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SMMCGX[BS-4]LN7&LN8, Group 3, CASE 2 -Dell, CASE 3 -Honda and Toyota,…

- - - - economizing on the fixed costs of design components and tooling
        
        either pursue cost leadership or pursue differentiation advantage
- - - - distinctive car design
        
        was instantly recognizable from the shape of its front and rear windshield
    - - Ursaab
        
        designed by an aerospace company
    - - make profits with traditional differentiated positioning
      - General Motors stepped in
        
        build multiple car models using a common platform
        
        reduce costs by economizing on the fixed costs of design components and tooling
    - - GM introduced a redesigned Saab 900 based on the Opel Astra platform
        
        sold many units of the new car&produce a profit
        
        1.greeted with howls of protests from Saab enthusiasts
        
        2.lost what made it unique and set it apart from other cars
    - - GM acquired the rest of Saab
    - - bankrupt
  - - - had PHDs was supposedly higher than any other car.
  - - - the trade-offs between cost and differentiation need to be made throughout the company in every part of the business.
- - - - well-developed activities and routines
    - - resources owned or available
    - - opportunity, strategic options
  - - - risks being'"stuck in the middle",needs clarity and discipline.
    - - loss of strategy alignment
        
        3P
    - - narrow and broad scope
  - - - disadvantage:become victims of their own past success and of large, complex organizations.
    - - advantage:inherent flexibility and adaptability
    - - make the best decision you can with the best available information.
    - - in equity
- - - - What we tried to do is ensure that we hit our target market with a value that they need
- - - - produce what are similar to its competitor
        
        emphasis: control(reduce) cost
        
        but maintain comparable value
        
        by cost drivers(ex:Managerial inefficiency or bureaucracy、Scale....
        
        ex: Walmart
        
        building or acquiring key resources(ex:IT system)
        
        procurement capability(ex: analyzing consumer buying behavior)
        
        in order to: create EVA&profit
        
        by high volumn、fast turnover
    - - produce what are uique to its competitor
        
        emphasis: value for customer
        
        have price premium but still profit
        
        understand what drives cost or customer value
        
        market research and combine that with their own insights about customers
        
        customization
        
        ex: Starbucks coffeeprovide different combinations be bought
        
        figure out how the firm's internal capabilities (value chain、value network...
- - - - high quality automobiles, which became a significant source of customer value