... 2. The imitations of Tencent QQ 3. The reflection of Tencent’s imitations 4. Conclusion Introduction QQ, which created by Tencent Company in March 1999. It is the most popular instant messager in China.[1] The number of QQ users is 1118.7 million on September 2010.[2] As a research, around 60 percent of China internet users were using QQ in 2008, when only 25.49 percent of them were using MSN.[3] Apart from internet users, mobile phone users also intended to use QQ Mobile as their communication tool rather than dialing. Tencent Company is still developing their scale. Their company services include search engine (website), chat rooms, games, music, web browser, antivirus software, etc. In the recent year, they also try to expand their market internationally, such as QQ Hong Kong and QQ International. Moreover, the original target customers is young users, but Tencent Company is planning expand their target customers to older audience.[4] The imitations of Tencent QQ From many years until now, many people criticized the Chinese imitation of western brands or software, so is Tencent. The previous name of QQ is OICQ, which got the same name with ICQ.[5] The icon of QQ and the icon for QQ users criticized that imitated the Linux icon and many different cartoon characters, either. Moreover, many games in QQ are the imitations of Korean games.[6] Except the above imitations, the QQ’s...
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...rivals. Resource-based theory (RBV) is used to explain this phenomenon by stating that ‘the unique bundle of resources that some firms have obtained help to shape the firms’ value-creating strategies which are implemented to gain a competitive advantage’. This essay will firstly examine the characteristics of the resources which are the basis of a competitive advantage, then analyze the isolation mechanism which help to maintain firms’ competitive advantage. Finally limitations of this theory will be discussed. According to McGahan and Porter’s research, 31.71% of the factor influencing business profitability is suggested to be firms’ resources and capabilities. These resources and capabilities have to be heterogeneous and imperfectly mobile because they can be inherently non-tradable, firm-specific, and co-specialized. Moreover, resources should fulfill VRIN criteria to enjoy a competitive advantage and sustainable performance. Firstly, resources must be valuable enabling a firm to exploit opportunities and neutralize threats by improving its efficiency and effectiveness. Secondly, resources must be difficult to find among the existing and potential competitors of the firm. Hence resources must be rare or unique to offer competitive advantages. Additionally, resources should be inimitable, which means other firms either cannot obtain them or have to obtain them at a much higher costs. Fourthly, key resources need to be non-substitutable. If not, competitors will use strategically...
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...Core components of strategy implementation: * Strategic decision-making * Organizational evolution and change * Management by Objectives * The role of teams and leaders * Knowledge assets Lecture 1 The Eclectic Roots of Strategy implementation Research Views on strategy implementation: Structural view: * Organizational Structure * Control mechanisms (assessing performance during and after the implementation of the strategy – Role of formal control systems in strategy implementation Interpersonal Process View * Strategic Consensus –external consensus also imp ---TATA NANO * Autonomous Strategic Behaviours * Diffusionary Processes * Effects of leadership and Implementation Styles * Communication and other Interaction processes The secrets to successful strategy execution: * Study – Important strategic and operational decisions aren’t quickly translated into action * Execution is the result of thousands of decisions made every day by employees acting according to the information they have and their own self-interest * 4 fundamental building blocks executives can use to influence those actions (17 traits fit into each of these blocks) * Clarifying decision rights - Everyone has a good idea of the decisions and actions for which he or she is responsible * Designing information flows (Important information about the competitive environment gets to headquarters quickly. The way to ensure that...
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...Core components of strategy implementation: * Strategic decision-making * Organizational evolution and change * Management by Objectives * The role of teams and leaders * Knowledge assets Lecture 1 The Eclectic Roots of Strategy implementation Research Views on strategy implementation: Structural view: * Organizational Structure * Control mechanisms (assessing performance during and after the implementation of the strategy – Role of formal control systems in strategy implementation Interpersonal Process View * Strategic Consensus –external consensus also imp ---TATA NANO * Autonomous Strategic Behaviours * Diffusionary Processes * Effects of leadership and Implementation Styles * Communication and other Interaction processes The secrets to successful strategy execution: * Study – Important strategic and operational decisions aren’t quickly translated into action * Execution is the result of thousands of decisions made every day by employees acting according to the information they have and their own self-interest * 4 fundamental building blocks executives can use to influence those actions (17 traits fit into each of these blocks) * Clarifying decision rights - Everyone has a good idea of the decisions and actions for which he or she is responsible * Designing information flows (Important information about the competitive environment gets to headquarters quickly. The way to ensure that...
