Unbelievable Business Strategy Notes by Bard

1) Borusan CAT
a)Business Model Canvas:

Customer Segments  Licensing fees

 Construction companies Key Resources

 Mining companies
 Data
 Infrastructure companies
 AI algorithms

Value Propositions  Software

 Hardware
 Improve efficiency and productivity

 Reduce costs Key Activities

 Increase safety
 Collecting data
 Improve sustainability
 Developing AI algorithms

Channels  Selling and supporting Muneccim

 Direct sales Key Partnerships

 Partner sales
 Data providers
 Online sales
 AI experts

Customer Relationships  Software developers

 Hardware manufacturers
 Personalized

 Long-term Cost Structure

 Supportive
 Data collection

Revenue Streams  AI development

 Sales and marketing

 Subscription fees
 Customer support
 Pay-per-use fees

b) PESTEL:

Economic
 The Turkish economy is currently in a recession. This has led to a decline in demand for construction machines, which
is Borusan Cat's main product.
  The Turkish lira has also lost a significant amount of its value against the US dollar in recent years. This has made it
more expensive for Borusan Cat to import components and machines from abroad.
Technological
 The development of artificial intelligence (AI) is having a major impact on the construction industry. AI-powered
machines can now perform many tasks that were previously done by humans, such as surveying and planning.
 This could lead to a decline in the demand for human workers in the construction industry. However, it could also
create new opportunities for Borusan Cat to develop and sell AI-powered machines.

c) Porter’s Five:

Rivalry
The rivalry among competitors in the construction industry is high. There are a number of large, well-established
companies that compete for market share. These companies have access to significant resources and can invest heavily
in research and development.
Bargaining power of buyers
The bargaining power of buyers is also high in the construction industry. Buyers have a wide range of choices when it
comes to construction machines. They can also choose to build their own machines, which reduces their dependence on
suppliers.
Bargaining power of suppliers
The bargaining power of suppliers is moderate in the construction industry. There are a number of suppliers of
construction machines and components. However, some suppliers have a strong position in the market, which gives
them some bargaining power.
Threat of substitutes
The threat of substitutes is moderate in the construction industry. There are a number of alternative ways to build
infrastructure, such as using prefabricated materials or 3D printing. However, these alternatives are not yet as
widespread as traditional construction methods.
Threat of new entrants
The threat of new entrants is moderate in the construction industry. There are a number of barriers to entry, such as the
need for significant capital investment and the need for a strong track record. However, new entrants can sometimes
succeed by offering innovative products or services.

2) Calloway:
a)Business Model Canvas:

Customer Segments  Website

 Healthy individuals
 Partner labs

 People with medical conditions Customer Relationships

 Athletes
 Personalized
Value Propositions
 Long-term

 Earn money
 Supportive

 Help medical research Revenue Streams

 Improve health
 Subscription fees
Channels
 Pay-per-use fees

 Mobile app
 Licensing fees
Key Resources Key Partnerships

 Urine samples  Data providers

 Data  AI experts

 AI algorithms  Software developers

 Software  Hardware manufacturers

 Hardware
Cost Structure

Key Activities
 Data collection

 Collecting urine samples  AI development

 Developing AI algorithms  Sales and marketing

 Selling and supporting the app  Customer support

b) PESTEL :

Legal

 The US government has a number of laws and regulations that govern the healthcare industry. These laws and
regulations can be complex and time-consuming to comply with.

 However, the government also provides a number of resources to help businesses comply with the law. This could
make it easier for Calloway Laboratory to operate in the US market.

Social

 The US population is aging rapidly. This is creating a demand for new healthcare services, which could benefit
Calloway Laboratory.

