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MANAGEMENT
ofThe Key to Competitiveness
and WealthCreation
TECHNOLOGY
Tarek Khalil | Ravi Shankar
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Business S
trategyandTechnology
Strategy
0
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CAN OUTSOURCING CREATE
INNOVATIVE BUSINESS
MODELS? Bharti Airtel Limited is India's largest telecommunications company It has been ranked among the six best performing technologycompanies in the world by Business Week and aims at:
Providing high quality customer service,
Adding new customers without increasing capex and decreasing totalcost of ownership,
Reducing the calling fee to the customers,
Managing end-to-end business processes using latest InformationTechnology (IT),
Managing and helping the telecom network capacity to grow along withthe growth of customers
While a typical strategy book would teach you that an organizationshould focus, nurture and do-it-in house the technology, process andproducts that are its core competencies, Airtel has outsourced the
same
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CAN OUTSOURCING CREATE
INNOVATIVE BUSINESS MODELS?
(Contd.) Business Processes Outsourced to IBMExcept marketing, customer service, and finance, Airtel has outsourced
all its major business processes to IBM for managing it for next 10 years
starting 2004
This deal started at $750 million and is worth $2.5 billion by 2011
Telecom Network Outsourced to Ericsson and Nokia Siemens
The initial GSM network of Bharti (now, Airtel) was set up by Ericsson.
By early 2003, Bharti was working with Nokia and Siemens
Due to uniform GSM standards in telecom domain, it is easy and quick to
change the supplier
Payment to Ericsson and Nokia Siemens Networks comes through the
capacity usage calculation (priced per erlang) for their network
infrastructure rather than an upfront payment
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CAN OUTSOURCING CREATE
INNOVATIVE BUSINESS MODELS?
(Contd.)Other Outsourcing by Airtel
Alcatel-Lucent manages Airtel's fixed network
Airtel has outsourced its tower business to Indus
Tower
Airtel has outsourced the managed services to
Comviva
Airtel has selected Infosys as its technology partner for
airtel money
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CAN OUTSOURCING CREATE
INNOVATIVE BUSINESS MODELS?
(Contd.)Logic Behind Reverse Outsourcing
Airtel does not have to now keep investing 30 to 40 percent
extra in excess capacity reserve for forthcoming new customers
It now focuses more on acquiring new customers andmanaging the existing customer-base
Airtel is relatively immune from quick technology
obsolescence in telecom network equipment area as this risk is
now transferred to its partners to whom this business isoutsourced
If not outsourced, there was always a possibility of conflict of
interest with vendors, like Nokia Siemens and Ericsson
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CAN OUTSOURCING CREATE
INNOVATIVE BUSINESS MODELS?
(Contd.)Logic Behind Reverse OutsourcingSince a typical network uses 60 to 70 per cent capacity utilization;
extra 30 to 40 per cent capacity would have been an additional cost
burden to Airtel
Airtel lacked sufficient qualified professionals to meet its IT needs
For Bharti, development and maintenance of IT infrastructure is non-
core competency area
Using IBM's expertise in customer-oriented IT business processes,
Airtel business objective of superior customer service is met withWhen a new customer is added, IBM receives a fixed revenue, while
better services and more frequent and longer calls by customer
improves ARPU (Average Revenue Per Customer), which directly
adds to Airtel's profitability
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WHAT IS MEANT BY
STRATEGY? Strategy involves envisioning and planning for the future Some people think of strategy as developing a long-range plan,assuming that they will continue to do what they are already doing
Strategic management is a process consisting of three important and
interrelated components:Strategic planning
Strategic implementation
Strategic evaluation
Hamel (1996) distinguishes strategizing from planning by the degreeof innovation included in the strategy
A company that performs strategic planning as a routine exercisewithout periodically questioning its directions or pursuing innovativeapproaches can become stagnant and may lose its competitive edge
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FORMULATION OF A
STRATEGY
The Core and Operating Units for the Execution of Strategy
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FORMULATION OF A STRATEGY(Contd.)
Context in which Competitive Strategy is Formulated
Source: Based on Porter, 1980
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FORMULATION OF A STRATEGY(Contd.)