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...CHAPTER III PROBLEM ANALYSES AND RECOMMENDATIONS 3.1 Problem Analyses The loss of Steve Jobs s CEO and the sluggish economic conditions in the Unites States did not stop Apple Inc. to grow its profit and revenues in 2012. This growth came primarily from the sales increase of iPhone and iPads, while Mac computers contributed 7% increase of sales from the same period. The only decline was in iPod sales, decreasing 15% from the second quarter of 2011. [pic] Figure 3.1 Apple’s Net Sales by Operating Segment, Net Sales by Product, Unit Sales by Product, 2009-2011 (in millions) Source: Apply Inc. (2011) Not only the decline in iPod sales, the company also faced a serious competitive threat from the competitors, especially in the smartphone market. It is the growth in iPhone sales that sustain the company’s financial performance, by contributing $47.2 billion of total $108.1 billion revenue in 2011. The second largest contributor was iPad with sales more than $20.4 billion. Knowing the importance of smartphone market, Apple was forced to compete with its great competitors such as Samsung and Google. Samsung managed to leapfrog over Apple to become the largest seller of smartphones in 2011 and early 2012 by introducing Galaxy and other models that utilized Google’s Android operating system to beat Apple’s OS and other iPhone’s key features. Therefore, Android became the most widely used operating system platform for smartphones in Unites States with 50.9%...
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...economy resulted in a sharp drop in exports from Japan. The decline in exports was primarily due to a lower demand for consumer electronic products in US due to the slowing US economy, as well as the strong rise in the value of Yen relative to US dollars or Euros making the exports more expensive or less affordable for foreign countries. As exporters saw their sales and profits declining, they started cutting operating costs and slashing orders from their suppliers thus creating a ripple effect in the Japanese economy affecting both production and employment. These events and deflation caused a sharp contraction in the Japanese economy where consumers were delaying purchases in hopes that prices would continue to fall. Sony as well as other local companies were hesitant to invest more in technology and or R&D due to these uncertain conditions thus making their exports less competitive relative to competiton. 2. In what other ways has the strong yen affected Sony's bottom line ? What would be effect of a weak Yen? Exchange rate fluctuations affect Sony’s operating profitability because many of Sony’s products are sold in countries other than the ones in which they were manufactured. The strong appreciation of Yen created a negative impact on Sony's financial results as exports were invoiced in dollars to customers worldwide and production activities such as manufacturing, administrative functions and R&D was mainly concentrated in Japan which resulted in higher production costs...
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...Study Apple Inc. 2008 — Document Transcript 1. Case Analysis: Apple Inc., 2008 Sairam Iyer XLRI GMP 034 11/6/2008 2. 1) Competitive Advantages: -Design and innovation oriented -Greater horizontal and vertical Integration -Designing from scratch to finish bundled with applications and peripherals. -‘’Plug and Play” solutions -R&D oriented -An everything ready device Firm Infrastructure HRM Technology Development PROCUREMENT Inbound Outbound Operations Marketing/Sales Service Logistics Logistics Alliances with Design & Horizontal & Plug and play I-tunes gives a major suppliers Innovation vertical solutions major edge Integration Linkages with Technology Complete bundle Operating system independent Driven of applications more secure, and software vendors less prone to virus attacks Collaborating I-pod—I-tunes Apple’s retail with other combo gives experience, new leaders. brand awareness mac consumers a push. bought more. Apple has been able to command a premium in the market and gain above average returns owing to its innovation and differentiation of technologically superior products. This learning and innovation in its products has led apple to leverage its expertise in the i-pod,i-phone, i-tunes, i-works suite of products. Over due course of time Apple has been able to perfect the chain of activities in Innovation and design leading to a fit between the activities which is difficult to imitate and hence offers them an edge over competitors. Diffusing products New products:...
