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MBAs and EDUs

MBAs and EDUs. allan chen Santa Clara University School of Law. <header>. ask. argue. discuss. <premise>. <1>. your school == .org. <2>. .org != .com. itdoesn’tmatter.com.org.ru. </premise>. <cases>. <case_1>. <facts>. Razors in Indonesia Making lots of $$

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MBAs and EDUs

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  1. MBAs and EDUs allanchen Santa Clara University School of Law

  2. <header>

  3. ask

  4. argue

  5. discuss

  6. <premise>

  7. <1>

  8. your school == .org

  9. <2>

  10. .org != .com

  11. itdoesn’tmatter.com.org.ru

  12. </premise>

  13. <cases>

  14. <case_1>

  15. <facts> • Razors in Indonesia • Making lots of $$ • Mostly on single-blade razors (low margin) • Just beginning to make dent with razor “systems” like Mach 3 (high margin) • 90% of urban are aware of product • Indonesia is 75% rural • Very hard to get to rural areas • Literacy issues • Non-consumption • Cultural • Social • so where do you spend your marketing $?

  16. <facts> • The Fashion Channel • Popular shows about style, clothing • Other channels entering market with shows • Identified market segments • “Fashionistas” – 15% of viewers • Planners & Shoppers – 35% • Situationalists – 30% • Basics – 20% • so where do you spend your marketing $?

  17. know ur audience

  18. </case_1>

  19. <case_2>

  20. outsourcing(make/buy)

  21. thumb’s rulez

  22. criticality-ness

  23. nobody does it better…

  24. high partnership make >learning>internal innovation strategic importance tend to make make or buy make or buy tend to buy buy low high low expertise relative to “supplier”

  25. </case_2>

  26. the cost-benefit monster orhow I learned to love the wedge

  27. the V-C wedge value “consumer surplus” price “firm profit” cost

  28. Business level strategy • At the business operation level • One product line, one service point • Choosing cost and/or value as your competitive advantage • Sustainable advantage • Through something valuable, rare and inimitable Corporate level strategy • Entire organization • Adds value and/or decreases costs for the business units • Add value: Corporate brand has more power than product brand • Lower cost: Economies of scale or scope

  29. “price” • What price do your customers pay? • Applications on the computers? • Age of computers? • Location of labs? • Quality of your support staff?

  30. “value” • May seem obvious at first • What really constitutes value to students • “Brand” – how trusted is your department? • Reliability of equipment • We all love warranties, but what impact if out for repair? • Able to achieve “higher” productivity? Special activity? • Culture? (Can be too loose)

  31. cost • Also…may seem obvious at first • Broader look at costs and cost savings • Opportunity costs • Staff time is a cost, too • DIY vs. off-the-shelf • Economies of scale & scope • Cross-training • Grid computing • Fundamental: increasing value tends to require increasing costs

  32. the V-C wedge value what students think they get after the “price” they pay price benefit to your department cost

  33. <footer>

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