Equity Surplus Theory (The Purple Sky Model)
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This document proposes the "Equity Surplus Theory" or "purple sky model". It summarizes existing models like Porter's competitive strategies and the red/blue ocean models. It argues that focusing on customers' underlying value systems, rather than just value offered, can lead to "uncontested loyalty" where competition is irrelevant. By deeply understanding and targeting specific value systems, firms can avoid "comparative myopia" and create sustained competitive advantage through "equity surplus" derived from uncontested loyalty within the market. Future work is needed to test this conceptual model and extract a complete typology applicable across industries.
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Group G is comprised of 5 members with their student IDs listed. The document then summarizes Porter's five forces model and analyzes each force as it applies to an industry:
1. Risk of entry is affected by brand loyalty, economies of scale, and government regulations that make entering difficult.
2. Rivalry depends on industry structure, demand conditions, and exit barriers that keep competitors in the market.
3. Buyer power is greatest when there are few buyers and many suppliers, and buyers can play suppliers against each other.
4. Supplier power is highest when suppliers' products are differentiated and important to the industry.
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From environment analysis to industry analysis
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Applying industry analysis
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Identifying key success factors
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Group G is comprised of 5 members with their student IDs listed. The document then summarizes Porter's five forces model and analyzes each force as it applies to an industry:
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2. Compared the customer values from the conjoint analysis to the actual market prices of the 129 models using regression analysis.
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Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-logistics-innovations/
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Similar to Equity Surplus Theory (The Purple Sky Model)
Session 2 Business Strategies based on Value ChainAg.docx
Session 2
Business Strategies based on Value Chain
Agenda
Opening case & Porter’s Value Chain hypothesis
Porter’s generic strategies framework
Cost leadership
Differentiation
Two views on Value Chain hypothesis
The Consistency View
The Blue Ocean View
Case
Video case: Nintendo Wii Blue Ocean strategy
The Blue Ocean that Disappeared – The Case of Nintendo Wii
Opening case
To offset its market share losses since 2008, Nestle has sought to aggressively promote linkages in the premium, luxury market – that has been immune to the recession and has been growing rapidly
Nestle as a global corporation has five major business groups; in each, Nestle links its resource transforming functions in very different ways, reflecting the personality and the positioning of its specific brands.
Culinary foods
Maggi
Le Creazioni di Casa Buitoni
Beverages
Nescafe
Nespresso
Confecti-onary
Kitkat
Maisen Cailer
Milk products
Nutrition
Cerelac
Nestle Haagen Dazs
Babynes
Porter’s Value Chain hypothesis
According to Porter’s value chain hypothesis, the primary links among the resource transforming functions should be sequenced as a chain, i.e. design, produce, market, deliver and support (Porter, 1985)
Value chain analysis helps to evaluate effectiveness of a firm in different functions
Strategies for manipulating value linkages for improving strategic advantage of a business are referred to as the “Business-level strategies”
Design
Production
Marketing
Support
Delivery
The Value Chain hypothesis
In Porter’s framework, the functions in a firm’s value chain are grouped into two broad categories of activities: primary and secondary
Primary activities are directly involved in transforming inputs into outputs and in delivery and after-sales support
inbound logistics
Support activities are involved in supporting primary activities
procurement
service—installation, usage guidance, maintenance, parts, and returns
operations
outbound logistics
marketing and sales
technology development
human resource management
firm infrastructure—general management, planning, finance, accounting, legal, government affairs and quality management
Porter’s generic strategies framework
Generic Sources of Strategic Advantage in Value Chains
One of the major purposes of Porter’s framework is to explicate two generic sources of strategic advantage for the businesses of a firm.
Value
Cost
If customers perceive a product or service as superior, they are willing to pay a premium relative to the price they will pay for competing offerings
If a firm gains a cost advantage for performing activities in its value chain at a cost lower than its major competitors, then it has flexibility to undercut competitors and offer greater value for money
Two views on Value Chain hypothesis
There are two views on this hypothesis:
Contingency view
The firms that make consistent, persistent and dedicated investments i.