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............................ 5 1. Introduction of Apple Inc. ........................................................................................................... 5 1.1 1.2 2. 2.1 History................................................................................................................................. 5 Current Business Strategy ................................................................................................... 5 SWOT Analysis ........................................................................................................................ 10 Promising Opportunities ....................................................................................................... 10 The Shift from the PC to Mobile Era ............................................................................ 10 Emerging Markets ......................................................................................................... 11 Consumer Digital Lifestyle ........................................................................................... 12 2.1.1 2.1.2 2.1.3 2.2 Significant Threats ................................................................................................................ 13 Intense Competition ...................................................................................................... 13 Risk...
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...Digital cameras operate by taking a picture or video by digitally recording the images, without the use of film or production of negatives. Digital cameras show the image on a display screen imbedded in the camera immediately after the picture was taken. The recorded images are stored on a memory card that often allows for much more data storage than a roll of film. Digital cameras can be connected to computers to download the images, and sending the images out for development is not necessary in order to immediately view the pictures. While originally digital cameras were simply intended to be an innovative way to capture images as opposed to cameras that utilized film, their purpose has come to exceed imitation. Digital cameras have become a visual communication medium, as the images captured with them can be downloaded, edited and enhanced, printed at home or sent to a studio, used for a presentation, or to share with others via the internet, all within a matter of moments. Demand in this industry continues to grow, and is driven by individual consumers, as well as commercial businesses. This growth can be attributed to three specific sectors: digital cameras that are tethered for both home and desk communication, digital cameras overriding the functionality of standard cameras, and digital cameras for use in applications for which film cannot effective operate. Several other industries require photographic services that cannot always be accomplished with film cameras, such...
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...แต่ก็ไม่ได้ทำให้ Apple ประสบความสำเร็จเลย จนกระทั่งในที่สุด Jobsได้กลับมา พร้อมกับการเปลี่ยนแปลงครั้งใหญ่ใน Apple โดยการเปลี่ยนชื่อจาก Apple computer เป็น Apple Inc. หลังจากนั้น Appleก็กลับมาประสบความสำเร็จได้อีกครั้ง Business Model 1. Value Proposition เสนอสินค้าที่แตกต่าง - ทันสมัย - ครบวงจร 2. Revenue Model รายได้หลักอยู่ที่ iPhone 3. Market Opportunity Mac, iPhone, iPad ยังมีโอกาสทางการตลาด 4. Competitive Environment การพัฒนาตัวเองให้ล้ำหน้าเกินคู่แข่งเป็นเรื่องสำคัญ 5. Market Strategy สร้างสรรค์ software, hardware รวมทั้ง applications ต่าง ๆ ได้ด้วยตัวเอง 6. Organization Development สามารถพัฒนาองค์กรให้เป็นองค์กรแห่งนวัตกรรม 7. Management Team การบริหารขึ้นอยู่กับ Steve Jobs Apple’s Strategy Branding emotional branding Innovation สร้างสิ่งใหม่ ๆขึ้นมาตลอดเวลา Perfectionist ผลิตภัณฑ์ที่สมบูรณ์แบบทั้ง Hardware-Software-Design ปัจจัยที่มีผลต่อการแข่งขัน Smart phone ในอนาคต • ความก้าวหน้าทางด้านเทคโนโลยี • life cycle • พฤติกรรมของผู้บริโภค • บทบาทของเทคโนโลยีในชีวิตประจำวัน ส่วนแบ่งตลาดของ Apple Inc. • OS ของ Smart phone Apple OS 48%, RIM OS 19%, Android 15% • Platform Apple 56%, Android 29%, other 15% • PC manufacturers ในปี 2009 Hewlett-Packard 20%, Dell 13%, Acer 13%, Lenovo 8%, Toshiba 5%, Apple 4% • MP3 Player ในปี 2009 Apple (iPod) 70%, other 30% Role of IT Hardware & Software • Plug &Play • Microprocessor = Intel กับ A4 (ใช้กับ...