A Model for Strategy Development
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-
MAKING
Two-by-Two Matrix Constructed for use as an Aid to Acquisition Decision
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
Product Evaluation Matrix Used by 3M
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
Market-GrowthMarket-Share Analysis Matrix(Company Portfolio Matrix)
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
Strategies to use in Conjunction with a Portfolio Matrix
Source:Based
onChristens
enetal.,1976
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
Example of an X-Y Plane Representation
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
An M-T Matrix for Analyzing Technical and Product Competence
Source:Basedon
Holt,1992
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
Technology Evaluation for Adoption
Decision
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
Multi-technology, Multi-Attribute Decision Matrix
Source:McConnelland
Khalil,1988;
1988,InstituteofIndustrialEngineers
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
Shop-Floor-Control Application
Source:McConnellandKhalil,1988;
1988;InstituteofIndustrialE
ngineers
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
SWOT matrix
Source:FredDavid,StrategicM
anagement,
6thed.1997Reprintedbype
rmissionof
Prentice-HallInc.,UpperSaddleRiver,NJ
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)David (1997) proposes the following approach to theconstruction of a SWOT matrix:List the firms key external opportunities
List the firms key external threats
List the firms key internal strengths
List the firms key internal weaknesses
Match internal strengths with external opportunities, and recordthe resultant SO strategies in the appropriate cell
Match internal weaknesses with external opportunities, and recordthe resultant WO strategies
Match internal strengths with external threats, and record theresultant ST strategies
Match internal weaknesses with external threats, and record the
resultant WT strategies
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)
SWOT matrix for food company
Source:FredDavid,StrategicM
anagement,
6thed.1997.Reprintedbypermissionof
Prentice-HallInc.,UpperSadd
leRiver,NJ
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METHODS USED IN STRATEGIC
ANALYSIS AND DECISION-MAKING
(Contd.)Analysts can review the factors listed in theSWOT matrix and develop four types ofstrategies:
Strengths-opportunities (SO) strategies
Weaknesses-opportunities (WO) strategies
Strengths-threats (ST) strategies
Weaknesses-threats (WT) strategies
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FORMULATION OF A
TECHNOLOGY STRATEGYTechnology is at the core of systems designed to satisfysocietal or customer needs
Companies are formed to provide a structure and a
mechanism that facilitate the spinning out of technology
to satisfy those needs
Ford (1988) explains that technology strategy is concerned
with exploiting, developing, and maintaining the sum
total of the companys knowledge and abilities
There are many factors that determine business success;
although technology is a very important one, it is not in
itself sufficient to ensure business success
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FORMULATION OF A
TECHNOLOGY STRATEGY(Contd.)
Research conducted by Frohman (1982) reveals two commonalities among
companies that use technology as a competitive weapon:
Management views technology as a major competitive weapon but does not
emphasize it at the expense of other areas
The criteria used to support any project consist of (a) whether the projectsupports the business goal, (b) whether the project protects and/or
establishes technological leadership, and (c) whether the project solves
customer problems
A basic purpose of strategy in any business is to answer three fundamentalquestions:
What business should the firm engage in?
How should the firm be positioned in the business?
What technology, production, and marketing will be necessary to attain the
desired position?
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FORMULATION OF A
TECHNOLOGY STRATEGY(Contd.)
Michael Porter (1985) advocates that technology strategy be formulated
within the larger context of business planning
Porter proposes that a technology strategy be formulated using the following
steps:
1.Identify all the distinct technologies and sub-technologies in a value chain
2.Identify potentially relevant technologies in other industries or under scientific
development
3.Determine the likely path of change of key technologies
4.Determine which technologies and potential technological changes are most
significant for competitive advantage and industry structure5.Assess a firms relative capabilities in important technologies and the cost of
making improvements
6.Select a technology strategy, encompassing all-important technologies that
reinforce the firms overall competitive strategy
7.Reinforce business-unit technology strategies at the corporate level
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DIRECTION OF STRATEGY
A strategys direction is a vital ingredient in the
success of an organization. Setting the direction
depends on the changes in technology, customer
needs, and environmental factors
Microsoft decided to change the direction of itsstrategy and has mounted a major effort in
developing software suitable for the Internet
Northwest Airlines Changing Strategy
Two Los Angeles investors, Alfred Checchi and Gary
Wilson, privatized the company in 1989 They hired three consecutive presidents who could
not turn the company into a profitable operation
The company was losing money, but so were many
other airline companies
The Vehicle for Creating Wealth
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DIRECTION OF STRATEGY(Contd.)
