ACS- My Learning

Diary
Submitted to: Prof. Satyasiba Dash

Your Name: Yamini Gupta

Roll No: 22PGP015
Section: A

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Kodak and the Digital Revolution (A)
Key Learnings

• Cannibalize yourself – if a company doesn’t cannibalize itself then its competitors will do it for
you. Kodak should have realized that no technology stays forever, and you must keep innovating
and adapting when need arises.
• Never overlook competition – an important aspect of an organization is environmental scanning
to identify the threats from external environment posed by the competitors or new entrants
• Every organization has heterogenous mix of resources – According to the RBV, all organizations
and firms have access to and possess and control resources which allows them to build a
comparative advantage. Under heterogeneity, the RBV assumes that resources based on skills
and capabilities – for example in the form of human resource activities, training, and talent, vary
from company to company and helps gain competitive advantage. Resources available with
Kodak:
o Patented Technology, Copyrights, Trademarks
o Video and Audiovisual Material
o Brand reputation, Intellectual Property
o Land, equipment, machinery, materials, etc.
• Strategic Inertia
o Cognitive Inertia – it refers to an individual/ organization’s tendency to maintain status
quo and resists change. Kodak did not change its product offerings from film cameras to
digital cameras.

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 In the Fool-Genius
matrix, Quadrant B
people are strongly
bounded by cognitive
inertia. They either have
low-self-confidence or
are highly pessimistic.
Thus, leading to delayed
strategic planning.

o Action Inertia – tendency of strategy formulators to imitate past actions and

strategies, even in a dynamic business environment.
• Dunning Kruger Effect

The dunning Kruger occurs when an

individual’s low skills and lack of
knowledge cause them to
overestimate their competence.

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Dogfight over Europe: Ryanair(A,B&C)
Key Learnings
Key Strategic decisions

• What will be the entry Strategy?

Entry strategy was successful.
Followed a Point – to – Point network strategy for route planning

High marketing and advertising expenditure

Operated as a Low-Cost Carrier (LCC)

• What will be the entry price?

Entered the market with a price Euro 98, which was lower than the competitors

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• How will competitors react?

Competitor's Reponse

Qualitative Quantitative

Accomodate Retaliate

Untargeted - match price with

Allow competition to enter; Ryanair
bear loss Targeted - Reduce your
price

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Delta Air Lines (A) & (B)
Key Learnings

Airline Industry Structure

Porter’s 5 Force Analysis of Aviation Industry

Bargaining power of
buyers
High
Zero switching Cost
Availability of
information

Competitive Rivalry

Entry Barriers
High Low
Low
High unionization Outsourcing or leasing
Large number of assets; low
substitues High imitation
investments
Low investment High perishability Difficulty in finding
requirement in Low differntiation lamding slots
new industry Low Marginal Costs
High Regulations

Threat of new
entrants

High
Limited number of
pilots
Limited number of
supply of aircrafts Bargaining power of

suppliers
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Why LCC are successful?

An analysis of two LCC – Southwest Airlines and Jet Blue

Southwest Airlines Jet Blue

Advantages Point-to-Point Network In-flight amenities
No Baggage fees Customer comfort
Operational efficiency Focus on major airports
Frequent flyer program
Scope Domestic Focus Domestic and international
operations

Selected Activities Short - Haul and Medium- Haul flights Focus on leisure and business
Fleet Utilization travel
Code-sharing partnerships

Why do Low-Cost Subsidiaries of airlines fail?

• Influence Cost
• Comparison Cost
• Selective intervention and inconsistencies
• Ambidextrous
Should follow completely different strategy

Conclusion - Delta Airlines should opt for a partial Low-Cost Subsidiary

• Share resources
• Enjoy cost benefit
• Point-to-Point Operations
• Adopt different Marketing strategy, hire separate managerial personnel and standalone
financial strategies

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Bharat Heavy Electrical Limited
Key Problems identified