Session 2 Business Strategies based on Value ChainAg.docx
Session 2
Business Strategies based on Value Chain
Agenda
Opening case & Porter’s Value Chain hypothesis
Porter’s generic strategies framework
Cost leadership
Differentiation
Two views on Value Chain hypothesis
The Consistency View
The Blue Ocean View
Case
Video case: Nintendo Wii Blue Ocean strategy
The Blue Ocean that Disappeared – The Case of Nintendo Wii
Opening case
To offset its market share losses since 2008, Nestle has sought to aggressively promote linkages in the premium, luxury market – that has been immune to the recession and has been growing rapidly
Nestle as a global corporation has five major business groups; in each, Nestle links its resource transforming functions in very different ways, reflecting the personality and the positioning of its specific brands.
Culinary foods
Maggi
Le Creazioni di Casa Buitoni
Beverages
Nescafe
Nespresso
Confecti-onary
Kitkat
Maisen Cailer
Milk products
Nutrition
Cerelac
Nestle Haagen Dazs
Babynes
Porter’s Value Chain hypothesis
According to Porter’s value chain hypothesis, the primary links among the resource transforming functions should be sequenced as a chain, i.e. design, produce, market, deliver and support (Porter, 1985)
Value chain analysis helps to evaluate effectiveness of a firm in different functions
Strategies for manipulating value linkages for improving strategic advantage of a business are referred to as the “Business-level strategies”
Design
Production
Marketing
Support
Delivery
The Value Chain hypothesis
In Porter’s framework, the functions in a firm’s value chain are grouped into two broad categories of activities: primary and secondary
Primary activities are directly involved in transforming inputs into outputs and in delivery and after-sales support
inbound logistics
Support activities are involved in supporting primary activities
procurement
service—installation, usage guidance, maintenance, parts, and returns
operations
outbound logistics
marketing and sales
technology development
human resource management
firm infrastructure—general management, planning, finance, accounting, legal, government affairs and quality management
Porter’s generic strategies framework
Generic Sources of Strategic Advantage in Value Chains
One of the major purposes of Porter’s framework is to explicate two generic sources of strategic advantage for the businesses of a firm.
Value
Cost
If customers perceive a product or service as superior, they are willing to pay a premium relative to the price they will pay for competing offerings
If a firm gains a cost advantage for performing activities in its value chain at a cost lower than its major competitors, then it has flexibility to undercut competitors and offer greater value for money
Two views on Value Chain hypothesis
There are two views on this hypothesis:
Contingency view
The firms that make consistent, persistent and dedicated investments in.
6 M Porter's 5 forces competitive model.ppt
This document discusses analyzing industries and competitors using Porter's Five Forces model. It describes the model's key forces: rivalry within an industry, threat of new entrants, threat of substitutes, power of buyers, and power of suppliers. Factors that determine the intensity of each force are also outlined. The model helps identify opportunities and threats in an industry by assessing the strengths of the five competitive forces. Managers can use strategic changes to influence the forces and their impacts on the business.
Bluecube investment process & philosophy v.2
The document summarizes a quantitative relative value model (RVM) that aims to identify potentially undervalued and overvalued stocks. The RVM aggregates valuation measures relative to a stock's long-term history to generate a score between -100 and 100, with negative scores indicating potential undervaluation and positive scores potential overvaluation. Key features include incorporating concepts from the efficient market hypothesis and focusing on factual data to reduce behavioral biases. The model can be applied across developed equity markets and identifies broad market and sector valuation trends for both long and short investment strategies.
Manoj Nair Sdmc
1. The document analyzes cross-border consumer value dimensions through a comparative study across multiple contexts.
2. It reviews various perspectives on consumer value dimensions and identifies a knowledge gap around applying value dimensions in services contexts and across borders.
3. The research aims to operationalize eight consumer value dimensions, examine their influence on satisfaction, and test the relationships between dimensions with surveys across London, Mumbai, and Beijing involving mobile phone users aged 15-35.
