cpa113, leadership Case 大讨论

hezi

f

原帖由 kellyang 于 2009-10-13 18:32 发表
你觉得FOOD SAFETY是不是ADVANTAGE呢?

是，for export, but for history

lyao

At moment ,very confused with "Latest development", how to use those information, should they be used when you are identify various strategic options, if so, except those 3 options, do you still offer other options?
kellyyang, Millers, both of u seems finished a lot of work, what are your opinions?

krisau

原帖由 kellyang 于 2009-10-13 18:31 发表
我写了4条,就是CASE上说的那4条, 然后我发现在SCHULTZ没有一个是CAPAABILITITY的, 晕四

有没有同学讨论一下 Schultz's strategic capability?
       

Production of wine varieties currently favoured by the market

Funding capability

我认为这两点可能是，大家的意见呢？

谢谢！

[ 本帖最后由 krisau 于 2009-10-13 21:49 编辑 ]

hezi

原帖由 krisau 于 2009-10-13 21:35 发表

有没有同学讨论一下 Schultz's strategic capability?
       

Production of wine varieties currently favoured by the market

Funding capability

我认为这两点可能是，大家的意见呢？

谢谢！

1，most of competitors focus on premium wines, I can't see any strategic compability for this point
2, listing in ASX can show funding capability for S, but Alens is a listing company as well, I don't think it is stategic compability.
However, branding is strategic compability for S due to many awards S acquired in previous year

Other idea?

[ 本帖最后由 hezi 于 2009-10-13 23:26 编辑 ]

hezi

原帖由 kellyang 于 2009-10-13 14:45 发表
关于low cost strategy:  我的看法是， SCHULTS is the best perfomer in this industry (Financial wise) as per the case material, Hiher Gross/Net Margin % indicate Lower Cost than Average.---------------- ...

S scrushing grapes for other winemakers could support your low cost strategy. Also, S is planning to acquire S company, which is another sign for economy of scales.

by the way, I don't think high GM is an evident to prove low cost strategy implementation. Other two strategies also can result of high GM.

Any ideas?

lyao

based on those industry sucess factors to identify s' strategy capability, you can find all of them in some other competitors, even branding ,( a lot of other company has strong brand in domestic and export markets too). I suppose the strategy capability should be focuse on strategic goals, S only wants to be top 5, not top 1 or 3, so if only 1 or 2 rival good at, still can be taken into account, because still better than the most of others in the industry, In the chicken case, those strategy capability, I pretty sure you also could find some in other companies.

Guys, it sound right?

majomomoko

我覺得是：在low cost 和 differentiation 之間，所以，筆記寫的是 best cost or value for money ...因為它並不是lowest cost and highest differenctiated, 4.21 有講。

不知道對不對。。。。。。。

miller2

原帖由 hezi 于 2009-10-13 23:25 发表

S scrushing grapes for other winemakers could support your low cost strategy. Also, S is planning to acquire S company, which is another sign for economy of scales.

by the way, I don't think high ...

agree, but I recon low cost will be one of the reasons

miller2

原帖由 lyao 于 2009-10-13 23:47 发表
based on those industry sucess factors to identify s' strategy capability, you can find all of them in some other competitors, even branding ,( a lot of other company has strong brand in domestic and  ...

I think the tricky part for this analysis is whether the capability Better than Competitor?

It leads to the question - who is the Competitor?

Personally, I see all major player as competitor.

What you think?

miller2

原帖由 kellyang 于 2009-10-13 18:32 发表
你觉得FOOD SAFETY是不是ADVANTAGE呢?

To Kelly

I think it was.

However, this may not maintain (easy to replicated)

[ 本帖最后由 miller2 于 2009-10-14 10:20 编辑 ]

miller2

To All:

1 question regarding key stakeholder:

Fred (MD) , what is his goal? is it align with S's Strategy goal?

My concern is will family business model confilict with Shareholder's View?

Thanks

yoursair

原帖由 lyao 于 2009-10-12 19:27 发表
CASE 看了,不过刚刚开始按MODULE7 准备.我觉得DIFFERENTATION,为什么是FOCUS?
我有2个问题,不是很明确,关于CLUB,MAIL ORDERING,是FORWARD INTERGRATED?
还有 GRAPE SELF SUFFICIENCY-PURCHASE WINEYARD LAND属于BA ...

