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SMMCˍG6ˍ[BS-1] Leading Strategically, 432003, A-R-Cs - Coggle Diagram
SMMCˍG6ˍ[BS-1] Leading Strategically
:star:Mission, vision & values
Mission
Coordination in action
Resolve disputes for the future direction
Greater inspiration
Example: Creation of customer value
2.Vision
A short inspirational statement for future “strategic
intent”
Values
Standards of behavior, judgment of what is important
For example, communication, respect, integrity and excellence
:red_flag:Business model
Author
Machael Lawis
wrote that term during
Timeline
1990s
was being routinely invoked during the dotcom boom
2000s
the usage of “Business Models” in the press also quickly went up
V-A-R-S (VARS) framework
V
value proposition
A
activities
resources
capabilities
R
realization of value or revenue model used
S
scope of the enterprise
Value system
value proposition
value creation (＆delivery)
value appropriation (＆distribution)
value sustainability
perceived value of Target Audience to solve their Pain Points
:information_source:SWOT
Be the starting point in strategic analysis
High abstract level and open ended
Extremely subjective
Element
External
Opportunities
Threat
Internal
Strengths
Weaknesses
:black_flag:Business Model Innovation
V-A-R-S (VARS) framework
S
The scope of the enterprise pursuing this business model
Three key dimensions
Customer segments
Business's horizontal scope
Business's vertical scope
R
A
V
Value proposition
New business model creating more economic value added (EVA) than existing ones
A
ctivities
R
esources and
C
apabilities
needed to implement the business model
The realization of value or revenue model used
Revenue Model
Product and complement (Razor-Blade)
Freemium (Free+added premium service)
Two-side market (Google;ebay)
Platforms and ecosystems (Facebook)
Example: Netflix
Avoiding owning and operating stores and carrying large in-store inventories
Develop the capability for building and managing relationships with stakeholders
Charges a fixed monthly subscription fee rather than charge for each video.
Narrowly focused by mail business.
Outsourcing cloud-based services.
Create own video content
Huge resources of customer data
:open_file_folder:Case
Uber
Founder
Travis Kalanik and Garrett Camp
CEO
Before June in 2017:Travis Kalanik
After June in 2017: Dara Khosrowshahi
Competitors
Other ride sharing APP ,like Lyft ,Sidecar ,Ola, Didi Kuaidi
Types of service
Uber Eats, Uber Freight, Uber Work,etc.
V-A-R-S (VARS) framework
value proposition
Integrate remaining resources
Improve operational efficiency
Focus on service experience
Promote the sharing economy
activities, resources, capabilities
Rating System
The driver can use the car that they own
Flexible work time
Acquired Cornershop
realization of value or revenue model used
Extract profit from transaction
Provide discounts to attract more users
scope of the enterprise
Customer Segments
1.Children
2.Old people
3.The people who have no car
SWOT
Strength
A complex proprietary algorithm that seek to match
Weakness
Opposed by taxicab operators and regulators
Sexism scandal
Dropping of share price
Opportunity
Expand new services,like Uber Eats,Uber Freight,and Uber Work
Threat
The competition of Taxicab and other ride sharing APP
Because of the competition with Didi, Uber's loss is serious in China
The largest competitor Lyft in US
Headquarters
San Francisco in California in U.S.
:information_source:Strategic fit
Internal
Different players are assigned to different roles
Staff need to work in a consistent way
Company's strategic must coherent with it's organization
External
Aligning internal aspects of an organization with the external environment
Christina
Eric
David
Vivane
Loy
A-R-Cs
