TOpic 8

Question 1

ansoff matrix

Answer 1

existing vs new products
existing vs new markets

Question 2

market penetration

Answer 2

existing product existing market

Question 3

product development

Answer 3

new product existing market

Question 4

market development

Answer 4

existing product new market

Question 5

diversification

Answer 5

new market new product

Question 6

downsizing business

Answer 6

companies must also develop strategies for downsizing their business
product lifecycle

Question 7

vijay govindarajan

Answer 7

rethink reboot reset. on time
calculating profit over time

Question 8

today, tomorrow and after tomorrow

Answer 8

peter hinssen
value creation is today tomorrow and after tomorrow
now future and long term
a separate but connected organisation

Question 9

porters generic strategies

Answer 9

strategic advantage vs strategic target

Question 10

differentiation
porters generic strategies

Answer 10

unique attribute valued by the customer
industry wide

Question 11

porters generic strategies
overall cost leadership

Answer 11

source of cost advantage
industry wide

Question 12

porters generic strategies
focus

Answer 12

both differentiation and overall cost leadership
particular segment

Question 13

generic strategy

Answer 13

cost leadership
differentiation

Question 14

key strategic elements: cost leadership

Answer 14

Scale
efficient plants
Design for manufacture
Control of overheads and R&D
Process innovation
Outsourcing
Avoidance of marginal customer accounts

Question 15

key strategic elements: differentiation

Answer 15

Emphasis on branding, advertising, design, service, quality, and new product development

Question 16

resource and organizational requirements: cost leadership

Answer 16

Access to capital
Process engineering skills
Frequent reports
Tight cost control
Specialization of functions and jobs
Incentives linked to quantitative targets

Question 17

resource and organizational requirements: differentiation

Answer 17

Marketing abilities
Product engineering skills
Cross
functional coordination
Creativity
Research capability
Incentives linked to qualitative
performance targets

Question 18

treacy and wiesermas value strategy 1993

Answer 18

product leadership
customer intimacy
operational excellence

Question 19

crawford and matthews value curve 2001
judge the

Answer 19

dominate
differentiate
at par
below
non acceptable

Question 20

crawford and matthews value curve 2001
with

Answer 20

access
connectivity
price
product
service

Question 21

crawford and matthews value curve 2001
steps

Answer 21

1 dominate on one attribute
2 differentiate on a compatible attribute
3 maintain parity on others

Question 22

customer relevancy framework: 5 attributes of all commercial transactions

Answer 22

products: goods and or services purchased
price: cost of goods
access: how easily customers obtain and use goods and or services
service: what is done extra before, during and after the sales
experience: how consumers feel about themselves as a result of goods and or services

Question 23

Mauborgne and chans blue ocean strategy

Answer 23

BOS is the simultaneous pursuit of differentiation and low cost
the aim of BOS is not to outperform the competition in the existing industry, but to create new market space or a blue ocean, thereby making the competition irrelevant

Question 24

difference between red ocean vs blue ocean

Answer 24

red ocean
compete in existing market space
beat the competition
exploit existing demand
make the value/cost trade off
align the whole system of a companies activities with its strategic choice of differentiation or low cost
——————————————————-
blue ocean
create uncontested market space
make the competition irrelevant
create and capture new demand
break the value/cost

Question 25

value innovation

Answer 25

eliminate and reduce cost raise and create buyer value value innovation

Question 26

4 actions framework

Answer 26

eliminate reduce create increase value analysis versus the industry standard

Question 27

thales teixeira decoupling 5 steps for disrupting with decoupling

Answer 27

map the customer value chain identify the type of value find the weak link increase the specialization forces anticipate competitive response

Question 28

thales teixeira decoupling unlucking the customer value chain

Answer 28

understand customers, and youll understand disruption understand their CVC customer value chain - customer journey, customer buying and decision making process understand monetary cost - effort cost - time cost

Question 29

a business model from a customer perspective

Answer 29

a business model specifies how the firm creates value and from whom from the customer point of view “ a business model consists of the value a business creates for me, what it charges me in exchange for that value and what value et erodes for me

Question 30

value creating

Answer 30

an activity that creates value for the customer such as staying in a hotel

Question 31

value charging

Answer 31

an activity that is solely added to charge for the value created such as paying 200$ per night in a hotel

Question 32

agile team

Answer 32

bottom up approach fast

Question 33

value eroding

Answer 33

an activity that neither creates value for the customer nor charges for the value created, such as providing personal and payment information every time to book a hotel

Question 34

5 step process for disrupting with decoupling

Answer 34

map the customer value chain (customer journey) identify the type of value find the weak link beat the incumbent competitor by reducing the monetary time or effort costs anticipate the competitive response (claim other parts in the value chain)

Question 35

customer value chain/ customer journey

Answer 35

a customer doesnt only look at the product itself, but at the entire customer journey to evaluate the value of purchasing it or not if i want to eat a pizza at home: i have to make a trade off with healthy food, i have to choose to kind of pizza i want, look where and how to order it, i have to pay for ti and go get it, i have to eat it and get rid of the cardboard box

Question 36

identify the type of value and the weak link

Answer 36

evaluate (erodes) choose (erodes) order (erodes) pay (charges) get it (erodes) consume (creates) dispose (erodes)

Question 37

the disrupter decreases the time, effort or monetary cost growth by adjacent coupling

Answer 37

incumbent decoupling growth from adjacencies strengthening adjacent links new coupled incumbent