Game Theory Perspective of Airbus
•
3 likes•2,211 views
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/game-theory-perspective-of-airbus-547 A study into the duopolistic competitive dynamics of aircraft manufacturing industry from a game theory perspective. The report summarizes the different forms of interactions between Airbus and Boeing, and provides future recommendations for competitive strategy.
Report
Share
Report
Share
Recommended
Recommended
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
More Related Content
More from Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
More Information:
https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments.
Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas:
Manage Assessment Team
Manage Anxiety Level of Candidates
Manage Amount of “Deviant Behavior” in the Assessments
Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion
Manage Amount of Feedback and Its Timing after the Event
Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project.
The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
Organizational requirement to concentrate on post-restructuring environment is intense.
Employees’ urge to swiftly find out about their future is deep-seated.
Objections by employee stakeholders, as a consequence of large-scale retrenchment is high.
Probability of legal recourse by employees is also distinct.
Future Employee Engagement is dependent on fair Assessment and correct placements.[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding.
1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution.
In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow:
Explore Strategy across 3 time horizons.
Encourage productive and stimulating Strategic Dialogue.
Engage a broad, decentralized group of stakeholders.
Let’s dive a little deeper into each of these best practices.
Explore
The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
More Information:
https://flevy.com/browse/flevypro/strategy-classics-porters-five-forces-4051
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/leadership-competency-model-3661
Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
More from Flevy.com Best Practices (20)
[Whitepaper] Strategic Human Resources: Evolution of Competition
[Whitepaper] Strategic Human Resources: Evolution of Competition
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...
[Whitepaper] Strategy Classics: Value Disciplines Model
[Whitepaper] Strategy Classics: Value Disciplines Model
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...
[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...
[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?
[Whitepaper] Transportation Cost Reduction in Supply Chain Management
[Whitepaper] Transportation Cost Reduction in Supply Chain Management
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...
[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...
[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative Behaviors
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative Behaviors
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...
Recently uploaded
Obat Aborsi Cepat Tuntas hub. 085175415434, jual obat aborsi Di Sibolga, Jual obat aborsi cytotec di Sibolga, Jual cytotec Sibolga, jual obat aborsi Gasdrun Sibolga, jual obat aborsi di Sibolga, Penjual obat aborsi Di Kota Sibolga, Penjual obat aborsi Cytotec Sibolga, obat gugur kandungan Sibolga, Cara Pakai Obat Cytotec Di Sibolga, Kegunaan Obat Cytotec Di Sibolga, harga obat cytotec di Sibolga, harga obat Aborsi di Sibolga, harga obat Aborsi Cytotec di Sibolga, obat aborsi Sibolga, obat aborsi Sibolga, obat aborsi Sibolga, obat cytotec asli Sibolga, obat gugur kandungan Sibolga, tempat jual obat aborsi di Sibolga, cytotec asli di Sibolga, jual cytotec Sibolga, jual obat aborsi di Sibolga, harga obat cytotec Asli Di Sibolga, apotik yang jual cytotec di Sibolga, obat cytotec Sibolga, cytotec asli di Sibolga, harga resmi cytotec Sibolga, obat cytotec asli Sibolga, jual obat aborsi di Sibolga, beli obat cytotec di Sibolga, apotik yang jual cytotec di Sibolga, jual cytotec Sibolga, harga obat cytotec, obat cytotec asli Sibolga, cytotec asli di Sibolga, toko obat yang menjual cytotec di Sibolga, jual cytotec Resmi Di Sibolga, apotik yang jual cytotec di Sibolga, jual Obat Aborsi Resmi Di Sibolga, harga cytotec di apotik k24 Jam Di Sibolga, cytotec asli di Sibolga, jual obat cytotec di Daerah Sibolga, jual