 However, the US population is also becoming more diverse. This could make it more difficult for Calloway Laboratory
to market its services to a wider audience.

c)Porter’s Five

Rivalry when it comes to urine collection services. They can also

choose to collect their own urine samples, which reduces
their dependence on suppliers.
The rivalry among competitors in the urine collection
market is high. There are a number of large, well-
established companies that compete for market share. Bargaining power of suppliers
These companies have access to significant resources and
can invest heavily in research and development.
The bargaining power of suppliers is moderate in the urine
collection market. There are a number of suppliers of urine
Bargaining power of buyers collection kits and equipment. However, some suppliers
have a strong position in the market, which gives them
some bargaining power.
The bargaining power of buyers is also high in the urine
collection market. Buyers have a wide range of choices
Threat of substitutes
The threat of substitutes is moderate in the urine collection
market. There are a number of alternative ways to collect
urine samples, such as using a urine cup or a urine dipstick.
However, these alternatives are not yet as widespread as
traditional urine collection methods.
The threat of new entrants is moderate in the urine
collection market. There are a number of barriers to entry,
such as the need for significant capital investment and the
need for a strong track record. However, new entrants can
sometimes succeed by offering innovative products or
services.

Threat of new entrants

3) JetBlue:

a)Business Model Canvas

Customer Segments  Personal entertainment system

 Friendly service
 Business travelers

 Leisure travelers Channels

 Families
 Direct sales

Value Propositions  Partner sales

 Online sales
 Comfortable seats

 Free Wi-Fi Customer Relationships

 Live TV
  Personalized  Flying planes

 Long-term  Selling tickets

 Supportive  Providing customer service

Revenue Streams Key Partnerships

 Ticket sales  Airports

 Ancillary fees  Airlines

 Advertising  Technology companies

Key Resources Cost Structure

 Aircraft  Aircraft

 Employees  Fuel

 Technology  Labor

 Brand  Maintenance

 Marketing
Key Activities

b)Porter’s Five:

Rivalry

The rivalry among competitors in the airline industry is high. There are a number of large, well-established airlines that compete
for market share. These airlines have access to significant resources and can invest heavily in research and development.

Bargaining power of buyers

The bargaining power of buyers is also high in the airline industry. Buyers have a wide range of choices when it comes to
airlines. They can also choose to drive or take a train, which reduces their dependence on airlines.

Bargaining power of suppliers

The bargaining power of suppliers is moderate in the airline industry. There are a number of suppliers of aircraft, fuel, and other
materials. However, some suppliers have a strong position in the market, which gives them some bargaining power.
Threat of substitutes

The threat of substitutes is moderate in the airline industry. There are a number of alternative ways to travel, such as driving or
taking a train. However, these alternatives are not yet as widespread as air travel.

Threat of new entrants

The threat of new entrants is moderate in the airline industry. There are a number of barriers to entry, such as the need for
significant capital investment and the need for a strong track record. However, new entrants can sometimes succeed by offering
innovative products or services.

4) Blue Ocean:

In their book, Kim and Mauborgne argue that most companies compete in "red oceans," which are crowded and bloody. In red
oceans, companies compete head-to-head for market share, which leads to intense rivalry and low profits.

Kim and Mauborgne propose a new way to compete called "blue ocean strategy." Blue oceans are uncontested market spaces
where demand is created rather than fought for. Companies that successfully create blue oceans can achieve high profits and
growth without having to compete with rivals.

The authors outline a four-step process for creating blue oceans:

1. Redefine the industry boundaries. Look beyond the conventional boundaries of your industry to identify new
opportunities.
2. Focus on the uncontested market space. Create a new market space where no competitors exist.
3. Overcome the value-cost trade-off. Create a value proposition that is both attractive and affordable.
4. Make the competition irrelevant. Offer a value proposition that is so compelling that customers ignore your
competitors.

Kim and Mauborgne provide a number of examples of companies that have successfully created blue oceans. These include
Cirque du Soleil, Southwest Airlines, and Ikea.

Blue Ocean Strategy is a powerful tool that can help companies achieve high profits and growth. However, it is important to note
that creating a blue ocean is not easy. It requires a deep understanding of the industry, a willingness to think outside the box, and
a commitment to innovation.

Here are some additional thoughts on the book:

 Blue Ocean Strategy is a well-written and thought-provoking book. It provides a clear and concise framework for
creating blue oceans.

 The book is full of real-world examples of companies that have successfully created blue oceans. These examples
provide valuable insights into how to implement the strategy.

 Blue Ocean Strategy is a valuable resource for any business leader who wants to achieve high profits and growth.

5) The Coherence Premium:

In their article, Paul Leinwand and Cesare Mainardi argue that most companies are not as coherent as they could be. They define
coherence as "the alignment of a company's strategy, capabilities, and culture."

