Các bạn chú ý phần gạch vàng nhé.

Đó là phần quan trọng của sem A

vừa rồi.
(Nguồn: tập hợp ý từ buổi review của sem A 2014)

Porter’s 5 Forces
 Threat of new entrants
- Supply side economies of scale (càng sản xuất nhiều, thì cost giảm)
o Thế mạnh/yếu của công ty chính có thể làm gia tăng/giảm đi power của người mới vào
Cost
market
advantage
High/low level of economies of scale leading to lower cost advantage for new
entrants.
- Customer’s switching cost
o Khách hang có dễ dàng đổi sang nhãn hàng mới

Low/high customer’s switching cost => customers may switch to new entrants if
they provide enough incentives.
- Capital requirements

Moderate/high/low amount of capital requirements => new entrants may find it

difficult but can overcome.
-Access to distribution channel

Equal access to distribution channel, new entrants will not have to compete fiercely
for this.
- Incumbency advantage: the current competitors in the market, whether are having strong
brand identities and it is very likely that customers will prefer credible brand names and
these brand names have become top of mind. Moreover, current competitors have more
beneficial relationships with many strategic partners. This may create difficulty for new
entrants since it will be hard for them to compete with current competitors in terms of brand
identity.

 High/low threat of new entrants:

Power of supplier
- Concentration of suppliers
o Nhiều hay ít suppliers => power của supplier

Low concentration of suppliers, lowering their power.

- Dependence on the industry for revenue
 Since individuals are the main suppliers of used devices, therefore supplier’s
dependency on the industry is still high, which lowers their power.

- Customer’s switching cost

Low/high customer’s switching cost, making the suppliers have less power
- Undifferentiated products
o

Lower/higher power
- Supplier’s chances of involvement into the industry
o ).

The main suppliers are still individuals; therefore, the power is low.
 Low/high power of suppliers: due to the large amount of suppliers
and their characteristics, their power against the industry is low.

Power of buyers
- Many buyers/not: both individuals and wholesalers therefore sellers (re-commerce
companies) may find it easy to sell their products without having to heavily commit to
anyone

Lower/high power for buyers

- Undifferentiated products:

More power for buyers

- Buyer’s switching cost

More/less power for buyers since they can easily switch to other sellers if it is more
convenient (however, in the long term, if the customer switching cost is too high,
company will reduce their revenue by losing their customers)
- Backward integration of buyers: This is possible for wholesalers since they have the basis of
business (capital, human resources, management, etc.)

 Fairly low power of buyers

Threat of substitutes
Substitutes for this industry can be – nếu ý tìm được trong bài

 Low/high threat of substitutes

Rivalry among existing competitors

- Intensity of rivalry
o There are / are not many competitors and their market shares are not equal (Gazelle is
considered the market leader in the industry)
o Exit barrier is low/high: it is easy to change from online re-Commerce to e-Commerce
due to similarity in the business basis => if competitors find it hard to operate in the
industry, they can switch => less/more motivation to compete
- Price war is not possible due to the difference and variety of service provided by
competitors
- Companies in the industry have to compete in the terms of non-price factors (technologies,
innovation, service, etc), if they don’t want to leave behind

 Low/high rivalry

SUMMARY
- Generally speaking, the industry is growing, the profit is attractive enough for new
entrants to enter, thus current competitors need to continuously improve its service
quality, technologies, innovation etc to stay and operate efficiently in the market.

We are stronger then suppliers, but weaker than

buyers. Therefore, we can come up with new
strategy. That G can focus strongly in the sell-
side.
 Blue Ocean
Cái này thì sem mình là phải làm Blue Ocean xảy ra ở past chứ ko phải ở future.

1. Strategic Canvas

Strategic Canvas

Gazel
Ecommerce

Variety of Ease of Credibility Assurance Reliability

items making of item's of pricing
transaction quality estimate

Bảng ví dụ:

1 bài giải thích (dựa theo canvas) làm thế nào công ty của ta đã làm thế nào để tạo ra sự khác biệt
nhất đối với các đối thủ cùng thời.

liệt kê từng yếu tố như trên graph để nếu sự khác biệt rõ rang nhất (chú ý, tuỳ công ty mà yếu tố
được đặt ra khác nhau)

ERRC
Looking back to history, Gazelle has conducted some changes as ERRC model below: (bảng
ví dụ nha mọi người, các bạn có thể dựa theo dàn bài nhưng ko hẳn là ý sẽ giống)

Eliminate Raise

         Handling inventory in house Buy-side:


Reduce
- Interdependence on partnerships
(just take the used devices from them
and pay money – unlike CExchange
depend on eBay)
- Reduce the time for sell-side (eBay
take care of this side)
PAST ACTIVE SWOT
Bảng chỉ có yếu tố ví dụ (dựa trên Strengths
bài đọc để ra được yếu tố này)
 Recycle – no cost
 Convenience (free shipping cost, box,
delete personal data, no listing hassles –
phức tạp)
 Efficiency (paid fast – cash)
- Sell-side
 Reassurance trấn an(powerseller)
 Security/safety (30 days return)
 Verification (xác minh)
- Mix and match items from different sellers.
- Expand from Online to offline partnership
-Distribution channels(sell side): from eBay to
wholesalers
                             Create
- “”Pricing engine” -“Accurate price”
- using software to scan secondary market to
determine what high enough price to offer seller,
and low enough for customers from resold website,
as Ebay.
- new service ( collect and sell repaired broken
items)
- new buyer (extend warranty company)
- Outsourced firms for inventory handling to a third
party operator’s Dallas, Texas facility.
Weakness
1. Pioneer in the 1. Expertise
industry limitation
2. Firm finance (handling
 background (from inventory, clearing
angels, investors) personal data)
3. Certain level of 2. Dependence on
reputation one distribution
channel (eBay)
Opportunities S3 +O1 + O2: chọn lựa
1. Increasing need to dispose các problems để đưa ra 1
and recycle used electronics strategic để solve problem
2. Retailers are potential for (cái mà công ty đã làm để
large customer base, solve past problems nha)
reputation, to play as a
supplier source of old
electronics
3. Demand of old electronics
from wholesalers and extend
warranty companies
Threats
1. Collaborators may become
competitors
2. Difficult to negotiate with
partnerships in long run
3. Threats of losing customers
due to possible competitors’
innovation

PAST STRATEGIC ISSUES

Khi có được strategic issue ở bản trên. Các bạn xuống đây phân tích ra từng phần issue nhé.

Ví dụ: Issue 1: Electronics Demand > Supply (lack inventory suppliers)

Strategy: online retailer and offline supplying sources approach
Justification:
The opportunity pointed out that the demand for used electronics exceeded supply.
There are more and more people demanding for old electronics while there is a
limited amount of individual sellers on gazelle.com. This gap needed to be closed by
increasing electronics supplying sources.
 Implementation:
Since 2009, company had continuously expanded its supplier network to trade in from
online website to online retailers (2009) such as Costco, New Egg, etc. and offline
retailers such as Office Depot in store experiment (2010).

FUTURE ACTIVE SWOT

Làm giống như trên past active swot. Chỉ có điều là strategic issue ở đây là
recommendation cho future.

BALANCE SCORECARD

1. The Financial Perspective

helps manage the common goal of all companies which is to generate income for their
owners. There are two main objectives for increase profits and productivity.
The increase of revenue growth:
- PowerSellers? Reputation? building trust and reliability on customer perceptions? its
products received premium listing placement that it is prioritized to reach online
customers?
- Warranty?
Increase productivity. Làm sao để tăng năng xuất?
- the discounted transaction fees?
- uses the wholesalers?

2. The Customer Perspective

Customer focus as well as customer satisfaction?

1. Product Price
2. Product Quality
3. Sales Service Quality
4. Product Delivery Time

3. The Internal Business Perspective

“At what business processes must we excel to satisfy customer and financial objectives

1. Innovation
2. Operations
3. Post-sales Service
 4. Learning and Growth Perspective
Có thể có hoặc không. Nên sem mình chọn cách assume recommendations.

COMPETITIVE ADVANTAGE
THIS IS HOW THE COMPANY HAVE A SUPERIOR POSTION IN THE MARKET AND LEADING
COMPETITORS IN PERFORMANCE

 INTERNAL: PARTNERSHIP? DATA PROCESSING? INSPECTION PROCESS? WARRANTY?

INNOVATION?
 MARKET POSTION: SERVICE? PRODUCT? (CÓ GÌ ĐẶC BIỆT MÀ NGƯỜI KHÁC KO CÓ?)
 PERFORMANCE: CUS SATISFACTION AND LOYALTY? PROFIT? OTHER PLAYERS?

SCENARIO PLANNING
Nhận định DRIVING FORCE RANKING (là yếu tố nào trong bài làm change macro environment)

Ví dụ

 Economics
 New product introduction
 Responsible consumption
 Space requirement

Dựa theo đó ta lập bản matrix (uncertainty và impact on business ideas) để ra

được best, must likely and worst case.

uncertainty IMPACT ON BUSINESS IDEA

LOW HIGH
HIGH WORST CASE
LOW ĐÂY SẼ LÀ BEST
CASE
 Strategic collaborators
Potential strategic partners

Rationale for inter-organisational relationships

1. Value-enhancing
a. For suppliers:
The partnerships enable comapny to deliver an outstanding service with superior value: more
convenient for suppliers (trade in, online offline).

b. For customers: (sell – side)

COMPANY can offer more customer-oriented service?

2. Skills and resource gaps (the problem that company cannot do by

themselves)

3. Competitive strategy
 More competitive

4. Environmental complexity

Risks and benefits from partnership with online retailers- Example:

a. company:
(+): expose to a larger customer base, approach to many customer through the partnerships,
no listing fees, lower cost0

(-): very hard to do branding; policy for partnership of not doing direct marketing to
customers (buy side), partnership may become a very strong competitor
Co-opetition

Partner

 Competitor:
 CollaboratorHard to manage relationship and balance between competition and co-
operation (Not sustainable in long run)

Return and risk

(+):

(-):

Ngoài ra ôn thêm EXPERIENCE CYCLE (FUNCTIONAL AND

CONVENIENCE VALUE); BUSINESS MODEL ELEMENTS (cus
value proposition, profit formula, key sources, key processes),
ACTIVE SYSTEM MAPPING (NGHE ĐỒN CÓ SEM RA CÁI
NÀY), IMPORTANT PERFORMANCE MATRIX.

CHÚC CÁC BẠN LÀM BÀI THẬT TỐT!!

HD HẾT NHÉ! 