- Slides: 17
Marketing Strategy Your Strategy needs a Strategy Hsiu-Yuan Tsao, Ph. D
Competitive Advantage How is sustainability driving competitive strategy?
Strategy Platte 農村包圍城市 （Encircling the Cities from the Rural Areas）
Innovator’s Dilemma How to choose and execute the right Strategy Core Competence Or Core Rigidity Is sustainability driving competitive strategy Compete with Weakness ? Shooting your self in the foot Await one’s doom Self - defeating
Examples of Innovator’s Dilemma 零售業(Iot, Amazon, 影音平台(Youtube, Netflix) Walmart) 音樂(MP 3, i. Tune) 報業(Craiglist, Schibsted FINN. no) 金融業(Fin. Tech) 廣告業(Advertising Industry) 出版( 城邦 Barnesnobel) 製造業(Industry 4. 0) 媒體(電視台、 有線電視) 行銷(Marketing 4. 0) 通訊(電話、手機、智慧型手機: Nokia 教育 HTC Blackberry) 汽車業 (Telsa)
Temporary Competitive Advantage “exploiting temporary competitive advantages, not sustainable ones. ” Disengagement+ Transformation Industry va. Arena On v. s. Off, i. Tune Netflix v. s Blockbuster When the rule is changing, the best way is to redefine next disruptive innovation
Disengagement and Transit Disengage Relatively little time pressure 時間壓力較小 Intense time pressure 時間壓力較大 Capability core to the future of the business Orderly migration 井然有序的轉移 Transition aspects of the business from today’s configuration to tomorrow’s Hail Mary 放手一搏 Divest formerly core capabilities and find a solution to migrate to the new core fast Capability has value, but not for us Garage Sale 待價而沽 Get reasonable prices for assets we are no longer interested in Transit Capability is in decline Run off 善用剩餘價� Be well paid to maintain support for customer while decreasing investment Fire Sale Last Man Standing 跳樓大拍賣 獨立氣屹到底 Sell non-core assets Spark consolidation we are no longer in or otherwise try for a position to exploit a profitable end game position
. Ambidexterity Core Innovation 本業獲利的拓展(exploitation) 未來生存的探索(exploration) exploit the profits earned from the original/existed strengths Manage Company explore innovative businesses for future profits Reshape Company Routine Performance Efficiency Creative Leranning Risk How To ?
Transit Strategy Subscription -> Streaming Rental -> Subscription Search Engine - > Ad. Word Online Shopping - > AWS Please choose Transformation: The solution for Innovator’s Dilemma (1) A The pursue for Innovated Opportunity (2) B (3) Adjacency
Four approaches to ambidexterity — Organizational Perspective Ambidexterity as a function of the environment’s diversity and dynamism the degree of diversity (how many different environments you face) dynamism (how often they change) in your business environment
Separation: , many firms deliberately manage which approach to strategy belongs in each subunit (be it a division, geography, or function) and run those approaches independently of one another.
Switching: Firms manage a common pool of resources, and the pool switches between approaches over time or mixes them appropriately at a given moment.
Self-organizing Self-organization: The firm’s units self-organize, and each unit chooses the best approach to strategy when matters become too complex to manage these choices in a top-down manner.
External Ecosystem External ecosystem: Firms source different approaches to strategy externally through an ecosystem of players that self-select the appropriate approach.
How Stella Saved the Farm Idea Execution Innovation Evaluation A Perspective of Organizational Behavior