• Technology Gap - BHEL must bridge the technology gap by rapidly adopting advanced
technologies and ensuring competitive product offerings
• Diversification Balance - BHEL needs to effectively balance its diversification efforts while
maintaining focus on its core competencies in Power and related sectors
• Innovation - Fostering a culture of innovation and timely R&D investments are crucial to staying
relevant and competitive
• Operational Efficiency - Streamlining internal processes, reducing delays and enhancing
manufacturing capacity are essential for order execution and customer satisfaction
• Government Support - Collaborating with government bodies and navigating Regulatory
changes will be vital for BHEL's strategic initiatives

Strategic options available to BHEL

• Address inefficiencies and project delays, enhance project management, and optimize processes
to deliver better products within the existing market.
• Forge strategic alliances with technology providers in advanced thermal technologies.
• Invest in R&D to develop cutting-edge technologies that can regain its competitive edge. This
could include innovations in cleaner energy solutions, advanced technology, and eco-friendly
technologies.
• Expand into international markets for growth opportunities. Focus on strategic collaborations,
joint ventures, or acquisitions that enhance its global presence and access to new markets.
• Diversification that aligns with its core competencies and strategic objectives. Engineering and
manufacturing capabilities could be leveraged to produce renewable energy equipment and
systems.

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Harley-Davidson: Preparing for the Next Century
Key Learnings

DASFC Framework

Distinctive Styling: Features such as the V-twin engine, classic cruiser looks, and
chrome accents set them apart from competitors.
Differentiation Sound and Feel : "Harley-Davidson roar."
Customization and Personalization
Community and Lifestyle: The Harley Owners Group (HOG) is a global community of
enthusiasts who participate in rides, events, and activities together
Dealer Network: worldwide dealer network

Innovation and Technology: electric motorcycles (e.g., the LiveWire)

Experienced Workforce: skilled engineers, designers, and manufacturing personnel,
who contribute to the quality and innovation of its products
Advantages Dealer Network: worldwide dealer network
Economies of scale
Consistent strategic choices: fits well to internal and external environmnet

Domestic Market (United States)

International Markets: Canada, Mexico, European countries, Australia, Japan, India,
and many others
Emerging Markets: Countries in Asia, Latin America, and Africa
Scope Premium Segment: luxury and lifestyle products,
Apparel and Lifestyle Market: branded clothing, footwear, helmets, riding gear, and
lifestyle accessories
Electric Motorcycle Market: The company has expanded its scope to include electric
motorcycles with models like the LiveWire

Functional
Choices

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Ben & Jerry’s Ice cream
Key Learnings

The concept of strategy:

•Strategy is the long-term plan of action that a company takes to achieve its goals. It
involves making choices about where to compete, how to compete, and what resources
to allocate.
•Strategy is about creating a unique and sustainable competitive advantage. This means
finding a way to do things differently from your competitors that will allow you to offer
better value to customers.
External fit:
•External fit is the alignment between a company's strategy and its competitive
environment. This means that the company's strategy should be based on its unique
resources and capabilities, and it should be designed to exploit opportunities and
mitigate threats in the environment.
•External fit is important because it helps companies to achieve a sustainable
competitive advantage. If a company's strategy is not aligned with its environment, it will
be at a disadvantage to its competitors.
Strategic paradox: responsibility vs profitability
•The strategic paradox is the challenge of balancing social responsibility with
profitability. Companies that are committed to social responsibility may have to make
decisions that sacrifice short-term profits to achieve long-term goals.
•The strategic paradox is a difficult challenge to balance, but it is important for
companies to find a way to do so. Companies that can balance social responsibility with
profitability are more likely to be successful in the long run.

10
Best Buy
Key Learnings

Problems Identified
• Declining store profit
• Rise of Apple
• Best Buy’s low control over shelf space
• Rise of Amazon; offered low prices
• Rise of discount stores
• Low online share of Best Buy
• Poor price perception; online is cheaper
• Low morale of employees
• Poor international performance in Europe and China
Renew Blue - Transformation
• STRATEGIC MEASURES
o Focus on customer experience
o Transformation Leadership – salesforce has to put extra efforts
o Innovator for Value
o Introduced store within store concept in tie up with LG, Samsung
o Matching price with Amazon
o Charging suppliers for showrooming which enhances impulse buying
• TACTICAL MEASURES
o Focus on Best Buy Marketplace
o Hire more salespersons to tackle weekend high demands
o Employee engagement focus – team bonus, store wise

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