Leading Strategically, ［SMMC-ETC ］G4, Uber, VARS framework,…
SMMC
G4
[BS-1] Leading Strategically
Lesson:1-1
vision
definition
the future direction of impact of the company
strategic intent
a special stretch vision accompanied by a strategic plan
After they achieve or abandon the initial vision, will move on to a new one.
value
definition
a code of conduct for the company and its employees
the acceptable rules of engagement for how you accomplish that mission.
brief
employees will behave stick to it
mission
definition
the company's purpose
no matter it is implicit or explicit
reason
easier to solve disputes about the future direaction
as a inspiration for employees and managers to give their best work
let people know what it is trying to achieve
have to connect with strategy
mission is not just a motto
should focus on...
positive impacts to the world
coustomer needs
don't focus on...
company's new product or technology
making money
people won't get excited about it
Because it is very easy to have formal statements,
but not be followed in practice.
Leaders are important role.
Having key resonsibility to communicate the company's mission,vision.
Setting an example by their own behavior and encouraging others to follow them.
Example: Enron Company
2001 went bankrupt.
Why?
Too much risk -taking and highly unethical behavior.
Culture of ultimated greed and cut throat competition between employees.
Nice thing included in its 2000 annual report.
Respect
Integrity
Communication
Excellence
Through Enron, we know that mission,vision and values have to be practiced within company and be reinforced by leadership.
The most important conclusion in video 1-1
Should be real and actually lived by the company.
Leader is important role in mission,vision and value.
The mission statement should be meaningful and inspiring.
example
the financial strength of the company
mission
helping people achieve financial security
vision
to be the best provider of financial security in America,
value
focusing on customer,
driving change
delivering on promises
Why we should care about the business models & innovation
get out of business because you are business model
get value on deliver advice
present a framework of your own
retail closings
breath taking pushed out speed
different type of competition
successful example
Hollywood video rental store
Hollywood liquors store (clearly a bit of theme)
reason 1:have very less effective internet-based competition
reason 2:figured out a different way, a better business model
failed example
Circuit City electronics store - outdoor equipment store
video stores
reason:losing business to internet video services
Border's bookstore -Benny's liquor stores
reason:lost business to internet retailers
business model
definition
what your value proposition is for your consumers
pragmatic theory of how a business will create and realized value
theoretical abstraction
a mental representation
What a business model is not
a complete strategy for sustainable performance competitive advantage
specific to a particular firm
detailed operational and tactical plans
What exactly is
what your value proposition is for your cosumers
are connected and must be aligned with each other
make revenues
conclusion1-2
business model
usually replaced by innovation
example
local retail store replaced by online retailer:Netflix v.s Hollywood video rental store
the V.A.R.S framework
to translate the value proposition into actual revenues
lower the cost
add economic value
ARCs
resources
capabilities
activities
enterprise scope
how to interact with the activities, resources, and capabilities in driving value and cost
know your target and using your advantage
find partners to compensate your weakness
Lesson:1-3
SWOT Take EXXON MOBIL for example
External
Opportunity
Low assets price compares to Non-fossil energy
Advantages to employing scale and expertise globally
Threats
Low price environment (excess supply)
Political instability
Environmental concern
Non-fossil energy
Internal
Strengths
Brand name
Oil and gas leases
R&D capabilities and Engineering expertise
Weakness
bad relationships with emerging market government
Less knowledge and invest in Non-fossil energy
Shortage of SWOT framework
No how to analyze
How to use SWOT?
Confusion of categories
Sometimes threat can perceived as Opportunity
No guidance
Should company make any changes?
Strategic coherence
Strategy must be coherent consistent and integrated across each organization
In a company, strategy affect
Operations
How to operate properly?
R&D
How to improve product
Marketing
How to promote products
Info systems
How to use database properly?
HR
How to employ ?
Finance
How to invest or spending?
What is Strategy FIT ?
Strategy FIT: Align the internal elements of the firms with it's external environment
The Firms
Values & Goats
Functions
Resources & Capability
Systems & Processes
The Environment
Competitors
PESTEL
Social
Technology
Economics
Environmental
Political
Legal
Cooperators
The Conclusion of Lesson 1
Business Models
Keep up with the times (Innovation)
Make Money
Customer Relationship
VARS
Leaders
(The most important role that make a decision)
The Mission of the firm
Vision
Value
Execution
Strategic Analysis
A firm
the entire department
The impact of each strategy is completely related.
Evironment
cooperators
competitors
［SMMC-ETC ］G4
國企三 蔡彤欣
國企三 王郁茹
國企三 陳儀蓁
東南亞四 許映潔
東南亞三 黃玉龍
國企三 洪潔宜
國企三 朱揚絢
Uber
Business Model
Platform
Convenient & Common & Pay easy
Value proposition
Sharing Economy
Target Audience
Drivers (supply)
Riders (demand)
Have a better experience through Uber’s matchmaking.
Key Resource
Technology : APP
Key Partner
Drivers
Offer their own vehicles to service the riders who need to take a ride.
Cooperation with banks
pay by credit card or any Mobile payment
Revenue
Matching agency fees
Uber keeps 20%
80% of fare typically paid to driver
Product & Service
Pick up using the App
sets it up with email and credit card
information
Ratings
User and driver are able to rate each other after the transaction
Real time tracking
PIN verification
security
Estimate of the trip fare
New services
Uber Freight
Uber for Business
UberEats
Uber Works
Problem
Disruption to Taxicab Industry
Expand overseas markets
Competitors
EX : Uber's Failure in the Chinese marketing
Local regulations
Uber's IPO in 2019
Uber Drivers
Good income
Flexibility in hours of work
Ability to prescreen
Leader
Mission : Movement
Technology : APP
Drivers
Riders
Rating
Guarantee of complete safety for the journey
VARS
framework
S(Scope of enterprise)
Horizontal scope
Focused(single product or service)
Multiple product or service
Value chain
vetical scope
Business itself to do
Outsourced to suppliers
or downstream partners
Customer segments
Narrow
Board
V(Value proposition)
Increase EVA(economic value added)
Creating more value for custumers
Reducing the cost of producing value
A(ARC)
Resources
Internet infrastructure needs
Capabilities
Building and managing relationships
Activities
Implementing websites
Web applications
Designing
R(Realization of value
or Revenue model used)
Translate EVA into revenue stream
Charge customers for cash directly
Leasing and subscription
Periodic payments
Taking a durable product
Selling service
Razor-blade model
Razor sold at a low price
Revenues are made by selling the blades.
Higher profit margin complement to the razor.
Freemium model
Basic service
Free
Premium service
Pay a fee
Two-sided markets
Two interested parties
A product
Benefits from one party
Ex.
Google (charge from advertiser)
E-bay(commission)
Multiple-sided platforms and ecosystem
Charge some of multiple participants for
Transactions
Service
Access
Lesson:1-2
Non-technological capabilites also be important
even in these technology business models.