Major technological revolutions inhistoryINSTALLATIONPERIODDEPLOYMENTPERIODTechnologicalrevolution(core country)'Crash''Irruption'"Frenzy''Synergy''Maturity'The Industrial Revolution1770s and earlylate1780sandcrash in17971798-18121813-1829(Britain)1780searly1790sAge of steam and railways1830s1840scrash in18471850-18571857-1873(Britain, then spreading toContinental Europe andthe USAAge of steel, electricity,1875-1884188418931895-19071908-1918crashin1893and heavy engineering(USA and Germanyovertaking Britain)Ageofoil,automobiles1908-19201920-19291943-19591960-1974crashin1929and mass-production(US, then spreading toEurope)TimelineCOMP7880-Intro-6
Technological revolution (core country) The Industrial Revolution (Britain) Age of steam and railways (Britain, then spreading to Continental Europe and the USA Age of steel, electricity, and heavy engineering (USA and Germany overtaking Britain) Age of oil, automobiles and mass-production (US, then spreading to Europe) 'Irruption' 1770s and early 1780s 1830s 1875–1884 1908–1920 'Frenzy' late 1780s and early 1790s 1840s 1884–1893 1920–1929 'Crash' crash in 1797 crash in 1847 crash in 1893 crash in 1929 'Synergy' 1798–1812 1850–1857 1895–1907 1943–1959 'Maturity' 1813–1829 1857–1873 1908–1918 1960–1974 INSTALLATION PERIOD DEPLOYMENT PERIOD Timeline Major technological revolutions in history COMP7880-Intro-6
e-business and NASDAQ in the past decade'Grassroots'Stockmarket'Riseofthe Internet"'Synergycrash'ofe-businessNASDAQ500045%Points45004000350030002500200015001000500019941995199619971998199920002001200220032004200520062007YearCOMP7880-Intro-7
'Stock market crash' 0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000 Year 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 NASDAQ Points 'Synergy' 'Grassroots of e-business' 'Rise of the Internet' – 45% 2004 2005 2006 2007 e-business and NASDAQ in the past decade COMP7880-Intro-7
Definitions of strategyGerry Johnson and Kevan Scholes- the direction and scope of anorganization over the long-term, which achieves advantage for theorganization through its configuration of resources within a changingenvironmenttotheneedsof marketsandfulfill stakeholderexpectations.Alfred Chandler-thedetermination of the basic long-term goals andobjectives of an enterprise, and the adoptionof courses of action andthe allocation of resources necessary for carrying out these goals.Bruce Henderson- the deliberate search for a plan of action that willdevelop a business's competitiveadvantage and compound it.Michael Porter- the strong focus on profitability not just growth, anability to define a unique value proposition, and a willingness to maketough trade-offs in what not to do
Definitions of strategy ◼ Gerry Johnson and Kevan Scholes - the direction and scope of an organization over the long-term, which achieves advantage for the organization through its configuration of resources within a changing environment to the needs of markets and fulfill stakeholder expectations. ◼ Alfred Chandler - the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals. ◼ Bruce Henderson - the deliberate search for a plan of action that will develop a business’s competitive advantage and compound it. ◼ Michael Porter - the strong focus on profitability not just growth, an ability to define a unique value proposition, and a willingness to make tough trade-offs in what not to do
Key focus of strategyStrategyisconcerned with thelong-term direction of the firm.Strategydeals withthe overall planfordeploying the resourcesthata firmpossesses.Strategy entails the willingness to make trade-offs,to choosebetweendifferent directionsandbetweendifferent waysofdeploying resources.Strategy is about achieving unique positioning vis-a-viscompetitors.The central goal of strategyis to achieve sustainable competitiveadvantageoverrivals and therebyto ensurelasting profitability
Key focus of strategy • • • • Strategy is concerned with the long-term direction of the firm. Strategy deals with the overall plan for deploying the resources that a firm possesses. Strategy entails the willingness to make trade-offs, to choose between different directions and between different ways of deploying resources. Strategy is about achieving unique positioning vis-à-vis competitors. The central goal of strategy is to achieve sustainable competitive advantage over rivals and thereby to ensure lasting profitability
Goal of e-business strategyFormulationEnvironmentGoalsMarketpositioningCompetitive(Long-term)advantagesuccessResourceexploitationResourcesImplementationCOMP7880-Intro-10
Market positioning Resource exploitation Competitive advantage (Long-term) success Environment Goals Resources Implementation Formulation Goal of e-business strategy COMP7880-Intro-10