Piaggio Case Debrief

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Os Fundamentos da Estratégia de Negócios

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University of Virginia

Os Fundamentos da Estratégia de Negócios

1124 classificações

Curso 1 de 5 em Specialization Estratégia de Negócios

Develop your ability to think strategically, analyze the competitive environment, and recommend firm positioning and value creation. In this course, we will explore the underlying theory and frameworks that provide the foundations of a successful business strategy and provide the tools you need to understand that strategy: SWOT, Competitor, Environmental, Five Forces, and Capabilities Analyses, as well as Strategy Maps. We'll apply these tools in case studies of industry leaders Google, Redhook, Piaggio and Apple.

Na lição

Determining Competitive Position

Welcome to the final module. In these lessons, we'll explore firms' competitive positioning relative to rivals and analyze the advantages and disadvantages of four generic competitive positions firms occupy. We'll use an easy and intuitive tool--strategy maps--to visually communicate information about firm positioning, and discuss which position is best for a particular firm to see maximum value. Then apply what you've learned in the Piaggio case study. Happy analyzing!

Piaggio Case Debrief7:11

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Michael Lenox
Senior Associate Dean and Chief Strategy Officer
Darden School of Business
Jared Harris
Samuel L. Slover Research Chair in Business Administration
Darden School of Business

Welcome to the debrief discussion for the case about Piaggio.

I hope you've had a chance to read the case, carefully.

I hope you've also had a chance to think it over, and especially think over

the questions that we wanted you to consider as you read the case?

And I hope you've had a chance to discuss the case, either online or in person.

With a colleague or two to gain some other insights into maybe how other people might

have read the case and what stood out to them.

Now, my intent here is to not give so called answers about the case, or

tell you what the right or the wrong thing is.

But rather, it's to give you some things to think about.

Oftentimes in cases like this, they aren't necessarily right or

wrong answers per say.

Just like in real life, there are rarely perfect strategies,

but that's not to say that some strategies aren't better than others.

So again, the idea here is for you to be able to use your tools and frameworks and

your toolkit, and to analyze the strategic situation that Piaggio

finds itself in and that might give you some insight on

what advice you would give them at the decision point thats laid out in the case.

So, again, the larger goal here is to

help refine your ability to conduct a strategic analysis.

Not just about Piaggio but about any case.

And to gain some facility with using the tools and frameworks together.

So with that, let's jump in to some interesting aspects of the Piaggio case.

First of all, the case kind of sets itself up around a specific decision.

And the decision is, should Piaggio build this green engine plant.

So as an aside, is this an important decision, or

is it not that important a decision?

What makes a decision a strategic decision?

What makes a decision strategically important?

I think that's an interesting thing for

you to consider, as you think about the case.

So you know, strategic decisions are often decisions that have wide implications for

what the firm is going to be able to do in the future.

They often involve a big commitment.

So the stakes are high.

There's a lot of money involved potentially.

Strategic decisions can tend to involve

how you might distinguish yourself from the competition.

So again in the context of this case, is this an important decision for Piaggio?

It might be, right?

So when we think about that specific decision that is

highlighted in the case, one of the challenges here is, how to

connect that to the kind of analytical tools you can bring to bear on the case.

Because again,you've got opportunity to use your tools here, or

frameworks to learn something about Piaggio and

Piaggio's situation and it's position in the industry.

So for instance, you could use a five forces analysis,

that would tell you something about the dynamics of the industry, and

the makeup of the competitive environment.

Is this a tough industry to be in or not so tough?

And why or why not?

That might be a useful tool to use.

You might conduct an environmental analysis that will tell you something

about trends in the industry and how things are likely to change in the future.

But I think the challenge here is to figure out how to put those things

together, how can you connect the decision,

there's a specific decision in this case to the kinds of analytical tools in

analysis you might do with those tools, right.

So I had one student observe once after reading and discussing and

thinking about this case, the student said,

you know when I first read the case I thought that what the case was really

about was should they build this green engine plant, but this student told me,

after I really carefully considered the case and had conducted a lot of analysis,

I came to the conclusion that whether we had to build the green engine plant or

not, if we're Piaggio, may not be the key question in the case, and

I think that idea sort of evokes something that we often see in consulting.

Consultants often talk about how, in a given situation or case,

there's a presenting problem and then there's a real, or a fundamental problem.

And I think we might see that a little bit in this Piaggio case.

There's a presenting problem, the question you're given in the case explicitly is

should Piaggio build this green engine plant.

But as you do some analysis, it might lead you to think that well,

there's maybe more of a fundamental or a real issue that needs to be considered.

And I think you might decide that a key issue in this case involves Piaggio's

competitive position.

What position do they occupy and

how does that compare to their competitors positions?

And that might be sort of a key area of focus.

So you know as you start to do your analysis, a fundamental you might

as yourself is if you're Piaggio, what competitive position do you want?

And there's some tools that you can use to help you figure that out, right?

You could think about generic, competitive positions in a market segment.

What position does Piaggio occupy?

It may be useful to think about Piaggio's competitors

that might arise out of a competitor analysis.

Piaggo's competitors, I think, occupy some pretty clear strategic positions.

Apria, the other European competitor, they compete directly with,

sort of occupies a kind of differentiation position.

They offer lots of models.

They have a quick turnaround.

They compete based on style.

On the other hand, Yamaha, or the other Japanese manufacturers,

might occupy more of a cost leadership position,

where it's about mass production, they're highly vertically integrated.

So, as you think about all of those things,

one of the things you're trying to figure out is,

well, what's the best competitive position to be in if you're in this industry?

And so, again, thinking about these generic positions might help.

Might be helpful to do a strategy map.

And think about all of these competitors and

what are the dimensions you wanna analyze.

I don't think there are right or wrong dimensions to analyze but

as you experiment around and try some things and

put some strategy maps together, I hope that you sort of

arrive at some insights about what Piazzio's position is in the market.

And as you do some of those things,

you may come to the conclusion that Piaggio was in a challenging position.

One might even say they're sort of stuck in the middle, they're getting squeezed on

both sides, on one side by a competitor that's a high differentiator,

on another side by a competitor that's highly vertically integrated and

has a better cost structure.

And Piaggio is trying to do in some ways for those things.

Now that can be a challenging place to be.

But in theory, ideally your analysis should give you enough information for

you to begin to formulate some recommendations for Piaggio which they do.

Why? What analysis have you done to back up

recommendations might be.

So these are some of the interesting things that I hope you can consider,

as you think about and discuss and ponder this case about Piaggio.

It's a fun case to consider and

it illustrates the usefulness of considering the power

of understanding competitive positions in an industry or market segment.

I look forward to hearing your responses.

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