China Business Workshop, Week 6

China Business Workshop, Week 6

For the second CBW paper, please submit a single document. Two-to-three pages should suffice. Note the new submission deadline of Friday, Feb. 13 at 11:50pm.

The second CBW paper should be titled "Strategy Review", using the five numbered components listed below and answering all of the questions therein. 

Developing, implementing and adapting a strategy for your firm during the course of the StratSimChina simulation is a key part of your learning in the program; if you are fortunate, it should also prove a key component in your firm's relative success in the simulation.

Think of your strategy as your firm's "roadmap", which you will summarize below. Review Section Four of your StratSimChina manual, and complete your "Strategy Review" with the following five components:

1) Business Definition and Rationale -
(a) Who do you want to serve and why? Be sure to include customers/segments to be targeted and customer needs satisfied.
(b) What is your rationale for making these choices (e.g., attractiveness of the segments; market gaps; fit with your strengths, resources or capabilities; synergies of your strengths, resources or capabilities)?
2) Source(s) of Competitive Advantage
(a) With which competitors will you compete?
(b) How do you intend to win against them?
3) Performance Objectives
What performance goals do you have for your firm?
(Examples include: highest cumulative profit, highest stock price or market value/capitalization, largest overall market share, largest market share in your targeted segments or markets)
4) Generic Strategies and Key Success Factors (or components of your strategy)
(a) What generic stategy are you following, and why?
(Examples include: cost leadership or differentiation strategy; specify which segments this applies to, and whether you are pursuing a multisegment, single segment, or "niche" strategy).
(b) What is required of your firm to execute this strategy?
(Examples include: building up strength or size in product development/research & development, manufacturing, marketing and/or distribution; lowering costs and/or adding value via PD/R&D, Mfg., Mktg. and/or Dist.) Be sure to explain how all your various efforts here work together to help you achieve your goals using this strategy.
5) Strategic assumptions
For your strategy to be successful, are there any underlying assumptions that you have made?
(Examples: Firm C must exit the family segment; you must be able to introduce a new model by period 5; first mover or late mover advantages; something similar to tactics you are applying as discussed in Sun Tzu's the Art of War or McNeilly's Sun Tzu and the Art of Business).