obat cytotec murah Di Sibolga, jual obat cytotec Original di Sibolga, Nama nama Obat Aborsi, obat aborsi di daerah khusus Sibolga, obat aborsi cepat Sibolga, obat aborsi Asli daerah Sibolga, jual obat aborsi di kab Sibolga, jual cytotec ORIGINAL Sibolga, jual obat aborsi ampuh bergaransi kota Sibolga, obat telat datang bulan terbaik di apotik kota Sibolga, obat penggugur kandungan Sibolga, apotik yang jual cytotec di Sibolga, obat penggugur kandungan Sibolga, Cara Pakai Obat Cytotec Yg Benar, harga cytotec di apotik k24 Sibolga, obat aborsi Manjur Di Sibolga, jual Obat Kuret Di Sibolga, jual obat Penggugur Di Sibolga, jual obat cytotec Paten Di Sibolga, cytotec asli di Sibolga, obat cytotec Sibolga, apotik yang jual cytotec di Sibolga, jual cytotec Sibolga, jual obat cytotec Sibolga, cytotec asli di Sibolga, bidan aborsi di resmi di Sibolga, Dukun Aborsi resmi Di Sibolga, harga cytotec di apotik k24 Sibolga, jual cytotec Sibolga cod, obat aborsi Sibolga, Apotik obat aborsi Sibolga, obat aborsi Sibolga pusat, obat penggugur kandungan di apotik, jual Obat Telat datang Bulan Di Sibolga, obat aborsi asli kota Sibolga, jual obat aborsi Gas di Sibolga, obat aborsi Resmi Sibolga, obat aborsi Paling Ampuh Di Sibolga, jual obat aborsi Cepat Sibolga, beli obat cytotec di Sibolga, jual cytotec Ori Di Sibolga, jual obat aborsi di Sibolga, apotik yang jual cytotec di Sibolga, obat cytotec Sibolga, cytotec asli di Sibolga, harga resmi cytotec Di Sibolga, obat cytotec asli Di Sibolga, klinik jual obat aborsi Kuret Di Sibolga, tempat jual obat aborsi di Sibolga, tempat jual obat aborsi ilegal Kota Sibolga, klinik jual obat aborsi di Sibolga,Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg PfizerPusat Herbal Resmi BPOM
Income statement definition
An income statement is a financial statement that reports a company's financial performance over a specific accounting period. It is one of the three important financial statements used for reporting a company’s financial performance, the other two being the balance sheet and the cash flow statement. The income statement focuses on the revenue, and expenses reported by a company during a particular period. It provides valuable insights into a company’s operations, the efficiency of its management, underperforming sectors, and its performance relative to industry peers.
The income statement is also known as the profit and loss (P&L) statement or the statement of revenue and expense. It starts with the details of sales and then works down to compute net income and eventually earnings per share (EPS). The income statement does not differentiate between cash and non-cash receipts (sales in cash vs. sales on credit) or cash vs. non-cash payments/disbursements (purchases in cash vs. purchases on credit).
Key income statement items
Revenue is the total amount of money a company earns from its operations, usually from the sale of goods or services. For example, a car manufacturer’s revenue would be the total amount of money it earns from selling cars.
Cost of Goods Sold (COGS) represents the direct costs associated with producing or delivering the goods or services sold by a company. In the auto industry, COGS would include the cost of raw materials, labor, and other expenses directly related to manufacturing vehicles.
Gross Profit is calculated by subtracting the COGS from the revenue.
Selling, General, and Administrative (SG&A) expenses represents the costs associated with a company's non-production activities, such as sales, marketing, and administrative functions. In the auto industry, SG&A expenses would include salaries of sales personnel, advertising expenses, rent for office spaces, and other costs related to running the business.
Depreciation & Amortization: Depreciation refers to the systematic allocation of the cost of a tangible asset over its useful life. Amortization, on the other hand, is the process of spreading out the cost of an intangible asset over its useful life. In the auto industry, depreciation and amortization expenses would include the depreciation of manufacturing equipment, vehicles, and amortization of patents or trademarks.
Interest Expenses represents the costs associated with borrowing money or using credit facilities. Interest expenses are incurred when a company has outstanding debt or loans. In the auto industry, interest expenses would include interest paid on loans used to finance manufacturing facilities or purchase equipment.
