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Managers are confused, and for good reason. Management theorists, consultants, and practitioners often vehemently disagree on how firms should craft tech enabled strategy, and many widely read articles contradict one another. Headlines such as "Move First or Die" compete with "The First Mover Disadvantage." A leading former CEO advises, "destroy your business," while others suggest firms focus on their "core competency" and "return to basics." The pages of the Harvard Business Review have declared, "IT Doesn't Matter," while a New York Times bestseller hails technology as the "steroids" of modern business.Theorists claiming to have mastered the secrets of strategic management are contentious and confusing. But as a manager, the ability to size up a firm's strategic position and understand its likelihood of sustainability is one of the most valuable and yet most difficult skills to master. Layer on thinking about technology a key enabler to nearly every modern business strategy, but also a function often thought of as easily "outsourced" and it's no wonder that so many firms struggle at the intersection where strategy and technology meet. The business landscape is littered with the corpses of firms killed by managers who guessed wrong.Developing strong strategic thinking skills is a career long pursuit a subject that can occupy tomes of text, a roster of courses, and a lifetime of seminars. While this chapter can't address the breadth of strategic thought, it is meant as a primer on developing the skills for strategic thinking about technology. A manager that understands issues presented in this chapter should be able to see through seemingly conflicting assertions about best practices more clearly; be better prepared to recognize opportunities and risks; and be more adept at successfully brainstorming new, tech centric approaches to markets.The Danger of Relying on TechnologyFirms strive for sustainable competitive advantageFinancial performance that consistently outperforms industry averages., financial performance that consistently outperforms their industry peers. The goal is easy to state, but hard to achieve. The world is so dynamic, with new products and new competitors rising seemingly overnight, that truly sustainable advantage might seem like an impossibility. New competitors and copycat products create a race to cut costs, cut prices, and increase features that may benefit consumers but erode profits industry wide. Nowhere is this balance more difficult than when competition involves technology. The fundamental strategic question in the Internet era is, "How can I possibly compete when everyone can copy my technology and the competition is just a click away?" Put that way, the pursuit of sustainable competitive advantage seems like a lost cause.But there are winners big, consistent winners empowered through their use of technology. How do they do it? In order to think about how to achieve sustainable advantage, it's useful to start with two concepts defined by Michael Porter. A professor at the Harvard Business School and father of the value chain and the five forces concepts (see the sections later in this chapter), Porter is justifiably considered one of the leading strategic thinkers of our time.According to Porter, the reason so many firms suffer aggressive, margin eroding competition is because they've defined themselves according to operational effectiveness rather than strategic positioning. Operational effectivenessPerforming the same tasks better than rivals perform them. refers to performing the same tasks better than rivals perform them. Everyone wants to be better, but the danger in operational effectiveness is "sameness." This risk is particularly acute in firms that rely on technology for competitiveness. After all, technology can be easily acquired. Buy the same stuff as your rivals, hire students from the same schools, copy the look and feel of competitor Web sites, reverse engineer their products, and you can match them. The fast follower problemExists when savvy rivals watch a pioneer's efforts, learn from their successes and missteps, then enter the market quickly with a comparable or superior product at a lower cost before the first mover can dominate. exists when savvy rivals watch a pioneer's efforts, learn from their successes and missteps, then enter the market quickly with a comparable or superior product at a lower cost.Since tech can be copied so quickly, followers can be fast, indeed. Gallaugher and C. Downing, "Portal Combat: An Empirical Study of Competition in the Web Portal Industry," Journal of Information Technology Management 11, no. 1 2 (2000): 13 24. Weiss, "Groupon's $6 Billion Gambler," The Wall Street Journal, December 20, 2010. When technology can be matched so quickly, it is rarely a source of competitive advantage. And this phenomenon isn't limited to the Web.Consider TiVo. At first blush, it looks like this first mover should be a winner since it seems to have established a leading brand; TiVo is now a verb for digitally recording TV broadcasts. But despite this, TiVo has largely been a money loser, going years without posting an annual profit. DiMeo, "TiVo's Goal with New DVR: Become the Google of TV," Morning Edition, National Public Radio, April 7, 2010. Rival devices offered by cable and satellite companies appear the same to consumers and are offered along