Changing the Strategy
Most airlines at the time were using a strategy based on ubiquity in all
markets and the Proctor & Gamble supermarket model of shelf space
After the demise of Eastern Airlines, Northwest had an opportunity to
expand into places where Eastern used to have strength
even though everyone in the company was working hard and meant well,
the personnel were working hard doing the wrong things
Northwest turned to its customers for directions
They were interested in safety, reliability, cleanliness, promptness, reliable
luggage delivery, and frequency of operation in their own areas
The company closed unprofitable hubs in Milwaukee, Washington, and
Seoul, Korea; ended point-to-point service on the East and West Coasts; and
reallocated assets to its hubs in Detroit, Minneapolis, and Tokyo
In adopting this strategy, Dasburg reversed the direction of the industry
strategy. He recognised that less is better than more
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DIRECTION OF STRATEGY(Contd.)
Results of the New Strategy
Changing the direction of Northwests strategy
created a new formula by which the company couldcompete
The new strategy helped restore profitable operation
Northwest complemented its strategy of concentrating
on its core markets by entering into alliances and
bilateral agreements with other airlines in order to
boost cross-border traffic
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CORE COMETENCIES
Core competence is the inner strength upon which a
strategy should be built
An organizations core competence could be in a
technology, a product, a process, or the way it integrates
its technological assets
Corporate Core Competencies
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CORE COMETENCIES (Contd.)
Core competencies are collective sets of knowledge, skills, and
technologies that a company applies to add value for its
customers
This means continuously learning and building capabilities that(a) cannot be easily duplicated by its competitors, (b) create new
products and services for its customers, and (c) generate alliances
and relationships with suppliers to provide its customers with
cost and value advantage The core competencies of an organization are usually converted
to core products, which in turn may be embodied in one or more
end products
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CORE COMETENCIES (Contd.)
Prahalad and Hamel used atree analogy to illustrate theidea of core competencies ina diversified corporation:The roots are thecompetencies of thecorporation, the trunkrepresents core products,
the small branchesrepresent business units,and the leaves are the endproducts
Competencies: The Roots of Competitiveness
Source:BasedonPrahaladandHamel,1990
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CORE COMETENCIES (Contd.) The following common characteristics of core competencies may help anorganization distinguish areas of competencies from the multitude of its otheractivities:
They provide the distinctive advantage of the organization
They are difficult for competitors to imitate
They make a significant contribution to the end products offered by theorganization
They provide access to a wide variety of markets
To capitalize on strength, a company should strive to exploit its corecompetencies. Specifically, it must:
Clearly identify the following:What it does best
What it can do that no other company can do better
What will permit it to achieve best-in-the-world status in regard to what it does
Develop its plans to fully exploit its capabilities
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TECHNOLOGY AND THE CONCET
OF CORE COMETENCE
Technology in a company (or in a product) consists of
three layers
Classification of Technology as to its Relative
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TECHNOLOGY AND THE CONCET
OF CORE COMETENCE (Contd.)
Distinctive technology is what gives an organizationits unique competitive advantage in the marketplace
Basic technologies are technologies widely available
to many organizations
External technologies provide a third level oftechnological need but they are not critical to thecompanys survival
The distinctive, basic, and external technologies of acompany can be determined from a technology auditof the company and its products
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INTEGRATION
When a corporation owns or has control over all or mostof the technologies that contribute to producing andmarketing a product, it is known as avertically integrated
corporation
Vertical integration of a company can be defined at anypoint on a continuum, with one end designating total
ownership of the technology (making the product) andthe other end showing no ownership (i.e., having to buyeverything, as opposed to owning the technology ormaking the product within the company)
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INTEGRATION (Contd.)
Decisions as to whether technology should be owned or not,or whether products should be made or bought, must beguided by the companys standing in technology. Therefore,
a company must be able to:Identify its distinctive technologies and choose areas in which tobuild competence in technology
Do all it can to acquire or keep itself at the top of thesetechnology areas
Decide on the level of integration needed for its operation, basedon realistic technology and business decision-making criteria
Be aware of emerging technology that may impact its business
Modify its business strategy to support its technology strategy
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INTEGRATION (Contd.)
Vertical Integration
The Boundaries o the Interation Decision
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INTEGRATION (Contd.)
Backwardintegration occurs when the company seeksownership or control of its suppliers
Horizontalintegration involves increased control over
production competitorsForwardintegration occurs when a company seeks tocontrol distribution, retailing, and post manufacturingactivities
Vertical integration maycombinebackward, horizontal,and forward integration
Many companies achieve integration through mergers,acquisitions, and takeovers
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INTEGRATION (Contd.)
Manufacturing technology requires developingtechnology-based strategies to deal with the entire valuechain
A business decision is based on financial considerations.Outsourcing may prove to be more economically soundthan production
In all cases, management should seek to establish a close,
trusting relationship with the companys suppliers anddistributors
Distribution retailing can add a significant cost to aproduct without providing an added value to customers
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INTEGRATION (Contd.)
