05 Value and Value Net Analysis 2013
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Strategic Management @ 2013
Wai Chamornmarn
05 Value Analysis and Value net
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Strategic Management @ 2013
Value proposition
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Strategic Managemeent @ 2013
Redesign Business Value
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Strategic Managemeent @ 2013
Value Analysis
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Strategic Managemeent @ 2013
Value Proposition : Symmetry
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Strategic Managemeent @ 2013
Customer Value Analysis (CVA)
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Strategic Managemeent @ 2013
•
Value Map : ความสั�มพั�นธ์ การร�บร� �ประโยชนรวม/perceived benefits ของผลิ�ตภั�ณฑ์เที!ยบเค!ยง (บนแกนแนวนอน) ก�บราคา ของผลิ�ตภั�ณฑ์เที!ยบเค!ยง (บนแกนแนวต�#ง).
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Strategic Managemeent @ 2013
ความหมายของValue Analysis ( Lawrence D. Miles)
16
การว�เคราะห์ม�ลิค%า/Value Analysis ตอบค&าถามที!(: ว�ธ์!จั�ดการที!(จัะสัร�างสัรรคนว�ตกรรมในช%วงสังครามโลิกคร�#งที!(สัองแม�จัะขาดแคลินว�สัด,
Miles “ที!(น&าเสันอร�ปแบบความค�ดที!(ว%า All cost is for function”. ฟั.งกช�(นที!(ลิ�กค�าซื้0#อประสับการณผ%านผลิ�ตภั�ณฑ์แลิะบร�การCustomers buy functions experienced through products and services
ความหมายของValue Analysis
Source: Value Management, Roy Woodhead & Clive Bone; Value Analysis, L.D.Miles
Value 1
Satisfaction of needs(monetary and non-monetary)
Use of resources(money, people, time, energy and materials)
= =Benefits
Expenditure
Functions
Costs
Balance between stakeholders
Balance between use of resourcesBala
nce b
etw
een
b
en
efi
ts a
nd
exp
en
dit
ure
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Strategic Managemeent @ 2013
Value Conversion
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Strategic Managemeent @ 2013
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Strategic Managemeent @ 2013
Succeed with Value Networks
http://davidmeggittlog.ning.com/profiles/blogs/value-networks-help-tame-value
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Strategic Managemeent @ 2013
Example Procter & Gamble
OBJECTIVE: To sell more washing powder
OBJECTIVE: To sell more ‘cleaned clothes’
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Desorption Acoustic cavitation Acoustic vibration Cavitation Jet erosion Electro-erosion Electron impact desorption Laser evaporation Ion beam Redox reactions Hydrodynamic cavitation Laser gettering Longitudinal ultrasonic oscillation Ultrasonics Friction Cryolysis Photo-oxidation Optohydraulic effect Electrical explosion Thermo-destruction Dissolution Electro-rheological effect Brushes Electrolysis
Classification of Effects by FUNCTION
:-
CLEAN
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Strategic Managemeent @ 2013
SANYO has now succeeded in implementing its Electrolyzed Water technology cultivated in SANYO's Water purifying bacteria-removing device into the Fully-Automatic "Wash with Ultrasonic Waves and Electrolysis" washing machine. By combining Electrolyzed Water's dirt dissolving and bacteria-removing properties with the cleansing power of Ultrasonic Wave technology SANYO has brought to realization the World's first "Zero-Detergent course" washing machine.
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Strategic Managemeent @ 2013
Value Innovation
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Strategic Managemeent @ 2013
Co-opetition
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Barry NalebuffMilton Steinbach Professor of Management
Adam M. Brandenburger J.P. Valles Professor, Stern School of Business, New York University
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Strategic Managemeent @ 2013
Acquisition and Joint Venture
• Pharmaceutical/chemical companies are colored red, seed companies are colored blue, and other companies, such as biotechnology firms, are colored yellow.
• The upper left shows the year in gray text.
• During the study period the firms that eventually became the largest acquired or created joint ventures with more than two hundred firms.
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Strategic Managemeent @ 2013
Cross-licensing
• cross-licensing agreements involving pharmaceutical/chemical companies for transgenic seed traits.
• non-merger mergers or cartel behavior
• Monsanto has a central position in this network, as it is the only firm to have agreements with each of the other 5 firms.
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Strategic Managemeent @ 2013
เกมจัะสัามารถเปลิ!(ยนแปลิงห์ร0อไม%
เกมสัามารถเปลิ!(ยนแปลิงได�โดยการเปลี่��ยน• Players• Added value• Rules of the game• Tactics employed• Scope of the game
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Strategic Managemeent @ 2013
Value net
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Strategic Managemeent @ 2013
Co-opetition
Brandenburger and Nalebuff, 1996
Competitors Comple-mentors
Customers
Suppliers
Non-Food
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Strategic Managemeent @ 2013
Coopetitive Relationship
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Strategic Managemeent @ 2013
Business is War and Peace or Business as a Game
• Cooperation in creating value • Competition in dividing it up • “You have to compete and cooperate at the same time” Ray
Noorda, Novell • »Think Big :There is always a larger game • » Not win-lose • » No rule book • » People change the game • » Game is made up of 5 PARTS • » Archimedes lever • » Success comes from playing the right game
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Strategic Managemeent @ 2013
The growth of Symbiam and Microsoft’s network
in the competition for the standard in the mobile wireless operating systems
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Strategic Managemeent @ 2013
A framework on types of coopetition to manage emerging technologies
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Strategic Managemeent @ 2013
Coopetition Strategy
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Strategic Managemeent @ 2013
• Coevolution
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Strategic Managemeent @ 2013
The Dynamic Capabilities View of Coopetition: The Case of Intel, Apple and Microsoft
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Strategic Managemeent @ 2013
The Dynamic Capabilities View of Coopetition:
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Strategic Managemeent @ 2013