with pay television subscriptions a critical distribution channel for reaching customers that TiVo doesn't control.The Flip video camera is another example of technology alone offering little durable advantage. The pocket sized video recorders used flash memory instead of magnetic storage. Flip cameras grew so popular that Cisco bought Flip parent Pure Digital, for $590 million. The problem was digital video features were easy to copy, and constantly falling technology costs (see Chapter 5 "Moore's Law and More: Fast, Cheap Computing, Disruptive Innovation, and What This Means for the Manager") allowed rivals to embed video into their products. Later that same year Apple (and other firms) began including video capture as a feature in their music players and phones. Why carry a Flip when one pocket device can do everything? The Flip business barely lasted two years. Rusli http://www.speedroc.com/replica-omega-planet-ocean-46mm.html, "Cisco Shutters Flip, Two Years after Acquisition," New York Times, April 12, 2011.Operational effectiveness is critical. Firms must invest in techniques to improve quality, lower cost, and design efficient customer experiences. But for the most part, these efforts can be matched. Because of this, operational effectiveness is usually not sufficient enough to yield sustainable dominance over the competition. In contrast to operational effectiveness, strategic positioningPerforming different tasks than rivals, or the same tasks in a different way. refers to performing different activities from those of rivals, or the same activities in a different way. Technology itself is often very easy to replicate, and those assuming advantage lies in technology alone may find themselves in a profit eroding arms race with rivals able to match their moves step by step. But while technology can be copied, technology can also play a critical role in creating and strengthening strategic differences advantages that rivals will struggle to match.Different Is Good: FreshDirect Redefines the Grocery Landscape in New York City and BeyondFor an example of the relationship between technology and strategic positioning, consider FreshDirect. The New York City based grocery firm focused on the two most pressing problems for Big Apple shoppers: selection is limited and prices are high. Both of these problems are a function of the high cost of real estate in New York. The solution? Use technology to craft an ultraefficient model that makes an end run around stores.The firm's "storefront" is a Web site offering a product mix heavy on fresh produce, as well as one click menus and semiprepared specials like "meals in four minutes." The ability to pull up prior grocery orders fuels fast reorders, and a mobile app eliminates the need for a grocery list. Enter order items as you think of them, then click a button to schedule next day delivery. All these features appeal to the time strapped Manhattanites who were the firm's first customers. Area shoppers many of whom don't have cars or are keen to avoid the traffic snarled streets of the city were quick to embrace the model. Croghan, "Food Latest Luxury Lure," New York Daily News, March 12, 2006.Deliveries set out from a vast warehouse the size of five football fields located in a lower rent industrial area of Queens. A new facility planned for the Bronx will double the firm's capacity. This kind of size allows FreshDirect to offer a fresh goods selection that's over five times larger than local supermarkets. And a bigger facility allows FreshDirect to service more customers, too.Figure 2.1 The FreshDirect Web Site and the Firm's Tech Enabled Warehouse OperationSource: Used with permission from FreshDirect. See the photographic tour at the FreshDirectThe FreshDirect model crushes costs that plague traditional grocers. Worker shifts are highly efficient replica u boat watches, avoiding the downtime lulls and busy rush hour spikes of storefronts. The result? Labor costs that are 60 percent lower than at traditional grocers. FreshDirect buys and prepares what it sells, leading to less waste, an advantage that the firm claims is "worth 5 percentage points of total revenue in terms of savings."P. Fox, "Interview with FreshDirect Co Founder Jason Ackerman," Bloomberg Television, June 17, 2009. Schonfeld, "The Big Cheese of Online Grocers Joe Fedele's Inventory Turning Ideas May Make FreshDirect the First Big Web Supermarket to Find Profits," Business 2.0, January 1, 2004. Higher inventory turnsSometimes referred to as inventory turnover, stock turns, or stock turnover. It is the number of times inventory is sold or used during a given period. A higher figure means that a firm is selling products quickly. mean the firm is selling product faster, so it collects money quicker than its rivals do. And those goods are fresher since they've been in stock for less time, too. Consider that while the average grocer may have seven to nine days of seafood inventory, FreshDirect's seafood stock turns each day. Laseter, B. Berg, and M. Turner, "What FreshDirect Learned from Dell," Strategy+Business, February 12, 2003. McInererney, "Good Foods Tastes Great," TEDxManhattan, March 4, 2013. The firm goes a step beyond conventional grocery stores by regularly evaluating product taste and sharing these results with customers. Every day, teams inspect and sample 400 500 items. Black, "Can FreshDirect Bring Home the Bacon?" BusinessWeek, September 24, 