Please enable JavaScript.

Coggle requires JavaScript to display documents.

Leading Strategically, by G8: Michella, Stephen, Caroline, Albert - Coggle…

- - - - to unite the company
      - to be a motivator to the employee and company
      - to let everyone to know how they help the company achieve what they do every year
- - - - the company become more efective
      - can adapt to to new innovative
    - - cannot handle a change and can bankrupt
  - - - A= for the activities, resources, and capabilities (ARC) needed to implement the business model
        
        internally : owned and operated by the business itself
        
        Outsourced: operated with other partners
      - R=for the realization of value or the revenue model used
        
        complex revenue models ( according to technology-based products and services companies)
        
        razor-blade model, where one product, the so-called razor, is sold at a low price to encourage adoption, and then revenues are made by selling the blades, the higher profit margin complement to the razor.
        
        freemium model, where some digital products are offered for free, but premium add-ons are also offered that cost money.
        
        two-sided markets revenue model, where two interested parties are matched in a product and the company benefits by charging one party.
        
        multi-sided platforms and ecosystems where the goal is to attract multiple participants to jointly create value and then charge some of them for access or transactions or services.
      - V = for the value proposition delivered by the business model
        
        meaning : the goal of new business model to increase EVA (economic value added) greater than the existing offerings
        
        EVA: the difference between the value or utility that consumers obtained from a product or service, and the costs incurred to provide that same product or service.
        
        how to create value
        
        creat more value for customers
        
        reducing the cost of producing value
      - S=for the scope of the enterprise pursuing this business model.
        
        meaning: the footprint of what the business does
        
        3 key dimensions
        
        Costumer segments. It is about what customer segments that business wants to serve. for example; what age, gender segments etc.
        
        Horizontal scope. It refers to the variation of products or services would accompany be in.
        
        Vertical scope (Value chain). Vertical integration is a strategy that a company streamlines its operations by taking direct ownership or by outsourced its various stages production.
    - - yes
        
        A pragmatic theory (or design) that explains how an enterprise generates and realizes (superior) value.
        
        A mental / abstract representations.
      - No
        
        It is not a detail operational or tactical plan
        
        it's not a complete strategy for sustainable performance/ competitive advantage
- - - - needs three main purposes
        
        Inspiring for employees and manager
        
        helps resolve disputes about its future direction
        
        Informs all stake holders why the company exists
    - - some companies that do not have a formal mission statement may implicitly understand what their mission is and act accordingly.
- - - - SWOT
        
        Advantages
        
        Incorporates core ideas of coherence and fit
        
        Still widely use
        
        Intuitive and easy to understand
        
        Disadvantages
        
        Very high level analysis.
        No guidance on what or how to analyze
        
        Confusion about categories
        
        No compelling connection to overall company performance
        
        Generally only a starting point