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- Case Study – Vtech – Video Watch and Web site
- Q&A
- Strategic Environment
- Its product / services / supply chain:
- tailor existing latest technology to produce new products; but not R&D;
- Competitor
- How competitive
- Long term challenges and issues
- Its product / services / supply chain:
- Mission / Vision (https://www.vtech.com/en/about-us/brand-mission-strategy/) – keywords: innovative, high quality, minimize impact to environment;
- What are they?
- Mission: electronic learning, education toys,
- how to communication: board, meeting, training
- what are the associate plan / practice / scheme to deal with the long term issues: strategy and its execution,
- R&D, Human resources, marketing and R&D hardware, matching partners in different countries;
- R&D Committee, positioning in technology market,
- Competitive edge:
- understanding about customers (kids), communication with customers,
- Low selling price hits competitors;
- Management: division of authority between international branches; branches could decide local marketing, sales and accounting operations; technology strategy by head office;
- Internal share scheme;
- High production efficiency, DongGuang Factory;
- Close motherboard and computer manufacturing in 1996; as lower competitive advantage in supply chain;
- Strategy: new market eg. South America / Mexico / China…
- New factory with high production capacity;
- What are they?
- Strategy:
- Product Innovation: R&D commitment and steering committee, Investment in expertise;
- Operational Excellence: Cost leadership
- Gain in Market Share: Well understand customer need;
- Geographical expansion: China, Mexico, India
- IT will take part in executing strategies above; such as system software…
- Dark side: server data breach
- Strategic Environment
- Q&A
- Content
- Strategic Alignment
- Strategic Alignment Model (SAM)
- **IT roles: support / bring in new process or value /
- Operation role (strategic execution): Business strategy -> Business Infrastructure -> IT infrastructure; eg. IT department like chef and under admin department; drive by business users; easy to budget control and cost control; lack of utilization of technology; low value of IT;
- Technology transformation: Business strategy -> IT strategy -> IT Infrastructure; interface with management;
- Competitive potential: IT strategy -> Business strategy -> Business Infrastructure; operational department is willing to change as redesigning the internal processes; IT familiar with business operations;
- Service Level: IT strategy -> IT infrastructure -> business infrastructure;
- **IT roles: support / bring in new process or value /
- Strategic Alignment Model (SAM)
- Strategic Alignment
- Follow-ups:
- Identify IT strategies (outsource / in-house develop) to support Business strategies?
- mindsets / framework in developing / transforming to technology transformation perspective; Gain business knowledge;
- ERP – selling best practices – drive changes to operational department; attitude about acceptance of changes;
- portion of Strategic environment in assignment 1:
- Product / services / supply chain / how competition / long term challenges / mission and vision / how to communicate / what are the associate plan / practice / scheme to deal with long term issues;
- Interim presentation ~10 slides;
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