Strategic Planning: The Company and The Market
This document discusses key concepts related to markets and strategic planning including demand curves, product life cycles, segmentation, quality, and supply and demand. It defines a market and explains how supply and demand determine prices. Demand curves illustrate the relationship between price and quantity demanded. Product life cycles are broken into introduction, growth, maturity and decline phases. Segmentation allows companies to tailor products to specific customer groups. Quality is a multidimensional concept important for competitiveness. Portfolio models like the BCG Matrix are used to analyze industry competitiveness and guide planning. The interaction of industry supply and demand curves determines market prices.
Ey beyondborders: unlocking value
This document provides an overview of strategies that can help biotechnology companies unlock value in R&D. It discusses how value is often not recognized by stakeholders in a timely manner due to inefficiencies in traditional drug development. Three strategies are highlighted that can address this - precision medicine using biomarkers to identify patient subgroups, adaptive clinical trial designs that allow for real-time modifications, and precompetitive collaborations between companies. These approaches help reduce R&D risk, costs and time, while generating more evidence for payers. They allow resources to be used more efficiently to focus on assets most likely to succeed. The document also includes perspectives from industry experts on how these strategies impact different stages of development and help recognize the value created by biotech
#CPAF15 WS2: Value Chain Integration (Monika Sopov, Joost Guijt, Centre for D...
#CPAF15 WS2: Value Chain Integration (Monika Sopov, Joost Guijt, Centre for D...Technical Centre for Agricultural and Rural Cooperation ACP-EU (CTA)
Workshop 2: Value Chain Development and Inclusive Business Models at The Caribbean-Pacific Agri-Food Forum 2015 (CPAF2015) taking place 2-6 November in Barbados with support from the Intra-ACP Agricultural Policy programme, organized in partnership with the Barbados Agricultural Society (BAS) and the Inter-American Institute for Cooperation on Agriculture (IICA). http://www.cta.int/en/news/caribbean-pacific-agri-food-forum.htmlchap3.ppt
Rosenbluth International responded to challenges in the travel agency industry with two strategies: withdrawing from leisure travel and implementing web-based travel technology solutions like DACODA and customer-focused systems. These systems provided competitive advantages like reduced costs and improved customer service globally. Successfully implementing strategic information systems requires justifying benefits, managing risks, identifying appropriate systems, and sustaining competitive advantages over time despite increased competition.
competitive advantage.ppt
Rosenbluth International responded to challenges in the travel agency industry with two strategies: withdrawing from leisure travel and implementing web-based travel technology solutions like DACODA and customer-focused systems. These systems provided competitive advantages like reduced costs and improved customer service globally. Successfully implementing strategic information systems requires justifying benefits, managing risks, identifying appropriate systems, and sustaining competitive advantages over time despite increased competition.
competitive advantage (1).ppt
This document discusses Rosenbluth International, a global travel agency that implemented two strategies to respond to changes in its industry: withdrawing from leisure travel and implementing web-based travel technology. It developed several innovative web applications and a networked infrastructure to better serve customers globally. The document emphasizes that large investments in web-based IT are important for gaining competitive advantages like superior customer service in a globally competitive environment.
Value chain analysis
Value chain analysis was first suggested by Michael Porter in 1995 as a way to present how value is constructed for the end customer. It can be used to increase competitiveness, reduce costs, and improve market share, ultimately improving overall profitability. Value chain analysis involves examining a firm's internal costs and processes that differentiate its products or services from competitors, as well as vertical linkages along the entire supply chain from suppliers to end customers. Firms can use value chain analysis along with frameworks like industry structure analysis, core competencies analysis, and segmentation analysis to develop strategies to enhance competitiveness.
24 cc 1_a_b-rous
This document discusses three models of electronic publishing: not-for-profit scholarly societies, commercial publishers, and open access. It outlines the strengths and weaknesses of each model. It also discusses the high costs of academic research and how electronic publishing costs are difficult to determine given various unknown factors. The document concludes by questioning whether open access is sustainable and how to measure success in serving the public good. It raises open questions about finding a balance between the interests of different stakeholders in academic publishing.
