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A. Please read the 4th article (pdf file), the 4th reflection’s example (Word doc), Help me writing the reflection and Respond to the example’s posts.
What consumers truly value can be difficult to pin down and psychologically complicated. But universal building blocks of value do exist, creating opportunities for companies to improve their performance in existing markets or break into new markets. In the right combinations, the authors’ analysis shows, those elements will pay off in stronger customer loyalty, greater consumer willingness to try a particular brand, and sustained revenue growth. Three decades of experience doing consumer research and observation for corporate clients led the authors–all with Bain & Company–to identify 30 “elements of value.” Their model traces its conceptual roots to Abraham Maslow’s “hierarchy of needs” and extends his insights by focusing on people as consumers: describing their behavior around products and services. They arrange the elements in a pyramid according to four kinds of needs, with “functional” at the bottom, followed by “emotional,” “life changing,” and then “social impact” at the peak. The authors provide real-world examples to demonstrate how companies have used the elements to grow revenue, refine product design to better meet customers’ needs, identify where customers perceive strengths and weaknesses, and cross-sell services.
I. Discussion Prompt(s):
Read the article below (pdf file) and share the insights that you learned from that article. In the reflection, include any major takeaways that you will apply in relation to your consulting project. Then respond to the example’s posts
II. Requirements:
1. Reflection should be 250-300 words long.
2. Respond to the example’s posts.
3. Responses should be constructive and further the conversation.
FYI: NO AI, NO ChatGPT
B. Please read the 5th article (pdf file), the 5th Reflection’s example (Word doc), Help me writing the reflection and Respond to the example’s posts.
For decades, the five-forces model of competition has dominated the thinking about strategy. But it describes competition among traditional “pipeline” businesses, which succeed by optimizing the activities in their value chains–most of which they own or control. “Platform” businesses that bring together consumers and producers, as Uber, Alibaba, and Airbnb do, require a different approach to strategy. The critical asset of a platform is external–the community of members. The focus shifts from controlling resources to orchestrating them, and firms win by facilitating more external interactions and creating “network effects” that increase the value provided to all participants. In this new world, competition can emerge from seemingly unrelated industries and even from within the platform itself. The authors, three platform strategists, walk executives through the choices they must make when building platforms, outlining the different metrics needed to manage them. Businesses that fail to learn the new rules will struggle, they argue. When a platform enters the marketplace of a pure pipeline business, the platform nearly always wins. That’s exactly what happened when the iPhone came on the scene in 2007. By 2015, it accounted for 92% of global profits in mobile phones, while most of the giants that once ruled the industry made no profit at all.
I. Discussion Prompt(s):
Read the article below (pdf file) and share the insights that you learned from that article. In the reflection, include any major takeaways that you will apply in relation to your consulting project. Then respond to the example’s posts
II. Requirements:
1. Reflection should be 250-300 words long.
2. Respond to the example’s posts.
3. Responses should be constructive and further the conversation.
FYI: NO AI, NO ChatGPT
Order from us for quality, customized work in due time of your choice.