Leinwand and Mainardi argue that coherence is important because it leads to superior performance. They cite a number of studies
that show that coherent companies are more likely to be profitable, grow faster, and be more innovative.

The authors identify three key elements of coherence:

1. A clear and compelling strategy. A coherent company has a clear and compelling strategy that is aligned with its
capabilities and culture.
2. The right capabilities. A coherent company has the right capabilities to execute its strategy. These capabilities include
things like people, processes, and technology.
3. A supportive culture. A coherent company has a supportive culture that encourages innovation and risk-taking.

Leinwand and Mainardi argue that companies can improve their coherence by focusing on these three elements. They provide a
number of tips for how companies can do this, including:

 Developing a clear and compelling strategy. This involves identifying the company's core competencies and then
developing a strategy that leverages those competencies.

 Building the right capabilities. This involves investing in people, processes, and technology that are needed to execute
the strategy.

 Creating a supportive culture. This involves creating a culture that encourages innovation and risk-taking.

By following these tips, companies can improve their coherence and achieve superior performance.

Here are some additional thoughts on the article:

 The article provides a valuable framework for thinking about coherence. It identifies the three key elements of
coherence and provides tips for how companies can improve their coherence.

 The article is well-written and easy to understand. It is a valuable resource for any business leader who wants to
improve their company's coherence.

 The article is based on a number of studies that support the importance of coherence. This makes the article credible
and persuasive.

6) S’well
a)Business Model Canvas

Customer Segments  S'well water bottles are insulated to keep drinks cold for
up to 24 hours and hot for up to 12 hours.

 Health-conscious consumers  S'well water bottles are made from high-quality

materials that are BPA-free and dishwasher safe.
 Environmentally conscious consumers
 S'well water bottles are available in a variety of stylish
 Consumers who are looking for a stylish and functional designs that appeal to a wide range of consumers.
water bottle

Channels
Value Proposition
  S'well water bottles are sold online and in retail stores.
 S'well water bottles are also sold through a network of
authorized retailers.
 S'well water bottles are available in a variety of stylish
designs.
 S'well water bottles are sold through a network of
authorized retailers.

Customer Relationships
Key Activities

 S'well water bottles are designed to create a strong

emotional connection with consumers.  S'well water bottles are designed and manufactured.

 S'well water bottles are also designed to be a status  S'well water bottles are marketed and sold.
symbol, which helps to create a sense of community
among consumers.  S'well water bottles are supported through a network of
authorized retailers.

Revenue Streams
Key Partnerships

 S'well water bottles are sold at a premium price.

 S'well water bottles also generate revenue through a
subscription service that provides consumers with
discounts on future purchases.
 S'well water bottles are partnered with a number of
retailers to distribute their products.
 S'well water bottles are also partnered with a number of
celebrities and influencers to promote their products.

Key Resources
Cost Structure

 S'well water bottles are made from high-quality

materials. The cost structure for S'well water bottles is relatively high due to
the high-quality materials and stylish designs. However, the
company is able to offset these costs by selling the bottles at a
premium price.

b)PESTEL

Political  The state of the economy.

 The level of disposable income.

 Government regulations on the sale of bottled
water.  The cost of raw materials.

 Government subsidies for the production of

recycled materials. Social

 Government policies that promote environmental

sustainability.  The growing trend of health consciousness.

 The growing concern about environmental

Economic sustainability.
  The increasing popularity of reusable water  The increasing use of social media to promote
bottles. products.

Technological Environmental

 The development of new materials and  The growing awareness of the environmental
manufacturing processes. impact of disposable water bottles.

 The development of new marketing and  The increasing regulation of single-use plastics.
distribution channels.
 The growing demand for sustainable products.

c)Porter’s Five:

Rivalry Among Existing Competitors

The bottled water industry is highly competitive. There are a number of large, established companies that dominate the market,
such as Coca-Cola, PepsiCo, and Nestle. These companies have a significant advantage in terms of brand recognition,
distribution, and marketing.

Bargaining Power of Buyers

The bargaining power of buyers is relatively high in the bottled water industry. Consumers have a wide variety of choices when it
comes to bottled water, and they are not loyal to any particular brand. This means that buyers can easily switch brands if they are
not satisfied with the price or quality of a product.