301 – Strategic Management presentation.pptx
This document discusses business models and their components. It outlines that a business model is an abstract representation of a firm's strategy that outlines how it can deliver value to customers. The key components of a business model include the value proposition, market segment, value chain structure, revenue generation and margins, position in the value network, and competitive strategy. New business models for the internet economy and e-commerce business models are also discussed. Finally, the concept of the triple bottom line is introduced as assessing financial, social and environmental impacts.
Capabilities, Innovation, Customer Value and Competitive Advantage
The document discusses capabilities, innovation, customer value, and competitive advantage. It provides definitions of these concepts from literature and discusses the relationships between them. Capabilities refer to a firm's ability to deploy resources to achieve goals. Innovation is the introduction of new ideas or methods. Customer value involves benefits received versus sacrifices made. Competitive advantage is when a firm can offer more value than competitors. The concepts influence each other in a cycle - capabilities and innovation create customer value, which leads to competitive advantage, then internal/external changes trigger new innovation.
International Journal of Business and Management Invention (IJBMI)
The document discusses switching costs and their role in achieving sustained competitive advantage. It begins by defining switching costs and outlining the mainstream economic explanation for how switching costs affect firm strategies and market outcomes. However, the economic explanation is limited in fully explaining real-world phenomena. The document then proposes an alternative "competitive advantage theory" of switching costs. This theory posits that firms aim for value maximization rather than just profit maximization. It also distinguishes between high and low inertia consumers and allows for irrational consumer choice and cooperation between firms. The theory argues this framework better explains strategies like rewarding loyal customers and some firms' ability to achieve long-term competitive advantage.
Supply chain Strategy Design
This file aims at supporting practitioners and academics in Supply Chain domain to define appropriate supply chain strategies.
Evidence Based Approaches To Creativity And Innovation, Jason Potts, 2
The document discusses methodologies for taking an evidence-based approach to creativity and innovation. It outlines several behavioral biases that make innovation difficult, including risk aversion, loss aversion, short-term thinking, and biases around existing ideas. It also describes how the innovation system has evolved from being supply-driven to being more collaborative and open. This increases the importance of creative innovation services that help overcome behavioral biases and connect ideas, knowledge, and communities. The document advocates testing policy approaches through experiments to help operationalize an evidence-based methodology for creativity and innovation.
Evidence Based Approaches To Creativity And Innovation, Jason Potts
The document summarizes an evidence-based approach to analyzing creativity and innovation. It discusses how theory is tested through data in an evolutionary process, leading to a model-based approach. The document also outlines evolutionary economic predictions, including power laws and entrepreneurship as drivers of growth. Finally, it discusses how the innovation system has evolved to be more complex and open, increasing demand for creative innovation services.
Chapter 1 gabriel yudhistira h maria ulfa
Market driven strategi adalah suatu pelaksaan strategi untuk mendapatkan informasi tentang pasar sebagai bisnis informasi pemilihan, perumusan, dan penerapan strategi untuk mendapatkan keunggulan dalam pemasaran. Menurut Craven (2006 : 2) pengertian logika dari Market Driven Strategi adalah pasar dan konsumen yang membentuk pasar haruslah menjadi titik awal dari pembentukan strategi bisnis.
Similar to Equity Surplus Theory (The Purple Sky Model) (20)
Session 2 Business Strategies based on Value ChainAg.docx
Session 2 Business Strategies based on Value ChainAg.docx
Session 2 Business Strategies based on Value ChainAg.docx
Session 2 Business Strategies based on Value ChainAg.docx
#CPAF15 WS2: Value Chain Integration (Monika Sopov, Joost Guijt, Centre for D...
#CPAF15 WS2: Value Chain Integration (Monika Sopov, Joost Guijt, Centre for D...
