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Arena Layers: Corporate, Business FunctionDefine Hierarchy Function Layer: Process, Project and Product Agile value drive
Corporate Layer: Portfolio Businesses Maximize Value Business Layer: Positioning Products by Market Strategy
Business ACTION
Business Action: Skimming (Type I disruptive Focus: Returning R&D investment, Innovation) Constrained production capacity, Limited demand
PC Processors Matsushita VHS $ Cyrix K6 Celeron 486 D P III $ VCRs D Chasm Sony Beta Cellcom Cell Phone $ D Orange
Management-Of-Technology
Athlon P IV $819->$352 Power PC Diversification, Cow Cannibalization Adoption Rate Utility Capacity Learning Curve Moors Law Gillette Costs-4%/Y /Time Quantity
Ampex $50K Skim Niche Distributors Mass Market Hedged Skimming: Tang, RDC, Velcro
Cost
Cost
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ARENA
Management-Of-Technology
Business Action:
Price
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ARENA
Management-Of-Technology
Business Action: Focus: Market share leadership (Eyeballs, Hits); Lock-in+Oligopoly+Value added Flooding
Flooding $ Ford Levittown Diners Zara IKEA McDonalds D Sony: $279+ Dumping RealNetworks Nintendo: Dolphin D IBM+3D by ArtX $ MS Xbox $299.99 ($125) Launch: 800K games, 1.5M@2001 $500M marketing budget Hybrid Car Dumping $ D Sony 1. Client 2. Navigator Explorer NT Leveraged Dumping $ D 1. Server Navigator Acrobat
2.Toyota Honda
Bob Metcalfs
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ARENA
Management-Of-Technology
March 1999, 50B Mins: 11 sites (60%=110) March 2001, 73B Mins: 4 sites (60%= 14) 32% America Online Time Warner 7.5% Microsoft 7.2% Yahoo 3.6% Napster
Competitors
10 0 80
60
40
1980 1982 1984 1986 1988 1990 1991
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Alex@coman.org Tel:(972)3-510-1768 -5- Fax:(972)3-516-8960
Management-Of-Technology
Price 2
Cost/unit
Quantity Manufactured
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ARENA
Management-Of-Technology
Focus: Penetrating through niche, transforming non-entity into recognized brand Innovation) S.E. Asian Guerilla $ D 2.Red Hat Linux Guerilla $ D
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ARENA
Management-Of-Technology
Maru-C: Encircle Caterpillar Cat world earth-moving equipment vs.16%) Protect home market against Caterpillar (81:50% Licensing deals with: Cummins Engine, International Harvester. Acquire technology and establish benchmarks. Project Ace: Advance quality of small and medium-sized bulldozers above Caterpillars Quality Circles companywide to provide training for all employees Reduce cost while maintaining quality Cost Down Total Cost Down Make Komatsu an international enterprise and build export markets Develop Eastern bloc countries Komatsu Europe marketing subsidiary established Komatsu America established Project B to improve durability and reliability and reduce cost of large bulldozers Project C to improve payloaders Project D to improve Hydraulic excavators Establish presale and service department to assist construction projects in newly industrializing countries Respond to external shocks that threaten markets V-10 program to reduce costs by 10%; reduce parts by 20%. 180 program to budget companywide for 180/$ when exchange rate was 240/$ Response to Oil Crisis: Project E establish teams to redouble cost and quality efforts. Create new products and markets Accelerate product development to expand line. Future and Frontiers program to identify new businesses based on societys needs and company know-how. EPOCHS: reconcile greater product variety with improved production efficiencies. Alex@coman.org Tel:(972)3-510-1768 -8- Fax:(972)3-516-8960 www.coman.org ARENA (84:Caterpillar=43% world earth-moving equipment vs.Komatsu=25%)
Management-Of-Technology
Business Action
How Has Compaq Stayed on Top of the Server Industry?, HBR
ProLiant 1000 ProLiant 1000 ProSignia Rack Mountable
SystemPro
1989
Price Performance File and Print Compatibility Application Compatibility Expandability
1990
1991
1992
1993
1994
Security Servicability Storability
Time
Manageability Configurability Reliability Price Performance File and Print Compatibility Application Compatibility Expandability
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ARENA
Management-Of-Technology
Business Action: Strategic US Office of Patents commissioner: Everything Gridthat can be invented has been invented,
1899 recommendation that his office be abolished. High Factory Strategic
Bank
ATM, Airline Present Strategic Impact of Support Technology Low Restaurant, Municipality, Hospital
Turnover
Bookstore, Insurance, Broker
Strategic Grid
Low
High
Tu rn o
Time
Alex@coman.org Tel:(972)3-510-1768 -10- Fax:(972)3-516-8960 www.coman.org
Gre
Support
Window of Opportunity
at
Strategic Fa ct or y
cta t io n
wer o P l ea
Importance
Importance
ppo
ve r
Ex pe
intm ent
Time
ARENA
Management-Of-Technology
iMSM Family High Data Rate technology<2.4Mbps Internet; support3rd party OS/Apps 5th Generation MSM 200 hours standby Faster data rates<86kbps IS-95A/95B Compliant MSM3000 4th Generation MSM Highly cost effective MSM2300 3rd Generation MSM Used in QCP800 phone MSM2 2nd Generation MSM Chipset Developed MSM1
90
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98
Time/ 99 Release
ARENA
Management-Of-Technology
Wave PLM
Features/ Function Points
NT: Most Demanding Tasks User/Info Dir, Intelli-mirror NT4.0: Large Data Proc. Windows CE 1997 update: Cluster 1.6M copies NT3.51: Web Server No need for special SW NT3.5: Faster, Stable 2000: Premium, SOHO Professional, 93 NT3.1: 32 bit 29K copies Small Business 98: HTML editor 95: TCP/IP
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00 Time/Release
ARENA
Management-Of-Technology
ARENA
Management-Of-Technology
Typical Time Horizons by Industry, Mid-to-Late 1980s 20 Transportation Development Cycle (years)
16
&Forestry, Oil Gas Reserves Pharmaceuticals
12
Military Weapons
Biotechnology ,Chemicals Mining 8 Paper Photographic Metal Products Automobile Medical&Dental Lodging 4 Computers Hotels Electronics &Fashion Publishing Foods Software Textiles Silicon Retailing&EntertainmentTobacco Foundries 00 8 16 4 12 20 Financial Approximate Life Cycle of Products (years) -Services
Alex@coman.org Tel:(972)3-510-1768 -14- Fax:(972)3-516-8960 www.coman.org ARENA