Category: Strategy

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MARKETING MIS (Management of Information Sys.) Strategy Tactics

WP7. Why not just Blackberry then?

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In conjunction to telecommunication companies, my Fido 3-yr plan came to an end last year; I was shopping for a smartphone. The (fixed) costs of the plan are relatively the same due to the oligopolistic characteristics of the industry in Canada. Thus, phone choice is the issue.

Microsoft recently tested their new OS: Windows Phone 7. However, critics have had “mixed feelings” about it; despite their massive failure with Windows Mobile, Microsoft has developed enough to remain in the ‘fight’ (against Apple, Google, and RIM, etc).

Unfortunately, these points of parity do not justify their lack for point of differences: WP7 continues to have “no Flash support and no real multitasking”. Further, unlike Android, WP7 holds a closed platform – limiting third party alternatives.

Consumers may say, why not just buy the well-perceived iPhone then? Moreover, Blackberry may have won the business and email segment.

Business today is innovation with MIS. In addition to my 8th blog post, restaurants (such as HON’s) use iPhone to take orders, which potentially increases  productivity and sales through MIS.

I beg to ‘switch things up’. And that’s why I looked into third-party alternatives, such as porting Android 2.2 (Froyo), for my Xperia X1.

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FINANCE x SECURITIES HUMAN RESOURCES (HR x OB) Strategy

It’s only ECONOMICAL; however, stablize CULTURE..

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A week ago, I hopped on the SkyTrain with an article about GM’s initial-public-offering (IPO). Over a third of the shares are held by US Treasury. Thus, I thought – good luck Obama – and…

“To the free man, the country is the collection of individuals who compose it, not something over and above them.” – Milton Friedman

China’s intensive growth over the past decade has been worth looking at. TheEconomist describes their behaviour as a ‘shopping spree’. On the other hand, I argue China’s ‘spree’ should continue. Not only shall they invest in government bonds – while extending their global investment of 6% – but also show interest in commercial (local) companies outside of China.

On an economic perspective, as Friedman may suggest, limitations on trade should be abolished; globalization is key to improved efficiency and effectiveness.

This regulates the likelihood of another major bankruptcy like GM; when Geely acquired Volvo (early 2010), it was a beneficial (and strategic) move for all parties – economically, financially, and culturally.

But, this should ONLY be attained through proper cohesiveness: collaboration between the cultures. For instance, appropriate socialization should be practiced to make local employees (and managers) feel like home, rather than being seen as a ‘Chinese’-owned company.

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HUMAN RESOURCES (HR x OB) Management x CASE & BP MARKETING Strategy

If it means eating from that…

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If HR is the backbone to business as CSR is to the heart. Then, the left and right hands of business are the integration of marketing and accounting. Nearing the end of COMM101, I have learnt the spectrum of business covers all aspects, not just a single entity.

The same concept lies in renovating a new restaurant: many attempt to change the appearance of things. However, Fowler, CEO of SIR Corp, will beg to differ, “don’t shortchange the guests – they can see through it”. It is important to deliver quality food, atmosphere, service, and value altogether.

But one may question the cost of doing so. Restaurants have one of the higher failure rates as a start-up business; fixed costs (rent) take up a large portion of funds. Conversely, variable costs fluctuate based on the volume of customers. Thus, the importance of an accurate forecast (empirical distribution) is needed.

In the concurrent recessionary environment, dining-out is clearly not a ‘need’. Instead of showing, restaurants must provide distinctive experiences and benefit of their food.

Food business is highly competitive. This explains why my aunt’s vegetarian restaurant closed in less than three months in Hong Kong: they lacked the ‘spark’ like Modern Toilet.

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MARKETING MIS (Management of Information Sys.) Sports Strategy

Rogers Arena? Rogers Centre? What’s next — Rogers Place?

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Having just finished Case 3, I come to realize the telecom war is never over.

As a sports fan like myself, it was a shock to see the home of the Canucks be renamed, Rogers Arena. But the ‘not-so-successful’ hockey and basketball franchises appear to be Rogers Communication’s next strategic target. This is because the “tipping point” for a Maple Leaf or Raptor fan is so far away; there has always been a market for them (despite their poor performance).

Telecommunications in Canada are essentially controlled by an oligopoly (Rogers, Telus, Bell). The degree of competition is so high, barriers to entry are high; but in addition to their legal regulations, they have limited points of differences.

Bell has already taken advantage of MIS by setting a deal with the NFL for their smartphones; Telus has done the same for the CFL. It is these engines are innovation (2.0) that propels the way consumers approach sports. Everyone holds a mobile device nowadays; the access to all these consumers through an instant is what these telecoms can now do without the “heavy regulation of traditional distribution networks”.

This is one of many ways Rogers attempts to “be CONTENT-king“: vertical integration.

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Management x CASE & BP MARKETING Sports Strategy

search: “GM Place” | **did you mean, “Rogers Arena”?**

The positioning of brands is extremely important, especially in a competitive market. One will associate a respective brand with “value propositions” based on their own experiences and perceptions. Thus, it is crucial to shape your brand to suit each and every customer in your segmentation. The barriers to enter the telecommunication market are quite minimal: not only is the big three (consisting of Rogers/ Fido, Telus, and Bell) present, but smaller and newer companies are attempting to make their presence felt (such as WindMobile). Associating with ‘Class 6 and 8’; there are plenty ‘Points of Parities’ in this telecommunication market, noted by the article as “Canada’s wireless war”, widely ranging from different phone or data plans. Rogers recently became the home of the Vancouver Canucks, in the heart of downtown Vancouver, renaming GM Place to Rogers Arena.

Nadir Mohamed, President and CEO of Rogers Communications, states that this is a symbolic presence demonstrating the commitment to the West; and to British Columbia’s respective telecommunications.

“Connectivity, to [Mohamed], is table stakes.” They wish to innovatively differentiate themselves through diverse applications and solutions. This is something that must be done in order to survive in such a competitive market.

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*reference: http://www.vancouversun.com/business/Place+more+Rogers+plants+flag+downtown+Vancouver/3646867/story.html

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HUMAN RESOURCES (HR x OB) Management x CASE & BP Strategy Tactics

“With great power… comes great responsibility”; will HP finally rebound?

When the direction of the entire person, firm, or entity is headed towards failure; change is expected to be present. That is exactly what happened on September 30th: Léo Apotheker became Hewlett-Packard’s new chief executive. In every business, various strategies, tactics, and analyses are required to make it successful. After predecessor, Mark Hurd, hurt the morale of HP; tactical changes can no longer shift the direction of the company. Instead, a more “aggressive” operating strategy is likely to be present; in an attempt to bring back the faith of HP. Further, he has extensive knowledge in software. This new strategy is expected to steer and “affect [the] firm’s overall direction” in the “longer term”. However, Apotheker was the former CEO for SAP, which may cause potential issues with Oracle (which is closely related to HP). Along with Apotheker’s experience of mergers such as “SAP’s purchase of Business Objects”, experts expect more to come.

As we touched on vertical integration (and gas companies – like Shell and Chevron) in class; many believe that HP and SAP may soon be establishing a new, clean relationship.

Hewlett-Packard has faced countless issues in the past decade; Apotheker will strategically attempt to change it back.

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http://www.economist.com/blogs/babbage/2010/10/hewlett_packard_names_former_sap_boss_apotheker_ceo

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