Week 5 – it is the first week in which the rollover counts. 11:59am Thursday 22 August was the moment in truth where your standpoint within the marketplace determines whether you:
- Had a strategy at all
- Had a strategy but failed or
- Had a strategy that will allow you to further compete competitively within the mikes bikes world.
As I sit down to write this reflection, hurriedly rushed due to a week full of assignments and deadlines, I contemplate whether the decision to read the readings after our group had got together and decided our strategy (admittedly I realise the need for readings before class, however this week it was nearly impossible for me to have achieved that). One reading in particular stood out for me this week both in terms of its relevance to the mikes bikes simulation and the case in which it helps portray its point. The Blue Ocean Strategy by Kim & Mauborgne (2004) talked about the advantages that Circ de Solei created and used in order to catch a different segment of the market. I felt that this for me bought up several questions that I feel myself and the team left out when discussing the strategy before the rollover. The theory around the known market space and the unknown market space, makes me start to question the strategy we put in place for the first rollover. While the effects of the market after the first rollover put us in prime position to increase, the idea of striving to reach the blue ocean sounds even more appealing. The way in which we are striving to beat the competition and always be ahead of them, from the readings perspective skews what we are actually trying to achieve which is capitalisation (and lots of it). The dilemma in terms of applying this reading to the application of the mikes is the the possibility to apply the ¿new market scenario¿ to the 5 segments within mikes bikes. This links to the the other readings where strategy and business models are key to the success of the mikes bikes business as a whole. I feel that that although our group as a whole discussed an planned for a strategy, was it in the end just a business model that was always going to be flawed (Kim, & Mauborgne, 2002; Magretta, 2002). As I ponder this I start to reflect on what was said in the first couple of weeks clasess and also the previous readings and I start to think that, although this first rollover was not desired for our group, it is the need to look at the long term and not the next roll over but the one after in order to secure our position within the market of mikes bikes. I understand that a business model is different to the strategy, and my mission for the week ahead is to ensure that we as a team and a successful business (Magretta, 2002)
Kim, W. C. & Mauborgne, R. (2002). Charting your company¿s future. Harvard Business Review, 80(6), 76--83
Kim, W. C. & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 75--84
Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86--92