This document discusses concepts related to strategic management including value analysis, value propositions, customer value analysis, and value networks. It provides examples of how companies like Procter & Gamble and Sanyo implement value-related strategies. The document also discusses strategic topics like co-opetition, cross-licensing agreements between companies, and the structure of the seed industry from 1996 to 2008 involving acquisitions and joint ventures between pharmaceutical, chemical, and seed companies.

1. Strategic Management @ 2013
Wai Chamornmarn
05 Value Analysis and Value net

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Value proposition

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Redesign Business Value

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Value Analysis

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Value Proposition : Symmetry

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Customer Value Analysis (CVA)

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•
Value Map : /perceived benefits
.

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Value Analysis ( Lawrence D. Miles)
16
 /Value Analysis
 Miles “All cost is for function”.
Customers buy functions experienced through products and services
Value Analysis
Source: Value Management, Roy Woodhead & Clive Bone; Value Analysis, L.D.Miles
Value 1
Satisfaction of needs
(monetary and non-monetary)
Use of resources
(money, people, time, energy and materials)
= =
Benefits
Expenditure
Functions
Costs
Balance between stakeholders
Balance between use of resources
Balancebetween
benefits
andexpenditure

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Value Conversion

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Succeed with Value Networks
http://davidmeggittlog.ning.com/profiles/blogs/value-networks-help-tame-value

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Example Procter & Gamble
OBJECTIVE: To sell more washing powder
OBJECTIVE: To sell more „cleaned clothes‟

27.  Desorption
 Acoustic cavitation
 Acoustic vibration
 Cavitation
 Jet erosion
 Electro-erosion
 Electron impact desorption
 Laser evaporation
 Ion beam
 Redox reactions
 Hydrodynamic cavitation
 Laser gettering
 Longitudinal ultrasonic oscillation
 Ultrasonics
 Friction
 Cryolysis
 Photo-oxidation
 Optohydraulic effect
 Electrical explosion
 Thermo-destruction
 Dissolution
 Electro-rheological effect
 Brushes
 Electrolysis
Classification of Effects by FUNCTION
:-
CLEAN

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SANYO has now succeeded in implementing its
Electrolyzed Water technology cultivated in SANYO's
Water purifying bacteria-removing device into the
Fully-Automatic
"Wash with Ultrasonic Waves and Electrolysis"
washing machine. By combining Electrolyzed Water's
dirt dissolving and bacteria-removing properties with
the cleansing power of Ultrasonic Wave technology
SANYO has brought to realization the World's first
"Zero-Detergent course" washing machine.

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Value Innovation

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Co-opetition

35. Barry Nalebuff
Milton Steinbach
Professor of Management
Adam M. Brandenburger
J.P. Valles Professor, Stern School of
Business, New York University

