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QUIZ 3,4,5 START

52問 • 1年前QUIZ 3,4,5 START

Ruzelle Abellera

通報

問題一覧

This is a concept known as “mass customization”

AUTOMATED AND FLEXIBLE MANUFACTURING SYSTEM

profit pool can be defined as the total profits in an industry at all points along the industry’s value chain

Exploiting the Profit Pool Concept for Competitive Advantage

Internet-related pitfalls include the threat of imitation by competitors who can quickly duplicate capabilities without threat of infringement on proprietary information

Potential Internet-Related Pitfalls for Low Cost Leaders

involves providing unique, high-quality products and services that promote a favorable reputation and strong brand identity and usually command a premium price.

differentiation strategy

Internet-related pitfalls include overspending differentiating features that customers don’t want or creating a sense of uniqueness that customers don’t value.

Potential Internet-Related Pitfalls for Differentiators

the stages of introduction, growth, maturity, and decline that occur over the life of an industry.

life cycle of an industry

products are unfamiliar to consumers. Market segments are not well defined and product features are not clearly specified. The early development of an

Strategies in the Introduction Stage

second stage of the industry life cycle, growth, is characterized by strong increases in sales

Strategies in the Growth Stage

In the third stage, maturity, aggregate industry demand begins to slow. Since markets are becoming saturated, there are few opportunities to attract new adopters

Strategies in the Maturity Stage

Two positioning strategies that managers can use in the maturity stage include

Reverse positioning b) Breakaway positioning –

a change in industry tendencies to continuously improve products by offering products with fewer product attributes and lower prices.

Reverse positioning

a break in industry tendencies to incrementally improve by offering products that are still in the industry but are perceived by customers as being different

Breakaway positioning

Decisions in the decline phase of the industry life cycle become particularly important

Strategies in the Decline Stage

There are four basic strategies available in the decline phase:

maintaining, harvesting, exiting, or consolidating

involves obtaining as much profit as possible and requires that costs in the decline stage be decreased quickly. Exiting the market involves dropping the product from a firm’s portfolio

Harvesting

involves one firm acquiring the best of the surviving firms in an industry at a reasonable price. (

CONSILIDATING

Three turnaround strategies:

Asset and cost surgery; • Selective product and market pruning; • Piecemeal productivity improvements.

Cost leadership requires a tight set of interrelated tactics such

Overall Cost Leadership

Methods used in the application or adaption of Overall Cost Leadership

1.Competitive Parity 2. Experience Curve

refers to the firm’s achievement of similarly, or being “on par” with competitors with respect to low cost, differentiation, or strategic product characteristic.

Competitive Parity

A company may also make use of their experience based on the previous data they have in order to lower the cost for them to gain experience with production processes. Based on their experience unit cost of production it possibly decline as output increase in most industries

Experience Curve

consists of creating differences in the firm’s products or service offerings by creating something that is perceived industry-wide as being unique and valued by customers

Differentiation

third generic strategy is based on the choice of a narrow competitive scope within an industry.

FOCUS

Given the advances in manufacturing technologies such as CAD/CAM as well as information technologies,

Automated and Flexible Manufacturing Systems

A profit pool can be defined as the total profits in an industry at all points along the industry’s value chain.

Exploiting the Profit Pool Concept for Competitive Advantage

Coordinating the ‘Extended’ Value Chain via Information Technology Many firms have achieved success by integrating activities throughout the “extended value chain” by using information technology to link their own value chain with the value chains of their customers and suppliers

Coordinating the ‘Extended’ Value Chain via Information Technology

Integrated of Overall Cost Leadership and Differentiation Strategies using the Internet

Integrated overall cost leadership and differentiation strategy using internet helps a firm to improve its position in regard to its industry’s five forces

involves managing costs in every activity of a firm’s value chain and offering no-frills products that are an exceptional value at the best possible price.

overall low-cost leadership strategy

Internet-related pitfalls include the threat of imitation by competitors who can quickly duplicate capabilities without threat of infringement on proprietary information

Potential Internet-Related Pitfalls for Low Cost Leaders

involves providing unique, high-quality products and services that promote a favorable reputation and strong brand identity and usually command a premium price.

differentiation strategy

Internet-related pitfalls include overspending differentiating features that customers don’t want or creating a sense of uniqueness that customers don’t value

Potential Internet-Related Pitfalls for Differentiators

involves targeting a narrow market segment with customized products

focus strategy

Internet-related pitfalls include focusing on segments that are too narrow to be profitable or trying to appeal to niches that are overly broad.