这个我也同意的,跟chicken case差不多, forward intergrated to direct retails和back intergrated with growers

kellyang

原帖由 majomomoko 于 2009-10-13 23:58 发表
我覺得是：在low cost 和 differentiation 之間，所以，筆記寫的是 best cost or value for money ...因為它並不是lowest cost and highest differenctiated, 4.21 有講。

不知道對不對。。。。。。。

I totally agree with you.

low cost mornally is for very big conpamy with big distribution channel, like BIG W, WWS, only them can offer lowest cost with best value,

kellyang

原帖由 miller2 于 2009-10-14 09:57 发表




agree, but I recon low cost will be one of the reasons

3 options: diff, focus on or low cost

you only can pick one.

yoursair

I don't think its low cost,  look at the market share and its products direction-ultre premium and premium wine with good quality. Look at chicken case, almost same situation, they  I thought it should be differentiation.  
However, is there anyone thinking 'focus' due to Shultz's celler door sales, mailling distribution and celler club?

CPA107

FOCUS STRATEGY BEST EXAMPLE IN THE BOOK IS AMMI Insurance.

Focus only car and home insurance.

kellyang

原帖由 yoursair 于 2009-10-14 11:34 发表
However, is there anyone thinking 'focus' due to Shultz's celler door sales, mailling distribution and celler club

club only have 12% in Shultz's domestic sales, it is too small to say focus on

[ 本帖最后由 kellyang 于 2009-10-14 12:18 编辑 ]

miller2

原帖由 kellyang 于 2009-10-14 11:26 发表



3 options: diff, focus on or low cost

you only can pick one.

I think S apply stuck in middle Sta: Diff+Low Cost

Also, Chicken Case mention this call Lead Strategy (Diff+Low Cost ), is it?

kellyang

原帖由 miller2 于 2009-10-14 10:20 发表
To All:

1 question regarding key stakeholder:

Fred (MD) , what is his goal? is it align with S's Strategy goal?

My concern is will family business model confilict with Shareholder's View?

...

Fred called up a fund from families and friends, but the case does not say family and friend are holding the management role in Schultz, i wonder the most important thing for Fred is making more money for friends and families.  and also, he wants to maintain the reputation of the company by premium wine.

kellyang

confused... waiting expert

kellyang

原帖由 lyao 于 2009-10-13 21:32 发表
At moment ,very confused with "Latest development", how to use those information, should they be used when you are identify various strategic options, if so, except those 3 options, do you still offer ...

yes, i put latest development into strategic option

krisau

原帖由 lyao 于 2009-10-13 21:32 发表
At moment ,very confused with "Latest development", how to use those information, should they be used when you are identify various strategic options, if so, except those 3 options, do you still offer ...

Yes, I use Ansoff product/market matrix to analyse these 3 options. I offer other options as well such as beer,spirit and fresh grape juice. But I do not prefer other options. Just alike, I do not think that Chasseur is going to be entry egg market.

hezi

原帖由 kellyang 于 2009-10-14 11:09 发表



I totally agree with you.

low cost mornally is for very big conpamy with big distribution channel, like BIG W, WWS, only them can offer lowest cost with best value,

I changed my mind after reading these paragraphs another time. S focus on differientiation strategy only instead of leader strategy based on the following reasons:
1, the percentage for crushing grapes for other winemakers has been declined since 2008
2, The purpose for acquiring S is mainly to produce 150ml wine for Air Australia, and Schultz wants its brand keeping the high quality wine in public
3, High GM shows it sticks the market on premium wine, which is high profitability product. Also S increased the % sales through direct to customer distribution

Any idea?

原来

not stuck in the middle

yoursair

我问一个有关考试的问题,
section B has 4 big questions.  Who knows how many small question normally under each of big one?
Do you guys think Question 1 is for external evironment, Question 2 for Internal, Question 3 for strategic options and Question 4 for implemetation and leadership?  or they won't ask you in this order?

radar1016

考试时候给的新内容大概会有多少呢?

majomomoko

一頁A4紙，字體跟pre-seen case一樣大。

考試跟Module 7 很類似，不過答案就只需要你答一半。例如，5 forces，只要求你寫出3個。

不過時間還是很緊~~~

可惜，我忘記了選擇題考什麽，，，一點記憶都沒有，其他部份都不難，選擇題就很麻煩。如果要是我再做一次，我一定放棄選擇題！！！

hezi

原帖由 majomomoko 于 2009-10-15 23:53 发表
一頁A4紙，字體跟pre-seen case一樣大。

考試跟Module 7 很類似，不過答案就只需要你答一半。例如，5 forces，只要求你寫出3個。

不過時間還是很緊~~~

可惜，我忘記了選擇題考什麽，，，一點記憶都沒有，其 ...

你的建议很中肯，感谢！

hezi

我想问问大家S的Strategy issue该怎么分析？我能说S的vision订的目标太低，就是top fifith company那点。It wil easily become the top fifith company after acquiring S.
Any idea?

majomomoko

應該要看看那個Stefano 的strategy跟S有沒有衝突吧，以一個corporation來看，還要再以business unit來考慮吧。

愚見。