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• 1. [Article] Final Report: Strategic Management Analysis “Kindle; Amazon’s eBooks Reader”

  Amazon launched its smart product, "Kindle", in late 2007, called “Kindle”, in order to serve customers who want to download electric books and reading materials which cost much cheaper than the printed ...

  Citation × Citation Citation Abstract Copy Title: Final Report: Strategic Management Analysis “Kindle; Amazon’s eBooks Reader” Author: Varawut, Vitawin Year: 2010 Amazon launched its smart product, "Kindle", in late 2007, called “Kindle”, in order to serve customers who want to download electric books and reading materials which cost much cheaper than the printed books. Kindle is a smart portable electronic book device that includes free wireless feature from Sprint for connecting to the Internet and downloading contents. This content-delivery service is called “Whispernet”. Furthermore, An electronic paper of Kindle not only consumes less energy but also allows readers to feel as if they were reading off physical paper. Kindle 2 has been launched since early of 2009, this version is a solution of the drawbacks such as low resolution, no backlight, thickness and incompatible with PDF files found in the previous version. Even though Amazon has solved all the disadvantages of the first version, some customers still have questions about Kindle’s ability compared to other e-readers; and some of them doubt about the current trends, future direction and the possibility to penetrate and substitute the print books market. They would like to make the decision after perceiving the situation and comparing with others devices such as Nook from B&N and Sony Reader. Therefore, I would like to analyze what strategies that Amazon uses to encourage its customers to trust in the capability of Kindle, and also to beat other competitors such as B&N and Sony Corp in order to remain the top player of the eBook device market. Title: Final Report: Strategic Management Analysis “Kindle; Amazon’s eBooks Reader” Author: Varawut, Vitawin Year: 2010 Amazon launched its smart product, "Kindle", in late 2007, called “Kindle”, in order to serve customers who want to download electric books and reading materials which cost much cheaper than the printed books. Kindle is a smart portable electronic book device that includes free wireless feature from Sprint for connecting to the Internet and downloading contents. This content-delivery service is called “Whispernet”. Furthermore, An electronic paper of Kindle not only consumes less energy but also allows readers to feel as if they were reading off physical paper. Kindle 2 has been launched since early of 2009, this version is a solution of the drawbacks such as low resolution, no backlight, thickness and incompatible with PDF files found in the previous version. Even though Amazon has solved all the disadvantages of the first version, some customers still have questions about Kindle’s ability compared to other e-readers; and some of them doubt about the current trends, future direction and the possibility to penetrate and substitute the print books market. They would like to make the decision after perceiving the situation and comparing with others devices such as Nook from B&N and Sony Reader. Therefore, I would like to analyze what strategies that Amazon uses to encourage its customers to trust in the capability of Kindle, and also to beat other competitors such as B&N and Sony Corp in order to remain the top player of the eBook device market. Close

• 2. [Article] Comparison of “The Strategic Marketing Model” and Porter’s “Cost Leadership and Differentiation Strategies Model” for Making Real‐World Strategic Planning & Analysis

  Michael Porter has been regarded as one of the icons of strategic planning for over three decades. In fact, two of his models, the Five Forces model (Porter, 2008), and the Three Generic Strategies model ...

  Citation × Citation Citation Abstract Copy Title: Comparison of “The Strategic Marketing Model” and Porter’s “Cost Leadership and Differentiation Strategies Model” for Making Real‐World Strategic Planning & Analysis Author: Zehr, Wilson Year: 2010 Michael Porter has been regarded as one of the icons of strategic planning for over three decades. In fact, two of his models, the Five Forces model (Porter, 2008), and the Three Generic Strategies model (Porter, 2000, 2005), are widely referenced and serve as bedrock for discussions of strategy and policy in many college textbooks today. However, industries and approaches to strategy have evolved significantly over the last 30 years. Key factors driving this change include: globalization of markets (products, resources, and labor), rapid and wide‐spread access to information, faster product cycles, increasing research and development costs, and more informed buyers. Based on these changes, and current trends “in industry” to be more “market” or “marketing” oriented, we will explore whether Porter’s Three Generic Strategies model can still be an effective tool for strategic planning or whether there is a more effective alternatives. In particular, the Strategic Marketing Model, developed by Cendix, has been used successfully to develop strategy for operating companies in dynamic operating environments. This paper will address the strengths and weaknesses of both models and judge the effectiveness for each as a problem solving tool. Title: Comparison of “The Strategic Marketing Model” and Porter’s “Cost Leadership and Differentiation Strategies Model” for Making Real‐World Strategic Planning & Analysis Author: Zehr, Wilson Year: 2010 Michael Porter has been regarded as one of the icons of strategic planning for over three decades. In fact, two of his models, the Five Forces model (Porter, 2008), and the Three Generic Strategies model (Porter, 2000, 2005), are widely referenced and serve as bedrock for discussions of strategy and policy in many college textbooks today. However, industries and approaches to strategy have evolved significantly over the last 30 years. Key factors driving this change include: globalization of markets (products, resources, and labor), rapid and wide‐spread access to information, faster product cycles, increasing research and development costs, and more informed buyers. Based on these changes, and current trends “in industry” to be more “market” or “marketing” oriented, we will explore whether Porter’s Three Generic Strategies model can still be an effective tool for strategic planning or whether there is a more effective alternatives. In particular, the Strategic Marketing Model, developed by Cendix, has been used successfully to develop strategy for operating companies in dynamic operating environments. This paper will address the strengths and weaknesses of both models and judge the effectiveness for each as a problem solving tool. Close