Kr chapter 2
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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

KR: Chapter 2

Operations Strategy


Chapter outline

Chapter Outline

  • Introduction


Competitive priorities

  • 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


Chapter outline1

Chapter Outline

  • Introduction

  • Corporate strategy

    • Core competencies

    • Core processes


Chapter outline2

Chapter Outline

  • Introduction

  • Corporate strategy

  • Competitive priorities


Competitive priorities1

Cost

Quality

High-performance design

Consistent quality

Flexibility

Customization

Variety

Volume flexibility

Time

Fast delivery

On-time delivery

Development speed

Competitive Priorities


Speedster innovators and producers

Speedster Innovators and Producers


As time is compressed prices can be increased

As Time is Compressed, Prices Can Be Increased


Chapter outline3

Chapter Outline

  • Introduction

  • Corporate strategy

  • Competitive priorities

  • New service or product development


Development strategies

Development Strategies

Beyond low prices and good quality

  • Product variety

  • Design

  • Innovation

  • Service

  • Operation systems implications


Service package

Service Package

  • Supporting facilities

  • Facilitating goods

  • Explicit services

  • Implicit services


New service or product development process

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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