Search

Search Results

• 1. [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

• 2. [Article] New Technology Introduction Process: RFID for groceries

  The high level process consists of three major funnels and two key parts. The first funnel is “Discovery” in which the new strategic goals are communicated company wide at an all hands meeting. In this ...

  Citation × Citation Citation Abstract Copy Title: New Technology Introduction Process: RFID for groceries Author: Artiga, Roberto, Intarode, Nuttavut, Lotfi, Theodore Nyma, Praechareonwatana, Nuttavut, Osman, Osman, Sell, Vera Year: 2010 The high level process consists of three major funnels and two key parts. The first funnel is “Discovery” in which the new strategic goals are communicated company wide at an all hands meeting. In this stage, the company starts identifying major opportunities available in the market, having as its outcome a prioritized project list. As an example, in the grocery market, different opportunities had been observed and RFID was selected as a potential opportunity in the prioritized projec list to use as a substitute for the traditional bar code. Based on our estimate it can create an emerging market worth 6 billion USD in 5 years. The second funnel is “Technology.” It starts with identification of core competencies needed to transfer technology from laboratory to factory and will end with a technology transfer plan which contains how to close the gap between what is required and what Paru currently has in-house. The third funnel is “New Product Implementation.” It is a hybrid process which will go for simultaneous product and process concept development. These processes are carried out with proactive integration and collaboration so by the time the engineering release is approved, everything is in place to go into large-volume manufacturing without any further delays. Paru will go through the above mentioned steps to produce and sell RFID tags. After the three major funnels, the next stage of the process is volume production. This stage does not only includes manufacturing but also all the activities for continuous improvement that result to solve problems identify during volume production as well as those activities to optimize costs, quality, and yield until a second generation product is released or a product goes into obsolescence. The following sections describe the details of each part of the development process; all diagrams are included in the appendix of this report. Title: New Technology Introduction Process: RFID for groceries Author: Artiga, Roberto, Intarode, Nuttavut, Lotfi, Theodore Nyma, Praechareonwatana, Nuttavut, Osman, Osman, Sell, Vera Year: 2010 The high level process consists of three major funnels and two key parts. The first funnel is “Discovery” in which the new strategic goals are communicated company wide at an all hands meeting. In this stage, the company starts identifying major opportunities available in the market, having as its outcome a prioritized project list. As an example, in the grocery market, different opportunities had been observed and RFID was selected as a potential opportunity in the prioritized projec list to use as a substitute for the traditional bar code. Based on our estimate it can create an emerging market worth 6 billion USD in 5 years. The second funnel is “Technology.” It starts with identification of core competencies needed to transfer technology from laboratory to factory and will end with a technology transfer plan which contains how to close the gap between what is required and what Paru currently has in-house. The third funnel is “New Product Implementation.” It is a hybrid process which will go for simultaneous product and process concept development. These processes are carried out with proactive integration and collaboration so by the time the engineering release is approved, everything is in place to go into large-volume manufacturing without any further delays. Paru will go through the above mentioned steps to produce and sell RFID tags. After the three major funnels, the next stage of the process is volume production. This stage does not only includes manufacturing but also all the activities for continuous improvement that result to solve problems identify during volume production as well as those activities to optimize costs, quality, and yield until a second generation product is released or a product goes into obsolescence. The following sections describe the details of each part of the development process; all diagrams are included in the appendix of this report. Close

• 3. [Article] Google's Strategic Business Model

  The main objective this project is to focus on understanding Google’s Business Model. Is Google’s current strategy sustainable for future projects? This research paper will include discussions on innovation ...

  Citation × Citation Citation Abstract Copy Title: Google's Strategic Business Model Author: Bregaj, Tila, Hulme, Amit, McGraw, Sean, Nour, Alaa, Pizarro, Melinda Year: 2012 The main objective this project is to focus on understanding Google’s Business Model. Is Google’s current strategy sustainable for future projects? This research paper will include discussions on innovation history, future and emerging products & disruptive technologies, research & development, risk mitigation, and organizational structure & management; focusing on the innovation implementation and the strategies that go with it. An extensive literature review will be conducted to understand Google’s philosophy and ways of innovating. The outcome is to show that Google has decided that they do not want to just be known as a search engine but as a facilitator of the best Internet experience to its customers. Title: Google's Strategic Business Model Author: Bregaj, Tila, Hulme, Amit, McGraw, Sean, Nour, Alaa, Pizarro, Melinda Year: 2012 The main objective this project is to focus on understanding Google’s Business Model. Is Google’s current strategy sustainable for future projects? This research paper will include discussions on innovation history, future and emerging products & disruptive technologies, research & development, risk mitigation, and organizational structure & management; focusing on the innovation implementation and the strategies that go with it. An extensive literature review will be conducted to understand Google’s philosophy and ways of innovating. The outcome is to show that Google has decided that they do not want to just be known as a search engine but as a facilitator of the best Internet experience to its customers. Close

• 4. [Article] Assessing Strategic Intent in the Context of Competition and Absorptive Capacity

  High technology firms compete fiercely for their share of wealth. Strategic Management is a discipline that determines a firm’s intent and direction for creating a competitive advantage and wealth. Often, ...

  Citation × Citation Citation Abstract Copy Title: Assessing Strategic Intent in the Context of Competition and Absorptive Capacity Author: Sperry, Richard Chad Year: 2010 High technology firms compete fiercely for their share of wealth. Strategic Management is a discipline that determines a firm’s intent and direction for creating a competitive advantage and wealth. Often, strategies are set though polices that govern the firm’s products and services, how it positions itself to compete, the choice of scope and diversity to compete, as well as the administration polices used to define and coordinate work. Two prevailing economic theories that help explain how an economic phenomenon affects economic competition are Schumpeterian and Kirznerian. Both theories attempt to explain entrepreneurship and its effect on the economy. Firms that are able to learn and exploit technological opportunities before their competitors position themselves with a competitive position, while reaping the profits. The theory of Absorptive Capacity is predicated on the firm’s ability to predict more accurately the nature of technological advances through the accumulation of the firm’s knowledge by recognizing the value of new external information, assimilating it, and exploiting it commercially. This paper discusses expanding the Absorptive Capacity model developed by Cohen and Levinthal to include technical regime incentives and dynamically model Schumpeterian and Kirznerian competition when assessing the firm’s strategic intent Title: Assessing Strategic Intent in the Context of Competition and Absorptive Capacity Author: Sperry, Richard Chad Year: 2010 High technology firms compete fiercely for their share of wealth. Strategic Management is a discipline that determines a firm’s intent and direction for creating a competitive advantage and wealth. Often, strategies are set though polices that govern the firm’s products and services, how it positions itself to compete, the choice of scope and diversity to compete, as well as the administration polices used to define and coordinate work. Two prevailing economic theories that help explain how an economic phenomenon affects economic competition are Schumpeterian and Kirznerian. Both theories attempt to explain entrepreneurship and its effect on the economy. Firms that are able to learn and exploit technological opportunities before their competitors position themselves with a competitive position, while reaping the profits. The theory of Absorptive Capacity is predicated on the firm’s ability to predict more accurately the nature of technological advances through the accumulation of the firm’s knowledge by recognizing the value of new external information, assimilating it, and exploiting it commercially. This paper discusses expanding the Absorptive Capacity model developed by Cohen and Levinthal to include technical regime incentives and dynamically model Schumpeterian and Kirznerian competition when assessing the firm’s strategic intent Close