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Strategic Operations: Developing Competitive Priorities and Innovative Offerings

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This chapter focuses on the essential components of operations strategy within corporate management. It covers environmental scanning, the identification of core competencies and processes, and the formulation of global strategies. Key areas include market analysis, segmentation, and competitive priorities such as cost, quality, and flexibility. The chapter emphasizes new service and product development, detailing stages from idea generation to full launch, ensuring that offerings meet market needs and operational feasibility while adapting to dynamic competitive environments.

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Strategic Operations: Developing Competitive Priorities and Innovative Offerings

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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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