Capabilities, Innovation, Customer Value and Competitive Advantage
Capabilities, Innovation, Customer Value and Competitive Advantage
International Journal of Business and Management Invention (IJBMI)
International Journal of Business and Management Invention (IJBMI)
Evidence Based Approaches To Creativity And Innovation, Jason Potts, 2
Evidence Based Approaches To Creativity And Innovation, Jason Potts, 2
Evidence Based Approaches To Creativity And Innovation, Jason Potts
Evidence Based Approaches To Creativity And Innovation, Jason Potts
More from Peter J Stavroulakis
The Strategic Factors Shaping Competitiveness for Maritime Clusters: An Overview
The Strategic Factors Shaping Competitiveness for Maritime Clusters: An OverviewPeter J Stavroulakis
Objective: Industrial clusters have been an enduring object of study from Alfred Marshall’s ‘localized industries’ to the point that scholars are still analyzing the framework and dynamics of agglomeration economies and their underlying factors. Industrial clusters are considered as a pillar of competitiveness, innovation and sustainability for today's economies, for they may hold viable competitive advantages for industries and nations. Maritime clusters in particular provide a very attractive analytical base within a strategic management perspective, for many strategic aspects such as innovation, knowledge creation and diffusion, network economies etc. have been found to bloom within said divide of industrial clusters. We venture to extract the strategic factors that instigate the mechanisms triggering these effects. The objective of this work is to provide a topology of factors concerning maritime clusters, their critical linkages with factors concerning other industrial clusters and their differentiation from said generic clusters, referencing the factors that render them unique and add to their exclusivity.Systems’ Hypocrisy Theory: The Divergence of Ergonomics and Organizational He...
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Long has it been argued that the invaluable solutions that ergonomics is capable to provide to institutions, organizations, firms and systems in general, are under–utilized. Ergonomics, as a state of assessing our organizational philosophy has to encounter and include many aspects that do not have anything to do with any abstract or tedious task, but are deeper, profound and are concerned with broader parameters, such as education and culture. This find happens to consort an observed modus operandi that shows resilience. The instruments are there, readily available to be applied in order to transform organizational practice to the definition of a win-win practicality, but they are not, and subsequently systems are left to torment, dysfunction and disease. At the same time, a body of knowledge that is concerned with organizational health has been crystallizing: the wellbeing of the organization directly correlated with the wellbeing of its employees. Pertinent indicators have been formulated and results show that organizational culture may be suffering from absence of ideals unleashed to the world even as far back as the human relations’ school. This paper introduces a conceptual system with respect to the correlation of the key principles of ergonomics with those rooted in organizational health. The practical divergence of these principles is coined as systems’ hypocrisy and the consequent theory is formulated. From this conceptual infrastructure practical guidelines may be laid out in order to achieve a better understanding towards the manifestation and sustainability of systemic health.A Typology of Strategic Environments Extracted from a Cross-tabulated SWOT An...
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From the plethora of instruments concerned with strategic management, one may be easily led to remark that SWOT analysis surfaces as the most resilient of techniques, for it is a readily available methodology facilitating the formulation of an effective strategic framework through situation analysis. Although to this day its origin remains obscure, it has proven time and time again to be the strategic instrument of choice for over half a century and for a good reason: SWOT analysis provides a concise snapshot of the strategic environment involving the case at hand and at the same time hints towards strategic directions that should be pursed in order to achieve strategic might. Cross-tabulation on the other hand, provides a methodology from which we can extract an interrelation of causality between categorical data. We investigate the applicability of epidemiological instruments (including but not limited to measures of association) to strategic management topics. From the model formulated, a typology of strategic environments is proposed and can be utilized in order to categorize strategic ventures according to the external environment wherein they are operating (or are about to operate). This work proposes a novel approach concerning SWOT analysis, implicating a correlation of the methodology concerning the critical and analytic review of strategic factors with methodologies contained in epidemiology. The procedure of typology formulation and cross-tabulation can be applied in other cases of study, thus expanding the scope and applicability of SWOT analysis even further.The Competitive Advantage of Maritime Clusters
Economic theory has long been indulged with the study of industrial clusters. The standards, threads and gov-erning parameters of clusters provide a very fruitful area of study for a plethora of disciplines besides and beyond economics, such as strategic management, mathematics, life sciences and organizational manage-ment in general. Industrial clusters hold such a promi-nent position as decision-affecting entities, that in many frameworks they directly influence national and international policy in a basic level, through their needs and in a secondary level, through their linkages to other industries and their weight upon the economic cycle itself. Through this paper we attempt a critical examination as to the factors formulating the competitive advantage of industrial clusters and within a second focal direction, the competitive advantage of maritime clusters in particular. This work aspires to contribute to the body of knowledge with respect to maritime clusters from a strategic management standpoint.