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.comCreating an Income Statement with Forecasts: A Simple Guide and Free Excel Te...
Creating an Income Statement with Forecasts: A Simple Guide and Free Excel Te...Aurelien Domont, MBA
INFO PEMESANAN [ 085176963835 ] Jual Obat Aborsi Cytotec Pasuruan, Obat Aborsi Pasuruan, jual aborsi obat cytotec di pasuruan, jawa timur, jual aborsi cytotec di pasuruan, jawa timur, harga obat cytotec di pasuruan, jawa timur, apotik yang jual cytotec di pasuruan, jawa timur, klinik obat aborsi cytotec pasuruan, jawa timur, toko obat aborsi cytotec asli pasuruan, jawa timur, jual obat gastrul di pasuruan, jawa timur, obat aborsi pasuruan, jawa timur, jual cytotec asli pasuruan, jawa timur, harga obat aborsi di pasuruan, jawa timur, apotik yang jual bebas cytotec di pasuruan, jawa timur, toko obat aborsi cytotec asli pasuruan, jawa timur, alamat jual obat aborsi di pasuruan, jawa timur, harga obat cytotec, jual obat aborsi cytotec asli di pasuruan, jawa timur makassar palembang batam pekanbaru sulawesi utara, tempat jual obat aborsi di pasuruan, jawa timur, obat aborsi di pasuruan, jawa timur, apotik yang menjual obat aborsi di pasuruan, jawa timur, jual obat cytotec di pasuruan, jawa timur, harga obat gastrul di apotik pasuruan, jawa timur jual gastrul, alamat jual obat cytotec di pasuruan, jawa timur, harga gastrul per biji, harga obat aborsi di pasuruan, jawa timur, klinik jual obat aborsi di pasuruan, jawa timur, bidan jual obat aborsi di pasuruan, jawa timur, klinik obat aborsi ilegal di pasuruan, jawa timur, klinik jual obat aborsi kandungan pasuruan, jawa timur, klinik obat aborsi cytotec pasuruan, jawa timur, obat aborsi pasuruan, jawa timur, klinik jual obat aborsi kandungan pasuruan, jawa timur, jual gastrul di pasuruan, jawa timur, cara mendapatkan cytotec pasuruan, jawa timur, klinik obat aborsi cytotec pasuruan, jawa timur, klinik obat aborsi di pasuruan, jawa timur, obat aborsi, apotik yang jual bebas cytotec di pasuruan, jawa timur, cara mendapatkan cytotec pasuruan, jawa timur, harga obat gastrul di apotik, jual obat cytotec, obat aborsi, klinik obat aborsi cytotec pasuruan, jawa timur, jual cytotec asli pasuruan, jawa timur, toko obat aborsi cytotec asli pasuruan, jawa timur, apotik yang jual bebas cytotec di pasuruan, jawa timur, alamat jual obat cytotec di pasuruan, jawa timur, klinik obat aborsi cytotec pasuruan, jawa timur, jual obat aborsi cytotec penggugur kandungan di pasuruan, jawa timur, harga cytotec, jual gastrul di pasuruan, jawa timur, toko obat aborsi cytotec asli pasuruan, jawa timur, harga cytotec di apotik k24, toko obat aborsi cytotec asli pasuruan, jawa timur, jual obat aborsi cytotec penggugur kandungan di pasuruan, jawa timur, apotik yang jual bebas cytotec di pasuruan, jawa timur, alamat jual obat cytotec di pasuruan, jawa timur, cara mendapatkan cytotec pasuruan, jawa timur, obat aborsi, jual gastrul di pasuruan, jawa timur, cara mendapatkan cytotec pasuruan, jawa timur, klinik obat aborsi cytotec pasuruan, jawa timur, apotik yang jual bebas cytotec di pasuruan, jawa timur, jual obat aborsi cytotec penggugur kandungan di pasuruan, jawa timur, harga cytotec, jual gastrul di pasuruan, jawa timur, cytotec asliObat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di PasuruanObat Aborsi Jakarta Wa 085176963835 Apotek Jual Obat Cytotec Di Jakarta
Recently uploaded (20)
Beyond Numbers A Holistic Approach to Forensic Accounting
Beyond Numbers A Holistic Approach to Forensic Accounting
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
Blinkit: Revolutionizing the On-Demand Grocery Delivery Service.pptx
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
The Vietnam Believer Newsletter_May 13th, 2024_ENVol. 007.pdf
Navigating Tax Season with Confidence Streamlines CPA Firms
Navigating Tax Season with Confidence Streamlines CPA Firms
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
South Africa's 10 Most Influential CIOs to Watch.pdf
South Africa's 10 Most Influential CIOs to Watch.pdf
Creating an Income Statement with Forecasts: A Simple Guide and Free Excel Te...