Potential Internet-Related Pitfalls for Focusers

Customer-based measures are important. However, they must be translated into indicators of what the firm must do internally to meet customers’ expectations

Internal Business Perspective

Managers must translate their general mission statements on customer service into specific measures that reflect the factors that really matter to customers

Customer Perspective

Given the rapid rate of change in markets, technologies, and global competition, the criteria for success are constantly changing. Developing new products and services, creating greater value for customers, and increasing operating efficiencies, than a company penetrate new markets, increase revenues, and grow shareholder value

INNOVATION AND LEARNING PERSPECTIVE

Such measures indicate whether the company’s strategy, implementation, and execution are, in fact, contributing to bottom-line improvement. Typical financial goals include profitability, growth, and shareholder value. Periodic financial statements remind managers that improved quality, response time, productivity, and innovative products benefit the firm only when they result in improved service, increased market share, reduced operating expenses, or higher asset turnover. 36

Financial Perspective

We address five different types of financial ratios: •

Short-term solvency or liquidity • Long-term solvency measures • Asset management • Profitability market value

Comparing a firm’s performance over time helps to provide a means of evaluating trends

HISTORICAL COMPARISION

When evaluating a firm’s financial performance, it is important to compare it with industry norms

COMPARISION WITH INDUSTRY NORMS

with similar strategies are considered members of strategic groups in a given industry. Furthermore, competition tends to be more intense among competitors within groups than across groups

COMPARISION WITH KEY COMPETITORS

considered a customer/producer who is even more extensively integrated into a firm’s value chain

PROSUMER

FOUR CRITERIA OF FIRM ’S RESOURCES FOR SUSTAINABLE COM PETITIVE ADVANTAGES

The resource must be valuable The resource must be rare The resource must be difficult for competitors to imitate The resource must have no strategically equivalent substitutes

Resources are valuable when they enable a firm to formulate and implement strategies that improve its efficiency or effectiveness.

The resource must be valuable

competitors or potential competitors also possess the same valuable resource, it is not a source of competitive advantage because all of these firms have the capability to exploit the resource in the same way.

The resource must be rare

Inimitability is a key to value creation because it constrains competition. If a resource is inimitable, then any profits generated are more likely to be sustainable

The resource must be difficult for competitors to imitate

The fourth requirement for a firm to be a source of sustainable competitive advantage is that there must be no strategically equivalent valuable resources that are themselves are rare or inimitable

The resource must have no strategically equivalent substitutes

definition it is inherently difficult

Physical uniqueness Path

This means that resources are unique and therefore scarce because of all that has happened along the path followed in their development and/or accumulation.

Path Dependency

This means that would-be competitors may be impeded because it is impossible to disentangle the causes (or possible explanations) of either what the valuable resource is or how it can be created.

Casual Ambiguity

These include “soft” issues such as culture, trust, and leadership

Social Complexity

FOR IMITATION TO BE AVOIDED, FOUR CONDITIONS NEED TO BE SATISFIED

Physical uniqueness Path Dependency Casual Ambiguity Social Complexity

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問題一覧

This is a concept known as “mass customization”

AUTOMATED AND FLEXIBLE MANUFACTURING SYSTEM

profit pool can be defined as the total profits in an industry at all points along the industry’s value chain

Exploiting the Profit Pool Concept for Competitive Advantage

Internet-related pitfalls include the threat of imitation by competitors who can quickly duplicate capabilities without threat of infringement on proprietary information

Potential Internet-Related Pitfalls for Low Cost Leaders

involves providing unique, high-quality products and services that promote a favorable reputation and strong brand identity and usually command a premium price.

differentiation strategy

Internet-related pitfalls include overspending differentiating features that customers don’t want or creating a sense of uniqueness that customers don’t value.

Potential Internet-Related Pitfalls for Differentiators

the stages of introduction, growth, maturity, and decline that occur over the life of an industry.

life cycle of an industry

products are unfamiliar to consumers. Market segments are not well defined and product features are not clearly specified. The early development of an

Strategies in the Introduction Stage

second stage of the industry life cycle, growth, is characterized by strong increases in sales

Strategies in the Growth Stage

In the third stage, maturity, aggregate industry demand begins to slow. Since markets are becoming saturated, there are few opportunities to attract new adopters

Strategies in the Maturity Stage

Two positioning strategies that managers can use in the maturity stage include

Reverse positioning b) Breakaway positioning –

a change in industry tendencies to continuously improve products by offering products with fewer product attributes and lower prices.

