case4 Canon: Competing on the capabilities
Case4 Canon: Competing on the capabilities
Learning Purpose and Objectives Overall,studying the case of Canon can: * Revisit the key concepts you have learnt earlier; Integrate those ideas into a comprehensive framework that would show how they relate to and complement one another instead of being contradictory and mutually inconsistent. Help clarify how these concepts can be translated into effective strategic action
Learning Purpose and Objectives Overall, studying the case of Canon can: Revisit the key concepts you have learnt earlier; Integrate those ideas into a comprehensive framework that would show how they relate to and complement one another instead of being contradictory and mutually inconsistent. Help clarify how these concepts can be translated into effective strategic action
Evolving and Broadening of Concept of Strategy Michael Porter's Competitive Strategy represented a major breakthrough and this IO-based framework provided the main lens through which the issues and challenges of strategy were viewed. In the late 1980's,Grey Hamel and C.K.Prahalad proposed the approach to resource-based view of strategy,with the concept of core competency and strategic intent. On the second half of the 1990's,another set of ideas come to the fore-essentially focusing on innovation as thethe core of strategy.The advocates of those ideas include Rich D'aveni(hyper-competition),Kathy Eisenhardt (competing on the edge),Chan Kim (value innovation),Costas Markides (strategic innovation),etc
Evolving and Broadening of Concept of Strategy Mic hael Po r ter’s Competitive Strategy represente d a major bre akth roug h and t his I O-base d f ramework p rovided the m ain lens through which the issues and challenges of strategy were viewed. In the late 1980’s, G rey Hamel and C.K.Prahalad pro p o sed the a p p roach to resou rce-ba s e d view of strategy, with the con c e pt of core competency and strategic inten t. On the seco n d half of the 1990’s, ano ther set of ide as come to the fore – essentially focusing on inn ovation as the the core of strategy. The advo cates o f tho s e ideas include Rich D’ave ni (hyp er-competition), Kathy Eisenhardt (competing on the edge), Chan Kim (value innovation), Costas Markide s (strategic inn ovation), etc
Assignment questions (1)What was Canon's strategy in the photocopier business (2)How did Canon build and leverage competencies? (3)Where did the competitive strategy (Canon's differentiation strategy)come from?Describe the competency-building process? (4)How to make this competency-building process effective?
Assignment questions (1)What was Canon’s strategy in the photocopier business ? (2) How did Canon build and lev erage competencies ? (3) Where did the competitive strategy (Canon’s differentiation strategy) come from? Describe the competency-building process? (4) How to make this competency -building process effective?
Question l:What was Canon's strategy in the photocopier business? (see Figure 1) Figure 1 Xerox's existing Canon's strategic Business Logic 1.Customer definition Medium/large Small companies companies individuals 2.Use pattern Centralized decentralized copying copying 3.Product characteristics high volume utility 4.distribution own sales force dealers 5.Service own service network dealers 6.Sale terms lease sale 7.Technology leading edge low cost
Question I: What was Canon’s strategy in the photocopier business? (see Figure 1) Figure 1 X erox’s existing Canon’s str ategic Busines s Logic 1. C ustomer definition M edium/large Small companies c o mpanies individuals 2. Use patte rn Centralize d decentralize d copying copyin g 3. Prod u ct characteri stics high v o l u me utility 4. distribution own sales force dea ler s 5. Service own service network deale r s 6. Sale terms lea se sale 7. Tec hnology leadi ng edge l ow c o s t