Creating an Income Statement with Forecasts: A Simple Guide and Free Excel Te...
Abortion pills in Muscut<Oman(+27737758557) Cytotec available.inn Kuwait City.
Abortion pills in Muscut<Oman(+27737758557) Cytotec available.inn Kuwait City.
Presentation4 (2) survey responses clearly labelled
Presentation4 (2) survey responses clearly labelled
Toyota Kata Coaching for Agile Teams & Transformations
Toyota Kata Coaching for Agile Teams & Transformations
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
NewBase 17 May 2024 Energy News issue - 1725 by Khaled Al Awadi_compresse...
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© ر
00971508021841 حبوب الإجهاض في دبي | أبوظبي | الشارقة | السطوة |❇ ❈ ((![© ر
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Obat Aborsi Pasuruan 0851\7696\3835 Jual Obat Cytotec Di Pasuruan
Game Theory Perspective of Airbus
- 1. A Game Theory perspective On duopolistic interactions from Airbus perspective Shivom Aggarwal Phd Student, IE Business School
- 2. mostly privately owned7 . It publishes its financial statements even though it is not obliged to do so by the French law. Airbus falls under the umbrella of its parent company EADS and its revenue derives from two sectors of operations. Commercial aircraft manufacturing accounts for 78% of its sales and its military division accounts for the remaining 22%. Sales by countries and regions break down as follows: France 10%, Germany 9%, United Kingdom 8%, Europe 12%, North America 26%, Asia/Pacific 22%, Middle East 6%, Latin America 3%, and others 4%.8 Among Airbus’ customers ILFC (International Lease Finance Corporation) have to be mentioned since it is the largest and most important one. Regarding the competitive advantage of Airbus, we identified three main points of differentiation. On one hand, there is the employee diversification which is a key factor for Airbus’ success. Airbus always valued the experience and expertise people from different backgrounds brought to the industry. Secondly, there is the customer support. One of the company’s greatest successes in these terms was the announcement to freeze the prices of spare parts.9 7 http://www.centreforaviation.com/images/stories/2011/september/09/boeing08.png Lastly, Airbus has a big advantage over Boeing in standardizing its planes. Accordingly, it is much easier for a Airbus pilot to switch between the different families than for a Boeing pilot. As some of Airbus’ weaknesses delivery delays and reduction in suppliers have to be mentioned. One of the worst problems Airbus faced was the delivery delay of the A380. Due to this, the parent company EADS had to change its whole management in October 2006. In addition, Airbus also plans to reduce suppliers from 3000 to 500 which would 8 Euronext, 2006. 9 Airbus Annual Review, 2006 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/game-theory-perspective-of-airbus-547
- 3. companies it will saturate the market and make it almost impossible for new growing competitors to gain a significant market share. Working to maintain this duopoly may have some setbacks. First of all the rising competitors will not react positively and may accuse the two companies of collusion, re- open or build on past litigations. Secondly going back to a strong set duopoly would only limit their possible growth to a maximum of 50% market share, but since the market would be bigger, this would not affect the profits. In addition to sending the right messages, to secure the duopoly Airbus must also push for innovation in the right areas such as safety, sustainability and adaptability. Recent historical events have made customers more skeptical about flying. A drop in demand for air travel directly leads to a drop in demand for air crafts. To prevent this Airbus should focus on developing safety control systems, for example against system failures, terrorist