Bargaining Power of Suppliers

The bargaining power of suppliers is relatively low in the bottled water industry. There are a number of suppliers of bottled
water, and they are not able to raise prices significantly without losing customers.

Threat of New Entrants

The threat of new entrants is moderate in the bottled water industry. It is relatively easy to enter the industry, as there are no
significant barriers to entry. However, new entrants will face a significant challenge in terms of competing with the established
companies that dominate the market.

Threat of Substitute Products

The threat of substitute products is high in the bottled water industry. There are a number of substitute products available, such as
tap water, sparkling water, and juice. These products can offer a similar level of convenience and quality at a lower price.
MT SORULARI:
1) What makes Calloway a ‘Blue Ocean’ ?

-Calloway Laboratory is a blue ocean because it has created a new market space where no competitors exist. The company has
redefined the industry boundaries of drug testing by offering a more convenient and affordable service. Calloway Laboratory has
also overcome the value-cost trade-off by offering a value proposition that is both attractive and affordable. Finally, Calloway
Laboratory has made the competition irrelevant by offering a value proposition that is so compelling that customers ignore its
competitors.

Here are some specific examples of how Calloway Laboratory has created a blue ocean:

 The company offers a more convenient service by allowing customers to collect their own urine samples at home. This
eliminates the need for customers to travel to a clinic or lab, which can be time-consuming and inconvenient.

 Calloway Laboratory offers an affordable service by charging a flat fee for its testing services. This is significantly
lower than the cost of traditional drug testing services, which can be expensive.
  Calloway Laboratory has made the competition irrelevant by offering a value proposition that is so compelling that
customers ignore its competitors. The company's convenient and affordable service is simply too good to pass up.

As a result of these factors, Calloway Laboratory has created a blue ocean and achieved high profits and growth. The company is
a valuable example of how blue ocean strategy can be used to create new market spaces and achieve success.

2) How should Borusan CAT market ‘Muneccim’ ?

-Borusan CAT can market muneccim in a number of ways to achieve its business strategy midterm goals. Here are a few ideas:

 Focus on the benefits of muneccim. Borusan CAT should focus on the benefits of muneccim and how it can help
customers. For example, muneccim can help customers save time and money, improve their productivity, and increase
their profits.

 Target the right audience. Borusan CAT should target the right audience for muneccim. This includes businesses that
are looking for ways to improve their operations.

 Use a variety of marketing channels. Borusan CAT should use a variety of marketing channels to reach its target
audience. This includes online marketing, print marketing, and event marketing.

 Offer a free trial. Borusan CAT can offer a free trial of muneccim to allow customers to try it before they buy it. This is
a great way to generate interest in the product and convince customers to purchase it.

 Provide excellent customer service. Borusan CAT should provide excellent customer service to its customers. This will
help to build customer loyalty and encourage repeat business.

3) Comparison of industry life cycles of JetBlue and Calloway.

The airline industry is in the growth stage. This means that the industry is expanding and there is a lot of potential for growth.
JetBlue is a relatively new airline that has been able to capitalize on this growth by offering a more convenient and affordable
service than its competitors.

The drug testing industry is in the maturity stage. This means that the industry is no longer growing as rapidly as it once was.
Calloway is a well-established drug testing company that has been able to maintain its market share by offering a high-quality
service at a competitive price.

4) 2 Internal & 2 External problems of JetBlue?

Internal Problems

 Lack of experience in managing growth. JetBlue is a relatively young airline and has not had much experience
managing growth. This was evident in the 2007 Valentine's Day weekend storm, when the airline was not able to
handle the surge in demand and experienced widespread flight cancellations and delays.

 Inadequate training for employees. JetBlue's employees are not always well-trained to handle unexpected situations.
This was evident in the 2007 Valentine's Day weekend storm, when many employees were not prepared to deal with
the chaos and confusion.

External Problems

 High fuel costs. JetBlue is a fuel-intensive business and the high cost of fuel can have a significant impact on the
company's profitability.

 Competition from other airlines. JetBlue faces competition from a number of other airlines, both domestic and
international. This competition can make it difficult for JetBlue to differentiate itself and attract customers.