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...firm for additional innovative means to target users, its investors are questioning its ability to monetize its user base. Relatedly, in a highly dynamic and competitive industry, how will Facebook out-innovate its rivals and retain customer “mind-share”? Along with his top management team, Zuckerberg concluded that the firm should focus on both worldwide and domestic market growth. With many recent product innovations and strategic changes, 2013 and the few years beyond were expected to defining ones for the young, public social networking firm. Situational Analysis (pages 12-3--12-4) One of the most innovative creations in the twenty-first century is social networks. Connecting the world through schools, families, businesses, photos, and just about every other piece of information, social networks thrive on people sharing their life stories. In the last ten years, the most important networks have been Facebook, Myspace, Twitter, and LinkedIn, with several additional sites surfacing within the last few years. Facebook in particular is considered a disruptive innovation that has interfered with search engines such as Google and Yahoo! Social networking sites serve three main purposes in addition to connecting people: advertising, employee and idea screening, and application development and gaming. In September 2012,...
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...Introduction. Value creation is an objective of every firm, as they seek to provide value to its stakeholders and most especially its customers. Aside adding value, success is also a major objective for firms. The drive to be successful in their industry has led firms to develop strategies to enable them have a competitive edge. Resources of organisations generate value and when combined with its capabilities creates competitive advantage for that organisation. To gain and sustain competitive advantage, firms have to implement value creating strategy that cannot be imitated by its current or potential competitors (Barney, 1991). The telecommunication industry in Nigeria was controlled by a monopolist (Nigerian Telecommunications Limited (NITEL), but this changed after the auction of telecom licences to other operators, leading to stiff competition. Operators in the telecommunication industry are relentlessly competing for market share, making managers to employ different strategies to place them ahead of their competitor. (Esonwume, 2010), yet one operator was able to beat its rivals. MTN is regarded as the most profitable and widely subscribed operator in Nigeria. This paper gives a background of the industry and firm, examines key areas where MTN has been successful and the extent to which this advantage can be sustained in an attempt to answer the research questions. The research questions are as follows: 1. What strategies has MTN Nigeria adopted to become a...
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...Lecture 1 1. I/O Model of above average Returns Introduction: It explains influence of external environment influence on a firm's strategic actions and performance. Assumptions: 1) External environment can leading to AAR. 2) Most firms compete in an industry control similar resources & strategies 3) Resources are highly mobile across firms 4) Decision makers should be rational & act in the firm’s best interests Steps: 1) Study the external environment 2) Locate the industry 3) Identify the industry’s strategy 4) Develop assets & skills on the strategy 5) Using the firm’s strengths in the strategy Conclusion: The I/O model of AAR challenges firms to locate the most attractive industry in which to complete because of the four assumptions. 2. Resource based model Introduction: Explain the unique internal resources & capabilities of a firm 1) Acquire different resources & develop unique capabilities 2) Resources are not mobile across firms 3) The unique resources & capabilities lead to differences in firms’ performance 4) Differences in resources & capabilities is the source of competitive advantage Steps: 1) Identify the firm’s resources 2) Determine the firm’s capabilities 3) Determine the potential of its resources & capabilities in competitive advantage 4) Locate an attractive industry 5) Select a best strategy 3. Vision, Mission Vision is picture of what the firm want to be & achieve [Microsoft: A computer on every desk, running Microsoft...
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...Executive Summary Nokia’s reign as the world’s biggest seller of mobile telephones is under serious threat from its competitors such Apple and the introduction of new Android based mobile phones. The company fell short in the smartphone era and its position as the number-one phone seller in the global market is under threat. The case study provides a brief analysis of what transpired at Nokia and how the strategy implemented by the management team from the period of the 1990s up to the 2010 led to the company losing its market shares at both ends of the mobile phone industry. During the period of 1991 and 1992 the company lost FM482million ($120 million) on its major business activities. In 1992 a new group chief executive, Jorma Ollila was appointed. Jorma Ollila’s mission was to formulate a strategy that was going to rescue the company from its losses, into a profitable organisation. The report focus on Nokia’s reason to select one area of development out of four, the significance of the introduction of new Android software for Nokia’s chosen strategy and the importance of management teams to strategic choice. In dealing with the first section on the study case , the author analysed the three elements of the strategy context used by the management team and then discussed strategic risks associated with focusing on the single development area out of four. Lynch (2012:421) defines strategy context as being concerned with the circumstances surrounding and influencing the...
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