System Hypocrisy Theory
This document discusses the universal applicability of ergonomics in system design. It argues that ergonomics should be a foundational, systemic consideration rooted in effectiveness, not an afterthought. When ergonomics is integrated from the planning phase, focusing on conceptual and physical interactions, it can optimize both overall system performance and human well-being. Properly applying ergonomics ensures system functionality and success by factoring organizational missions and human competencies.
High & Rising Health Care Costs
The document summarizes and critically reviews a 2005 paper by Thomas Bodenheim on the rising costs of health care in the United States. It finds that US health care costs have been growing around 10% annually. The paper explores various perspectives on the underlying causes, including that rising costs are not a problem, are due to external economic factors, or stem from the absence of a free market in health care. It discusses these perspectives in depth and provides commentary on each one.
The Impact of the Sovereign-Debt Crisis on the Financial Health of Greek List...
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This document provides an overview of a postgraduate thesis that examines the impact of Greece's sovereign debt crisis on the financial health of listed Greek companies from 2001-2011. The thesis uses financial ratio analysis and linear regression modeling on data from 231 listed companies across nine industries. Key points covered include the research questions, data sources, financial ratios and timeframes analyzed, methodology, empirical findings for selected industries, and averages across all industries for liquidity, profitability, activity, and other ratios. The goal is to understand how listed firms were affected by the crisis through changes in their ratio behaviors and performances over time.Warehouse Management Case Study
The document summarizes a case study about the introduction of a new computerized warehouse system at a heavy equipment manufacturer. In the first month, productivity increased over 100% as expected, but errors and absenteeism increased in the third month, reducing productivity below manual levels. This suggests employees were sabotaging the new system due to fears of redundancy, lack of communication from management during the transition, and insufficient training on the new processes. To address the issues, management needs to improve communication with employees, ensure their jobs are secure, and enhance training to facilitate acceptance of changes in work responsibilities brought by new technologies.
The Impact of Time on Product Harm Crises
This document discusses a study analyzing the impact of time on consumer perceptions during IKEA's 2013 meatball crisis. The study found that in the weeks following the crisis:
- Consumers' impressions of IKEA improved over time
- Perceived risk, anger, and perceptions of severity decreased
- Intentions to purchase IKEA meatballs and furniture in the future increased
The study concludes that while crises can negatively impact perceptions for years, the IKEA crisis appeared to be mitigated as time passed and consumer perceptions grew more positive. The document calls for future research developing models to estimate the temporal impact of crises over time.
Personal Branding and Self-Assessment
This document outlines a model for personal branding and self-assessment using the framework of a balance sheet. It discusses 10 key elements to consider when developing a personal brand: 1) defining a mission statement, 2) conceptual model of core values, 3) needs assessment, 4) resource management, 5) philosophy, 6) image, 7) strategy, 8) alternative procedures, 9) feedback and optimization, and 10) acknowledging that perfection is impossible. The goal is to de-commoditize oneself by communicating one's core values to optimize how one's essence is presented, while also remaining adaptable to feedback in order to continuously improve.
Optimization of Correctional Institution Design
This document discusses a research project called O.C.I.D. - Optimization of Correctional Institution Design. The project aims to re-engineer and optimize prison processes through a design based on three pillars: enforcing sentences against personal freedom, practical rehabilitation, and system self-correction. It consists of several business process reengineering studies, the first step of which is to identify current processes ("AS IS") and learn from past mistakes. The goal is to integrate best practices from industry, society and corrections into a uniform, functional design that can more efficiently achieve the goals of a correctional institution.
Lovemarking Strategic Data Mining Model
This document discusses a Lovemark strategic data mining model. It introduces the concepts of commodities, brands, and lovemarks - emotional connections between consumers and products. The model depicts where corporate brands and individual brands may be situated based on consumer awareness, loyalty, and attitudes. The Lovemark Strategic Data Mining (LSDM) matrix is formulated to categorize sectors including "Neglected Child," "Incarcerated Uncle," and "Life Partner" to help analyze brand performance. The model has applications in strategy formulation, effectiveness monitoring, and data mining. Further research is needed to explore the model's full range of applications.