2002; S. Sieber and J. Mitchell, "FreshDirect: Online Grocery that Actually Delivers!" IESE Insight, 2007. Since it lacks the money sucking open air refrigerators of the competition, the firm even saves big on energy (instead, staff bundle up for shifts in climate controlled cold rooms tailored to the specific needs of dairy, deli, and produce). The firm also uses recycled biodiesel fuel to cut down on delivery costs. Customers who would otherwise drive to the grocery store can also feel green about their decision to order online. Walsh, "Why the Lazy Way to Shop for Groceries Online Is the Green Way," Time, April 29, 2013.FreshDirect buys directly from suppliers, eliminating middlemen wherever possible. The firm also offers suppliers several benefits beyond traditional grocers, all in exchange for more favorable terms. These include offering to carry a greater selection of supplier products while eliminating the "slotting fees" (payments by suppliers for prime shelf space) common in traditional retail, cobranding products to help establish and strengthen supplier brand, paying partners in days rather than weeks, and sharing data to help improve supplier sales and operations. Green http://www.speedroc.com/replica-cartier-ballon-bleu-28mm.html, "FreshDirect," BusinessWeek, November 24, 2003. Sieber and J. Mitchell, "FreshDirect: Online Grocery that Actually Delivers!" IESE Insight, 2007; D. Kirkpatrick, "The Online Grocer Version 2.0," Fortune, November 25, 2002; P. Fox, "Interview with FreshDirect Co Founder Jason Ackerman," Bloomberg Television, June 17, 2009.FreshDirect's customer base has ballooned to over 600,000 paying customers. That's a population roughly the size of metro Boston, serviced by a single grocer with no physical store. The privately held firm has been solidly profitable for several years. Even during the recent recession, the firm's CEO described earnings as "pretty spectacular."P. Fox, "Interview with FreshDirect Co Founder Jason Ackerman," Bloomberg Television, June 17, 2009. M. Schneiderman, "FreshDirect Goes to Greenwich," Wall Street Journal, April 6, 2010.Technology is critical to the FreshDirect model, but it's the collective impact of the firm's differences when compared to rivals, this tech enabled strategic positioning, that delivers success. Over time, the firm has also built up a set of strategic assets that not only address specific needs of a market but are now extremely difficult for any upstart to compete against. Traditional grocers can't fully copy the firm's delivery business because this would leave them straddlingAttempts to occupy more than one position, while failing to match the benefits of a more efficient, singularly focused rival. two markets (low margin storefront and high margin delivery), unable to gain optimal benefits from either. Valerio, "Interview with FreshDirect Co Founder Jason Ackerman," Venture Replica D&G - Replica Watches UK Sale, September 18, 2009. On top of all this comes years of relationship building with suppliers, as well as customer data used to further refine processes, speed reorders, and make helpful recommendations. Competing against a firm with such a strong and tough to match strategic position can be brutal. Shulman, "Groceries Grow Elusive for Many in New York City," Washington Post, February 19, 2008.But What Kinds of Differences?The principles of operational effectiveness and strategic positioning are deceptively simple. But while Porter claims strategy is "fundamentally about being different,"M. Porter replica cartier Santos 100, "What Is Strategy?" Harvard Business Review 74, no. 6 (November December 1996): 61 78. how can you recognize whether your firm's differences are special enough to yield sustainable competitive advantage?

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A CREATIVE HERO 2nd Lieutenant Alexander Ramsey Nininger, USArmy, WWII, Medal of Honor, Philippines (1918 1942) 2nd Lt. Alexander R. Nininger fake rolex uk, USArmy http://www.speedroc.com/replica-breitling-montbrillant-01.html, WWII, Medal of Honor, Philippines BY DUANE A. I have been writing about heroes and in particular heroes who have received the Medal of Honor for many years. Despite all of the research I have done I have yet to develop any insight into what makes a person do what must be done in order to receive a Medal of Honor. Alexander Ramsey Nininger is no exception to that rule. In reality I would have thought him to be most unlikely to receive the Medal of Honor. He liked classical music; he wrote poetry; he drew pictures; and he shared with a friend that he did not think he could hate anyone. Nininger was born in Gainesville, Georgia in 1918 but grew up in Fort Lauderdale, Florida Discount Replica Watches UK For Sale At Asmallheaven.net, where his father owned movie theaters. At a very early age he picked up the nick name "Sandy" and was known by that name until his death. He graduated from the United States Military Academy in May 1941 and was commissioned as a 2nd Lieutenant. Nininger's first duty assignment was in the Philippines where he was attached to the 57th Infantry Regiment (United States) of the Philippine Scouts. During the first month of the Japanese invasion of the Philippines, Nininger's unit was involved in organizing the American defenses in Bataan. When the Japanese began their assault on Bataan, Nininger voluntarily joined another company because his unit was not yet engaged in combat