Mock Exam Flashcards
Information and Power Asymmetry in Blue-Sky Holdings
- Information (2)
Red, Green/Yellow - Main Cause (3)
Information and PowerAsymmetry in Blue-Sky Holdings
- Redtail operational in regions with active senior management
- Greenfields and Yellowfin centralized at corporate HQ,
- → | creating a disconnect |
Main Cause:
- Centralized divisions structure
- HQ upper management,
regional sepparation for operational divisions - → | Resulting in power imbalances favoring centralized divisions |
Missed Issues in Blue-Sky Holdings Entities.
(Missed Issue, Failure to Recognize ..)
- Greenfields Ltd (2)
- Redtail Ltd (2)
- Yellowfin Ltd (2)
Greenfields Ltd:
-
Missed Issue:
Overestimated monopoly position. -
Failure to Recognize:
External companies aiming for market share increase,
discontent with lower project hierarchies and declining contract prices.
Redtail Ltd:
-
Missed Issue:
Dependency on subcontracting
for heavy lifting equipment. -
Failure to Recognize:
Greenfields Ltd’s decision to end internal contractual obligations, resulting in the loss of a primary revenue stream.
Yellowfin Ltd:
-
Missed Issue:
Lack of awareness regarding government actions. -
Failure to Recognize:
Federal government actively reducing
a. heavy industrial manufacturing,
b. closing facilities,
c. and offshoring contracts.
Environmental Changes
Affecting CBE
- General Environment (2)
- Competitive Environment (2)
General Environment
-
Technological Change
Real-time data analytics standard; reduced CBE’s unique advantage and delivery time. -
Government Regulations
(EU & Tariffs)
Forced CBE to raise prices due to regulatory changes and tariffs.
Competitive Environment
-
Increasing Competition
Intensified competition as competitors matched or reduced delivery times. -
Emergence of Substitutes
(Online Shops of Flower Farms)
Rise of online flower farm shops introduced substitutes, challenging CBE’s market position.
CBE’s Business-Level Strategy
- Strategy
- Evidences (5)
Strategy
-
Differentiation Strategy
A generic strategy focused on creating unique and valued product or service offerings perceived industry-wide.
Evidences
Emphasis on Customer Economics (instead of supplier)
- CBE focuses on meeting customer needs, providing a service (delivery time and rareness) for which consumers are willing to pay a premium.
Unique Differentiation
Three-Day Delivery Time
- CBE guarantees a three-day delivery time throughout Europe,
a unique offering compared to competitors who require around five days.
Customer Satisfaction Emphasis
- CBE collaborates with customers on innovative applications and guarantees delivery time, reflecting a strong emphasis on customer satisfaction.
Offering Exotic and Premium Flowers
- CBE’s product selection includes exotic and premium flowers, contributing to the unique and differentiated nature of their offerings.
Premium Pricing
- CBE can charge a 15% premium compared to similar competitors, indicating that customers perceive and are willing to pay for the unique value provided by CBE’s differentiated offerings.
Congruence Model Elements and Example:
Apple Music
- INPUT
Environment (General, Competitive), History, Resources - STRATEGY
- TRANSFORMATION PROCESS
People, Informal (Culture), Work, Formal (Structure) - OUTPUT
INPUT
-
Environment
-
General
Apple Music optimizes its sharing service with machine learning and sound technologies. -
★ Competitive
Monitors Spotify, Amazon, and Chinese entrants.
-
General
-
★ History
Pioneered legal digital music with iPod. -
Resources
Leverages a strong brand, music label relationships, and financial strength.
STRATEGY
-
★★ Differentiation ★★
Pursues a global mass market with superior technology and continuous innovation.
TRANSFORMATION PROCESS
-
People
Employs passionate experts valuing creativity and attention to detail. -
Informal (Culture)
Cultivates a culture with a high Achievement need and collaborative debates. -
★ Work
Focuses on expertise in areas like machine learning and product design. -
Formal (Structure)
Adopts a functional structure for deep expertise development.
OUTPUT
- Satisfaction (Education Customers)
- Employee Satisfaction
- Attraction (New Customers)
Diversity vs. Inclusion (2x3)
Diversity:
-
Definition:
Involves bringing marginalized individuals into the workplace. -
Nature:
Can be voluntary or mandated; legislated. -
Focus:
Encompasses a mix of people and their unique attributes, acknowledging differences as a fact.
Inclusion:
-
Definition:
Involves bringing marginalized groups into decision-making, ensuring equal access to resources. - Nature: Completely voluntary.
- Focus: Ensures engagement, participation, and a sense of belonging; a choice emphasizing active involvement.
Name reasons for the give up of the consultant (3)
-
Political Power Play
at Board Level -
Organizations Working Against Each Other
→ Seen as Unwelcomed Outsider -
Disdain (Geringschätzung)
Against Middle Management & Subject-Matter Experts
Name reasons why the implementation failed! (2)
- Lack of operational understanding
(communication) - Conflicting strategies
(missing congruence)
What was the outcome for Greenfields? (2) X
Lose of …
- know how due to decoupling from Redtail
- bargaining power against suppliers
What was the outcome for Redtail? (2) X
Loss of …
- know-how
- main Revenues stream due to decoupling from Greenfields
What was the outcome for Yellowfin? X
Loss of customer base
due to liquidation of Redtail
Name 3 reasons for the give up of the consultant!
-
Political power play
at board level -
Organizations work against each other
Seen as unwelcomed outsider -
Disdain against middle management and subject-matter experts
leads to recruitment of new talent and effective freezing out of operation managers and subject-matter experts during strategy development
Name six reasons why the implementation failed! X
-
Little direction
from the board -
Conflicting strategies
(missing congruence) - Convincing greenfields
-
Lack of operational understanding
for Yellowfin (communication) - Yellowfin took activities from Redtail
- Shadow inventory
Congruence Model
(Xerox - documentation)
In the early 1990s, the organizational structure resembled that of the Soviet Union, with a pyramid-like hierarchy.
However, the new CEO embarked on a mission to envision strategies for restructuring the business.
- Problems (2)
- Solutions (2)
Problems
-
Bureaucracy complexity
hindering managers from making key decisions. - Excessive internal focus
at the expense of customer demand.
Solutions
- Comprehensive transformation touching all aspects: work,
- structure, culture, and personnel. Dual-focused approach targeting
-
social
(individual & cultural) -
structural
(strategy & work performance) enhancements.
PEST(LE) analysis:
TESCO - supermarket chain
(8)
Political:
- Governments encourage domestic job creation in retail.
Economic:
- Declining disposable income shifts focus to value brands.
Social:
- UK consumers favor bulk & one-stop shopping => increasing non-food item sales.
Technological:
- Online shopping with home delivery and self-checkout.
Legal:
- FRC proposes a Code of Practice banning certain practices, like price changes without notice.