Reverse positioning

a break in industry tendencies to incrementally improve by offering products that are still in the industry but are perceived by customers as being different

Breakaway positioning

Decisions in the decline phase of the industry life cycle become particularly important

Strategies in the Decline Stage

There are four basic strategies available in the decline phase:

maintaining, harvesting, exiting, or consolidating

involves obtaining as much profit as possible and requires that costs in the decline stage be decreased quickly. Exiting the market involves dropping the product from a firm’s portfolio

Harvesting

involves one firm acquiring the best of the surviving firms in an industry at a reasonable price. (

CONSILIDATING

Three turnaround strategies:

Asset and cost surgery; • Selective product and market pruning; • Piecemeal productivity improvements.

Cost leadership requires a tight set of interrelated tactics such

Overall Cost Leadership

Methods used in the application or adaption of Overall Cost Leadership

1.Competitive Parity 2. Experience Curve

refers to the firm’s achievement of similarly, or being “on par” with competitors with respect to low cost, differentiation, or strategic product characteristic.

Competitive Parity

Experience Curve

consists of creating differences in the firm’s products or service offerings by creating something that is perceived industry-wide as being unique and valued by customers

Differentiation

third generic strategy is based on the choice of a narrow competitive scope within an industry.

FOCUS

Given the advances in manufacturing technologies such as CAD/CAM as well as information technologies,

Automated and Flexible Manufacturing Systems

A profit pool can be defined as the total profits in an industry at all points along the industry’s value chain.

Exploiting the Profit Pool Concept for Competitive Advantage

Coordinating the ‘Extended’ Value Chain via Information Technology

Integrated of Overall Cost Leadership and Differentiation Strategies using the Internet

Integrated overall cost leadership and differentiation strategy using internet helps a firm to improve its position in regard to its industry’s five forces

involves managing costs in every activity of a firm’s value chain and offering no-frills products that are an exceptional value at the best possible price.

overall low-cost leadership strategy

Internet-related pitfalls include the threat of imitation by competitors who can quickly duplicate capabilities without threat of infringement on proprietary information

Potential Internet-Related Pitfalls for Low Cost Leaders

involves providing unique, high-quality products and services that promote a favorable reputation and strong brand identity and usually command a premium price.

differentiation strategy

Internet-related pitfalls include overspending differentiating features that customers don’t want or creating a sense of uniqueness that customers don’t value

Potential Internet-Related Pitfalls for Differentiators

involves targeting a narrow market segment with customized products

focus strategy

Internet-related pitfalls include focusing on segments that are too narrow to be profitable or trying to appeal to niches that are overly broad.

Potential Internet-Related Pitfalls for Focusers

Customer-based measures are important. However, they must be translated into indicators of what the firm must do internally to meet customers’ expectations

Internal Business Perspective

Managers must translate their general mission statements on customer service into specific measures that reflect the factors that really matter to customers

Customer Perspective

INNOVATION AND LEARNING PERSPECTIVE

Financial Perspective

We address five different types of financial ratios: •

Short-term solvency or liquidity • Long-term solvency measures • Asset management • Profitability market value

Comparing a firm’s performance over time helps to provide a means of evaluating trends

HISTORICAL COMPARISION

When evaluating a firm’s financial performance, it is important to compare it with industry norms

COMPARISION WITH INDUSTRY NORMS

with similar strategies are considered members of strategic groups in a given industry. Furthermore, competition tends to be more intense among competitors within groups than across groups

COMPARISION WITH KEY COMPETITORS

considered a customer/producer who is even more extensively integrated into a firm’s value chain

PROSUMER

FOUR CRITERIA OF FIRM ’S RESOURCES FOR SUSTAINABLE COM PETITIVE ADVANTAGES

The resource must be valuable The resource must be rare The resource must be difficult for competitors to imitate The resource must have no strategically equivalent substitutes

Resources are valuable when they enable a firm to formulate and implement strategies that improve its efficiency or effectiveness.

The resource must be valuable

The resource must be rare

Inimitability is a key to value creation because it constrains competition. If a resource is inimitable, then any profits generated are more likely to be sustainable

The resource must be difficult for competitors to imitate

The fourth requirement for a firm to be a source of sustainable competitive advantage is that there must be no strategically equivalent valuable resources that are themselves are rare or inimitable

The resource must have no strategically equivalent substitutes

definition it is inherently difficult

Physical uniqueness Path

This means that resources are unique and therefore scarce because of all that has happened along the path followed in their development and/or accumulation.

Path Dependency

This means that would-be competitors may be impeded because it is impossible to disentangle the causes (or possible explanations) of either what the valuable resource is or how it can be created.

Casual Ambiguity

These include “soft” issues such as culture, trust, and leadership

Social Complexity

FOR IMITATION TO BE AVOIDED, FOUR CONDITIONS NEED TO BE SATISFIED

Physical uniqueness Path Dependency Casual Ambiguity Social Complexity