1 / 23

Recap

Recap. Defensive IT Offensive IT Dynamism of Strategies Pop Quiz (Defensive or Offensive IT Strategy): UMC Healthcare System implementing EMR systems Market Street adopting RFID based check-out system. Two IT Strategies. Defensive IT (Support)

theodore
Télécharger la présentation

Recap

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Recap • Defensive IT • Offensive IT • Dynamism of Strategies • Pop Quiz (Defensive or Offensive IT Strategy): • UMC Healthcare System implementing EMR systems • Market Street adopting RFID based check-out system

  2. Two IT Strategies • Defensive IT (Support) • How much the company relies on cost-effective, uninterrupted, secure, smoothly operating technology systems. • Offensive IT (Strategic) • How much the company relies on IT for its competitive edge through systems that provide new value-added services and products or high responsiveness to customers. • Dynamism of Strategies

  3. Case – Li & Fung (A): Internet Issues Li (利): Profit Fung (丰): Abundance

  4. Case background (Part 1) • Time Line • 1906 – founded by Mr. Li and Mr. Fung as an export trading company • 1920s & 1930s – expanded to warehousing and handicrafts manufacturing • 1945 – Li sold his shares to Fung Family • 1973 – listed on HKSE • 1988 – privatized, streamlined and incorporated in Bermuda • 1995 – acquiring Inchcape Buying Group • 2000 – 2 billion dollar global trading company

  5. Map of China and China’s Impact

  6. Shanghai – A Snap Shot and Video The China Bubble?

  7. Case background (Part 2) • Cast of characters and their roles • William and Victor Fung • Corporate Culture • Soft vs. Hard Goods

  8. Holistic Supply Chain Management

  9. The IT architecture of an e-business

  10. Problem Statement (Case Questions) • How do the critical success factors for Li and Fund’s traditional supply chain business compare with those for e-commerce supply chain? As its e-business evolved, what were the critical challenges? (Growth Strategy) • “Bubble In” or “Bubble Out”? (Sourcing Strategy) • What is the viable e-commerce model for new business venture at Li and Fund? (Business Model)

  11. Analysis of Problem • Traditional versus Electronic Business • Characteristics? • Disruptive technology? • Selling/Marketing? • Operations? • Corporate Culture • How are long-term employees likely to respond? • Implications for the Fund Brothers? • Separate versus integrate?

  12. Alternative Solutions (Part 1) • Tripartite Growth Strategy • Compare and contrast organic growth, acquisition and e-commerce (EC). • Single versus combination?

  13. Alternative Solutions (Part 2) • “Bubble In” versus “Bubble Out” • What did they choose? Why? • Will you make the same sourcing decision? Why? Why not? • Bubble In, Bubble Out, or Mixed-Bubble? • Why they decided to choose Castling?

  14. Alternative Solutions (Part 3) • E-Commerce Model • B2B? Benefits to SME? • Chanel conflict? • Offense versus Defense? • Future of the Company • Should the San Francisco based online venture be integrated into the traditional IT function (e.g., NYC)? Why? How? • Would Li & Fung spin off the clicks-and-mortar hybrid and take it public, or would it remain within the Group?

  15. Criteria to Evaluate Alternatives • Analyzing Frameworks • Porter’s Five Forces Model. EC on Five Forces? • How to apply the model in this case? • Pros and cons of each sourcing approach • E-commerce Models • Brick-and-mortar • Click-and-mortar • Pure EC

  16. Recommendations and Plan for Actions

  17. Conclusion • Lessons Learned (e-commerce as a competitive strategy, sourcing strategy, business model) • Case Update

  18. Porter’s five forces Model 26

  19. Outsourcing

  20. To From Customer Business Government Customer Customer-to-Customer (C2C) Customer-to- Business (C2B) Customer-to-Government (C2G) Business Business-to-Customer (B2C) Business-to-Business (B2B) Business-to-Government (B2G) Government Government-to-Customer (G2C) Government-to-Business (G2B) Government-to-Government (G2G) E-commerce Models* *Adopted from “E-commerce Operations Management” by Schniederjans and Cao (2002)

  21. Case Update • Feb. 14, 2001: Test phase – StudioDirect targeted only the SMEs in the United States and focused mainly on “green-grass” products – golf apparel and accessories – distributed through golf clubs and sporting goods stores. • Initially offline  Online transactions • Early Nov. 2001: over 200 users had registered and more than 100 ordered regularly online. • Breakeven – 600 SMEs • Sales for the first half of 2001 – $5 million • Estimated first year loss – $10 million • Reasoning of Loss: Slow Adoption rather than a flawed concept • Interim Remedies – Merging two existing offices in San Fransico and New York • Going Forward – What options for StudioDirect management?

  22. Li & Fung Links • Li & Fung Limited homepage • Homepage of Li & Fung Distribution (Management) Limited • Homepage of LF Venture Capital, the venture capital arm of Li & Fung Limited • Annual reports of Li & Fung

  23. Disruptive technologies - technologies that improve a product or service in ways that the market does not expect and they are particularly threatening to the leaders of an existing market, because they are competition coming from an unexpected direction. Disruptive Technology

More Related