Eco-logic Business Plan
This document outlines an innovative business plan presented by students for a financial analysis course. The plan applies principles of financial statements like the balance sheet to analyze society. It proposes creating value for society by utilizing unused roof space for environmental projects. Preliminary facts note issues like air pollution in urban areas. The financial plan includes a breakeven analysis at 91 clients, projected profit/loss statement showing over 17% profit margins, and positive NPV and IRR. It also considers worst and best case scenarios. The presentation concludes that while profitability may diminish, the plan will create value for society.
Normative Analysis and Statistical Treatment/Validity of the Likert Scale
This document discusses the normative analysis and statistical treatment of validity for the Likert scale. It explores how the Likert scale implicitly discretizes emotions by measuring intensity on topics like mathematics. While the Likert scale treats responses as ordinal, averaging responses could be treated as interval if the underlying continuous domain was discretized into equal intervals. Further investigation is needed from subjects' perspectives to extract models for attitude instruments and pair them with experimental data to fully validate the statistical treatment of Likert scale responses.
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❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
Equity Surplus Theory (The Purple Sky Model)
- 1. EQUITY SURPLUS THEORY (the purple sky model) Zoe E. Fountzoula Peter J. Stavroulakis 3RD INTERNATIONAL CONFERENCE ON QUANTITATIVE AND QUALITATIVE METHODOLOGIES IN THE ECONOMIC AND ADMINISTRATIVE SCIENCES MAY 23-24, 2013 TEI OF ATHENS, GREECE
- 3. The Red Ocean Model In the red ocean model competition prevails and resources are spent on weakening each of the parties within a market Differentiation or low cost
- 4. The Blue Ocean Model An uncontested market is created, wherein competition is irrelevant Differentiation and low cost
- 5. Blue Ocean Strategy can join Porter’s generic strategies Kim & Mauborgne (2005)
- 6. But in doing so, a natural monopoly is created Mankiw (2011)
- 7. Research points out the need of a new typology “Consumer satisfaction is essential to long term business success” Jones & Suh, 2000; Pappu & Quester (2006)
- 8. Target Market Focus “Brand loyalty has traditionally been conceived as a behavioral construct...” Brady, Cronin, Fox & Roehm (2008)
- 9. Model Formulation Value-offering entities Value-receiving entities One transaction
- 10. What will tip the scale? Classic decision theory (the rational consumer) implies that all members will select superior value for themselves Oligopoly/Monopoly
- 11. Superior Value? Superior value is dependant of value-systems If our value system dictates that superior value may de-stabilize said system, then this superior value is considered as a perturbation
- 12. Comparative Myopia Mapping and targeting of specific value systems will lead to comparative myopia, rendering eventual “superior” value irrelevant
- 13. Comparative Myopia will lead to Uncontested Loyalty Based not only on value offered, but how value offered is interwoven with the value system of the value-receiving entity Value-based loyalty implies the perception of superior value which may very well be contested, whereas value system-driven loyalty is uncontested loyalty
- 14. Red Ocean Model
- 15. Blue Ocean Model
- 16. Inserting the Value-system parameter Value innovation is irrelevant Value-offering entities’ competition is irrelevant
- 17. Value Systems A parameter that extends competitive advantage and value innovation Competition is not only irrelevant when new and uncontested markets are created, but when there is value innovation and absence of comparative myopia The underlying factor of a sustainable competitive advantage is the target market’s value system
- 18. Equity Surplus Uncontested loyalty within a market, which is caused from the abundance of value-offering entities delivering targeted value to specific value systems Equity surplus will derive from comparative myopia and uncontested loyalty
- 19. Future Directions Survey concerning the usability and effectiveness of the conceptual model from various firms Further analysis of the model for the extraction of a complete interdisciplinary evidence-based typology Custom applications for different types of industries
- 20. Thank you for your attention!