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SMMCG6[BS-4]LN7&LN8, 432003, ct-avant-lays-off-60-bsi-20160520…

- - - - Increasing the value created for customers
      - Can charge a price premium more then competitor
        
        Still can attract them
        
        Rely on valuing provide to customers
    - - Make profit on high volume and fast turnover
      - More PS
      - Walmart
        
        Reduced input cost
        
        Network of warehouses
        
        Fleet of trucks
        
        Good IT system
        
        Supplier relationship
        
        Procurement capability
      - Focus on bring costs down
    - - Profits earned after paying the full cost of capital
  - - - Customization
  - - - IKEA
      - GEICO
- - - - Having outstanding in store customer service
      - Leading edge logistics
    - - leadership missteps
        
        Great recession of 2008
        
        Unable to adapt overall strategy to this new environmental reality
        
        Used a lot of its cash and bought back shares
        to boost its stock price.
        
        Laid off most of talented
        salespeople and replaced with low-paid employees
        
        Undermining key sources of CA
      - Increasing competition from discount retailers like Walmart,
        online retailers like Amazon.com
  - - - Environmental change
        
        Diminishes the value of the firm’s internal strengths
        
        Kodak and digital cameras
    - - Losing strategic alignment
        
        Seek strategic renewal
  - - - Processes
        
        Positions
        
        Paths
        
        Opportunity - strategic options
        
        Resource owned or positions
        
        Well developed activities and routines
    - - Previous Example "Kodak" but here "Kodak counterpart" - Fujifilm
        
        While Kodak wilted, Fujifilm transform and thrived
        
        Fujifilm took its positions - resources like deep knowledge and paper, photo-chemicals business
        
        however, strategic renewal is hard, it is possible by adopting a dynamic capabilities approach
        
        Launch successful cosmetic line- Astalift (collagen)
        
        present in both human skin and photofilm - good for both photographs and humanskin
        
        its film technology towards coatings in LCD screens and touchscreens
      - How does a soccer player decide what moves to make (processes), where to pass (positions), where to run (paths)?
- - - - Now robo-advisors can assist your data and help financial plan
        
        For example: Country - rich trove of customer data
        
        Cognitive dissonance (feeling of mental discomfort)- where you see something happening, it doesn't fit your frame of reference
        
        So, try to create the famous burning platform all the time
    - - change strategic position over time - difference between large and small ones
        
        difficult to change - may lose value in change
        
        make best decision you can with best available information
      - in startup, it's easy to fill strategic renewal
        
        trust - if you have trust of people and employees, they will follow you anywhere
    - - always looking for the story - how do we add to it?
        
        if we are strong because of x,y and z, will add a, b and c (compared with competitors)
      - if you go beyond a certain size and certainly you are a market leader
- - - - 1989
        
        1994
        
        GM introduced a redesigned Saab 900 based on the Opel Astra platform
        
        2011
        
        Declared bankrupt
        
        Originally make profit with traditional differentiated positioning,and GM(通用汽車) acquired 50% stake in the company
      - The reason why it fail
        
        The key factor was that when GM tried to pursue savings in costs to make Saab profitable,it was unable to retain the key features that supported Saab's original differentiated positioning.
    - - Dell's fundamental innovation in the computer industry was to build computer to order and allow users to customize their computer orders to their particular needs. This can increase customers value.
      - Dell could avoid the costs of buying parts and holding them in inventory , or of making computers that may not sell at retailers.
    - - They adopt Total quality management(TQM)practices in their design,this can increase customers value.
      - TQM also help Honda and Toyota to keep their costs in check. It can reduce the costs.