attacks and epidemics such as SARS. Moreover growing awareness about the depletion of the environment and a need to develop environmentally friendly, sustainable technology is impacting consumer decisions in an exponential manner. If Airbus is able to set itself at the forefront of this growing “clean technology” it may create a sustainable competitive advantage. A first step to achieve this would be to get the ISO 14001 certification for all of its manufacturing sites, in addition to increase Research and Development in these areas. (also do R&D in these areas) Thirdly, to properly capture new growing markets Airbus must be very adaptable. To do so it can establish a Risk Management System that will hedge against exchange rate risks, and This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/game-theory-perspective-of-airbus-547
- 4. The Market Segmentation (Now) Exhibit 2 600 500 400 300 200 100 000 Market Segments 1 2 3 4 5 6 7 8 9 10 11 AIRBUS BOEING This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/game-theory-perspective-of-airbus-547
- 5. The Sequential Game Exhibit 5 Airbus Boeing – $4 billion, – $4 billion $0.3 billion, – $3 billion out in out in $0, $0out in This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/game-theory-perspective-of-airbus-547
- 6. Exhibit 8 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/game-theory-perspective-of-airbus-547
- 7. 202006%20conclusions.pdf Hopkins, J. (2006, August 11). No Major Impact on Airlines is Expected. BaltimoreSun. Retrieved November 11, 2006 from http://www.baltimoresun.com/news/custom/ attack/bal-te.bz.industry11aug11,0,3405884.story?coll=bal-attack-headlines&? track=sto-relcon International Lease Finance Corporation (November 19, 2006). Wikipedia. Retrieved November 19, 2006 from http://en.wikipedia.org/wiki/International_Lease_Finance_Corporation Land, J. (2006, May 18). Airbus “Super Jumbo” Flies into Noise Protests. Associated Press. Retrieved November 15, 2006 from http://24dash.com Killing Myths and Setting the Agenda. (2006). IATA. Retrieved November 12, 2006 from http://www.environment.aero/00_summit2006_25Apr06_upgrade/modules/conten tarea/crude_pages/files/iata%20press%20release%20aviation%20&%20environm ent%20final.pdf Minahan, Tim. (November 14, 2006). The Inside Scoop on Airbus’ Supplier Strategy. Supply Excellence. Retrieved November 19, 2006 from http://supplyexcellence.com/blog/2006/11/14/the-inside-scoop-on-airbus supplier strategy/ Philips, D. (2006, November 12). How 2001 Airbus Crash Led to Improved Safety. International Herald Tribune. Retrieved November 15, 2006 from http://www.iht.com/articles/2006/11/12/news/plane.php 32 Risk Factors - EADS Financial Statements and Corporate Governance; p7-14. Retrieved November 18, 2006 http://www.eads.net/xml/content/OF00000000400004/2/73/41323732.pdf Rothman, A. (2004, July 17). Airbus’ “Big Baby” is Too Big. Bloomberg News. Retrieved November 15, 2006 from http://seattlepi.nwsource.com/business/182471_airbusproblem17.html Striving for the Highest Standards. (2006). Airbus. Retrieved November 15, 2006 from http://www.airbus.com/en/corporate/ethics/quality/ Snyder, B. (2006, May 8). Newest Aircraft Trends “Take Off” in 2006. American Society of Appraisers. Retrieved November 12, 2006 from http://www.appraisers.org/pressroom/index.cfm?fa=view&id=379 Wilber, D. (2006, November 8) Airbus Bust, Boeing Boost. Washington Post Company. Retrieved November 12, 2006 from http://www.washingtonpost.com/wpdyn/ content/article/2006/11/07/AR2006110701506.html?nav=hcmodule WTO Dispute Settlement. (November 15, 2006) European (EU) Commission. Retrieved November 19, 2006 from http://ec.europa.eu/trade/issues/respectrules/dispute/pr151106_en.htm This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/game-theory-perspective-of-airbus-547
- 8. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com