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Acquisition and Joint Venture
Monsanto
DeKalb
(1995)
HybriTech
(1995)
SementesAgroceres
CustomFarmSeed
DeKalbAyala
ala
AgriProWheat
HybriTechEurope
PauEuralis
Seminis
Cargill Intl.SeedDivision
FirstLine
JacobHartz
(1995)
Asgrow
Holdens
Renessen Cargill
Calgene
CargillNorthAmerica
Agracetus
PBIC
Monsoy
FTSementes
DeltaPineLand
SyngentaGlobalCottonDivision
EmergentGenetics
Paras
Mahendra
Daehnfeldt
ASI
ChannelBio
Crows
westSeedGenetics
WilsonSeeds
GoldCountry
HeritageSeeds
NCPlusHybrids
SpecialtyHybrids
Fontanelle
StewartSeeds
TrelaySeeds
StoneSeeds
CornBelt
AdvantaCanola
HubnerSeed
LewisHybrids
REA
MoweaquaSeeds
iCORN
Jung
BoCa
InterstateCanola
Sensako
Agroeste
CDMMandiyu
Ciagro
Carnia
Diener
Sieben
Kruger
Trisler
CampbellSeed
FieldersChoice
HeartlandHybrids
Hawkeye
NebraskaIrrigated
LimagrainCanada
Poloni
ISG
Western
Peotec
Mahyco
Terrazawa
DeRuiter
AlyParticipacoes
Marmot
CottonStates
Stoneville
CornStatesHybrid
CornStatesIntl
Ecogen
CNDK
ChinaSeed
EIDParryRallis
Bayer
Gustafson
Nunhems
(1995)
Paragon
SeedEx
Aventis AgrEvo
Schering
Proagro
SementesRibeiral
SementesFartura
MitlaPesquisa
Granja4Irmaos
AgrEvoCotton
PGS
PlanTecBiotech
GeneXSorghum
CottonSeedIntl
Sunseeds
KWS
Hoechst
Nunza
(1986)
RhonePoulenc
LeenDeMos
RioColorado
CaliforniaPlantingCotton
RelianceGenetics
AssocFarmersDelinting
NideraSemillas
Nidera
DuPont
Pioneer
CurrySeed
ShandongDenghaiPioneer
Denghai Dunhuang
DunhuangPioneer
DoisMarcos
Hybrinova
ProteinTech. Int./
Solae
OptimumQualityGrains
Syngenta
SPS
GoldenHarvest
Goldsmith
ResourceSeeds
ZeraimGedera
Sanbei
Fischer
AdvantaNACornSoybeans
Garst
InterstatePayco
AgriPro
PSAGenetics
Gutwein
DiaEngei
Novartis
gy
Sandoz
AstraZeneca
AstraZeneca
Mogen
ExSeedThurston
solAgrosemAgra
ghinSay/
e
SturdyGrow
Land
O'Lakes
ng
NorthrupKing
Limagrain
-Vilmorin
AdvantaEUVegetable
Westhove
HarrisMoran
Clause
Biogemma
RhoBio
AgReliant
Wensman
ProducersHybrids
LochowPetkus
(1967)
CPBTwyford
Hazera
CarlSperling
Kyowa
Innoseeds
BioSeeds
VandenBerg
GermainsCotton
HollandCottonseed
BrownfieldSeedDelinting
HelenaCotton
Indusem
Agroceres
Barham
Petoseed
(1995)
RoyalSluis
(1995)
hoongAng
Horticeres
Bruinsma
(1994)
Genecorp
(1994)
Hungnong
GreenLeafGenetics
Verdia
Avesthagen
ConradFafard
LongReach
AWB
BASF
SvalofWeibull
Swaghat
CeeKay
AustralianGrainTech
YuanLongping
Dow
DairylandSeed
Mycogen
BioPlantResearch
RenzeHybrids
Agromen MTI
Sudwestsaat
Brodbeck
DuoMaize
Triumph
EmpresaBrasileira
Hytest
ABIAlfalfa
SpecialtyGrains
CooperativeBusinessIntl
Agriliance
CenexHarvest
FarmlandIndustries
Cenex
HarvestStates
SOYGENETICS
FFRCoop
NickersonVerneuil
Morgan
UnitedAgriseeds
HibridosColorado
BiogeneticaDeMilho
DinamilhoCarol
Phytogen
JGBoswell
IllinoisFoundation
AdvancedAgriTraits
Seed Industry Structure
1996 - 2008
Phil Howard, Assistant Professor, Michigan State University
http://www.msu.edu/~howardp
Pharmaceutical/Chemical Companies
erman
Seed Companies
Other Companies
Partial Ownershipize proportional to global seed market share
Full Ownership
Sunseeds
CropDesign
(1995)
Roussel
-Uclaf
Bunge
• Pharmaceutical/chemical companies are
colored red, seed companies are colored
blue, and other companies, such as
biotechnology firms, are colored yellow.
• The upper left shows the year in gray
text.
• During the study period the firms that
eventually became the largest acquired
or created joint ventures with more than
two hundred firms.

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Cross-licensing
• cross-licensing agreements involving
pharmaceutical/chemical companies for
transgenic seed traits.
• non-merger mergers or cartel behavior
• Monsanto has a central position in this
network, as it is the only firm to have
agreements with each of the other 5
firms.

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• Players
• Added value
• Rules of the game
• Tactics employed
• Scope of the game

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Value net

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Co-opetition
Brandenburger and Nalebuff, 1996
Competitors
Comple-
mentors
Customers
Suppliers
Non-Food

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Coopetitive Relationship

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Business is War and Peace or Business as a Game
• Cooperation in creating value
• Competition in dividing it up
• “You have to compete and cooperate at the same time” Ray Noorda, Novell
• »Think Big :There is always a larger game
• » Not win-lose
• » No rule book
• » People change the game
• » Game is made up of 5 PARTS
• » Archimedes lever
• » Success comes from playing the right game

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The growth of Symbiam and Microsoft’s network
in the competition for the standard in the mobile wireless operating systems

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A framework on types of coopetition to manage emerging technologies

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Coopetition Strategy

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• Coevolution

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The Dynamic Capabilities View of Coopetition: The Case of Intel, Apple and Microsoft

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The Dynamic Capabilities View of Coopetition:

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