Integration Evaluation Matrix. This matrix utilizes importanceand level of difficulty as criteria
Integration Evaluation Matrix. This matrix utilizes time and level of investment as criteria
Source:Teece1987.Withpermission
Source:Teece1987.Withpermission
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LINKING TECHNOLOGY AND
BUSINESS STRATEGIES
Framework for Formulation of Business and TechnologyStrategies
Organizations that know how to link their technology strategywith their business strategy will be more competitive in theglobal marketplace
Usually the business side perceives technology as a subset of
business, while technologists perceive business as a subset ofthe general technological ascent of human beings
Source:Mitchell,1995
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LINKING TECHNOLOGY AND
BUSINESS STRATEGIES (Contd.)
Interation o Technolo and Business Strateies
A.Organizations that do not integrate technology strategyand business strategy have blurred visions of the future
B. Well-coordinated and focused organizations are morecompetitive
Source:Escobar,1995
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LINKING TECHNOLOGY AND
BUSINESS STRATEGIES (Contd.)
Mitchell emphasizes the importance of the linkage between the goalsand objectives of the corporation and its technological strategy
Mitchell poses a number of generic questions that should be addressedby strategic planners on both the business and the technical sides of the
house: To what extent is technology relevant to business?
Which business strategies require technology?
Where will we get it [the technology]?
What are our core technologies for the business?
In which technologies should we focus our research effort? What new strategic options will technologies provide?
In responding to these questions, a company can develop relationshipsamong its high-level strategies, its lines of business, and thetechnologies that are needed to achieve business goals
CREATING THE RODUCT
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CREATING THE RODUCT-
TECHNOLOGY-BUSINESS
CONNECTION
Product-Technology Matrix
To identify the relationship between products or services andthe underlying technology, a company can use any of severalmethodologies
A company can then determine which technologies it owns,
which it would like to acquire, and which it wants to outsource
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WEBLINKS http://www.airtel.in/wps/wcm/connect/about+bharti+airtel/Bhart
i+Airtel/Media+Centre/quick+facts/
http://outsourceportfolio.com/outsourcing-innovative-business-mo
dels/
http://trak.in/tags/business/2010/09/20/bharti-airtel-outsourcing-
africa-business/
http://articles.economictimes.indiatimes.com/2010-04-01/news/28
469946_1_network-outsourcing-maintenance-and-management-contrac
t-ericsson
http://www.airtel.in/wps/wcm/connect/about+bharti+airtel/Bharti+Airtel/Media+Centre/quick+facts/http://www.airtel.in/wps/wcm/connect/about+bharti+airtel/Bharti+Airtel/Media+Centre/quick+facts/http://outsourceportfolio.com/outsourcing-innovative-business-models/http://outsourceportfolio.com/outsourcing-innovative-business-models/http://trak.in/tags/business/2010/09/20/bharti-airtel-outsourcing-africa-business/http://trak.in/tags/business/2010/09/20/bharti-airtel-outsourcing-africa-business/http://articles.economictimes.indiatimes.com/2010-04-01/news/28469946_1_network-outsourcing-maintenance-and-management-contract-ericssonhttp://articles.economictimes.indiatimes.com/2010-04-01/news/28469946_1_network-outsourcing-maintenance-and-management-contract-ericssonhttp://articles.economictimes.indiatimes.com/2010-04-01/news/28469946_1_network-outsourcing-maintenance-and-management-contract-ericssonhttp://articles.economictimes.indiatimes.com/2010-04-01/news/28469946_1_network-outsourcing-maintenance-and-management-contract-ericssonhttp://articles.economictimes.indiatimes.com/2010-04-01/news/28469946_1_network-outsourcing-maintenance-and-management-contract-ericssonhttp://articles.economictimes.indiatimes.com/2010-04-01/news/28469946_1_network-outsourcing-maintenance-and-management-contract-ericssonhttp://trak.in/tags/business/2010/09/20/bharti-airtel-outsourcing-africa-business/http://trak.in/tags/business/2010/09/20/bharti-airtel-outsourcing-africa-business/http://outsourceportfolio.com/outsourcing-innovative-business-models/http://outsourceportfolio.com/outsourcing-innovative-business-models/http://www.airtel.in/wps/wcm/connect/about+bharti+airtel/Bharti+Airtel/Media+Centre/quick+facts/http://www.airtel.in/wps/wcm/connect/about+bharti+airtel/Bharti+Airtel/Media+Centre/quick+facts/