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KR: Chapter 2

KR: Chapter 2. Operations Strategy. Chapter Outline. Introduction. Corporate strategy environmental scanning core competencies core processes global strategies. Market analysis segmentation needs analysis. Competitive priorities cost quality time flexibility. New Service/

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KR: Chapter 2

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  1. KR: Chapter 2 Operations Strategy

  2. Chapter Outline • Introduction

  3. Corporate strategy • environmental scanning • core competencies • core processes • global strategies • Market analysis • segmentation • needs analysis • Competitive priorities • cost • quality • time • flexibility • New Service/ • Product Design • design • analysis • development • full launch • Functional area strategies • finance • operations • marketing • others Competitive Priorities • Capabilities • current • needed • planned Figure 2.1

  4. Chapter Outline • Introduction • Corporate strategy • Core competencies • Core processes

  5. Chapter Outline • Introduction • Corporate strategy • Competitive priorities

  6. Cost Quality High-performance design Consistent quality Flexibility Customization Variety Volume flexibility Time Fast delivery On-time delivery Development speed Competitive Priorities

  7. Speedster Innovators and Producers

  8. As Time is Compressed, Prices Can Be Increased

  9. Chapter Outline • Introduction • Corporate strategy • Competitive priorities • New service or product development

  10. Development Strategies Beyond low prices and good quality • Product variety • Design • Innovation • Service • Operation systems implications

  11. Service Package • Supporting facilities • Facilitating goods • Explicit services • Implicit services

  12. Design • Service or product not profitable • Development strategy • Idea generation and screening • Service package or product architecture formulation • Need to rethink the new offering or production processes Analysis Development • Detailed review of market feasibility • Prod/tech feasibility • Financial feasibility • Post-launch review Full Launch • Detailed specifications • Process design • Marketing program design • Personnel training • Testing and pilot runs • Market promotions • Sales personnel briefed • Distribution processes activated • Old services or products withdrawn • Production of new offering and ramp-up New Service or Product Development Process Figure 2.2

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