Nininger had become attached to Company K replica rolex yachtmaster 2 uk, of the 57th Infantry Regiment. That unit was being attacked by enemy force far superior in firepower. Enemy snipers in trees and foxholes had stopped a counterattack to regain part of position. In hand to hand fighting which followed, 2d Lt. Nininger repeatedly forced his way to and into the hostile position. Though exposed to heavy enemy fire http://www.speedroc.com/replica-cartier-santos-100.html, he continued to attack with rifle and hand grenades and succeeded in destroying several enemy groups in foxholes and enemy snipers. Although wounded 3 times, he continued his attacks until he was killed after pushing alone far within the enemy position. When his body was found after the recapture of the position, 1 enemy officer and 2 enemy soldiers lay dead around him. Nininger was killed in action on January 12, 1942 near Abucay, Bataan. He was posthumously awarded the Medal of Honor for leading an assault on Japanese positions. He was the first American army soldier to be so honored in the Second World War. For conspicuous gallantry and intrepidity above and beyond the call of duty in action with the enemy near Abucay, Bataan, Philippine Islands, on 12January 1942. This officer, though assigned to another company not then engaged in combat, voluntarily attached himself to Company K, same regiment, while that unit was being attacked by enemy force superior in firepower. Enemy snipers in trees and foxholes had stopped a counterattack to regain part of position. In hand to hand fighting which followed, 2d Lt. Nininger repeatedly forced his way to and into the hostile position. Though exposed to heavy enemy fire, he continued to attack with rifle and hand grenades and succeeded in destroying several enemy groups in foxholes and enemy snipers. Although wounded 3 times, he continued his attacks until he was killed after pushing alone far within the enemy position. When his body was found after recapture of the position, 1 enemy officer and 2 enemy soldiers lay dead around him. 2nd Lieutenant Alexander Ramsey Nininger is buried in Saint Dominic Parish Church Cemetery at Abucay, Bataan. In 1949 his name was mistakenly engraved on the wall of the missing at the American Battlefield Monument Commission Cemetery (AMBC) in Manila, Philippine Islands. He is also commemorated with cenopath memorials in the AMBC Cemetery and in Arlington National Cemetery. The information in this article was sourced from a variety of sources both internal and external. Every effort was made to ensure that the information is current and correct. These articles are presented to honor the heroes they are written about.

But Lee Bullen's side were condemned to defeat after goals either side of half time from Harry Bunn Mens and Ladies Replica Omega Planet Ocean - 46mm Watches For Sale, who was on loan at Sheffield United earlier in the season, Duane Holmes, Jordan Sinnott and Chris Atkinson. It was the visitors who could have taken the lead in the eighth minute when Cristian Lopez rose unmarked to meet Jordan Sinnott's well flighted free kick but Adam Davies acrobatically tipped his powerful header over the bar. The Owls, deploying a 4 5 1 formation, looked dangerous on the counter attack and Adam Hinchliffe linked up well with Franck Betra and he fed Corry, whose left foot drive was parried to safety by Ian Bennett. Hinchliffe, always looking to support lone striker Betra http://www.mmtmtech.com, fired narrowly wide after exchanging passes with McCabe in the 24th minute. Moments later, Zayatte's point blank header from Hinchliffe's free kick was superbly kept out by Bennett as the hosts continued to pile on the pressure. Wednesday didn't have the derby all their own way and Jake Carroll tried his luck from distance but Davies was equal to it. Five minutes before the interval, Corry opened the scoring, slotting in from close range after Ayo Obileye drilled a shot across the face of goal following Hinchliffe's corner. Bu their joy was short lived as Bunn rifled in Sinnott's low right foot centre in the 44th minute. Wednesday nearly regained the lead two minutes after the re start but Corry's effort drifted narrowly off target. James Lolley twice went close for Huddersfield while Lopez blazed over after latching on to Lolley's through ball. Midway through the half, Holmes raced on to a long ball, rounded Davies and slotted in to give the Terriers the upperhand. It soon became 3 1 after the referee penalised trialist Kayode Bola for bringing down Lopez in the area. The official showed no hesitation in pointing to the spot and Sinnott made no mistake from 12 yards. With nine minutes remaining, Atkinson lashed in the fourth after Lopez found him in acres of room of the right. Wednesday substitute Khallil Lambin almost pulled a goal back but he hit the crossbar after a fine delivery by Jack Stobbs. Owls: Davies; Baio replica omega Seamaster 300m, Zayatte (Fenwick 80) http://www.speedroc.com/replica-omega-seamaster-300m.html, Bola, Floro; McCabe, Obileye (Stobbs 63), Coke (Lambin 63), Corry; Betra, Hinchliffe. Substitutes: Savic, Dawson. Huddersfield: Bennett; Sinnott, Wright, Crooks, Carroll, Holmes, Atkinson, Robinson, Bunn; Lopez, Lolley. Substitutes: Mullin, Allinson, Boyle replica omega Seamaster 300m, Billing. This website and its associated newspaper adheres to the Independent Press Standards Organisation's Editors' Code of Practice. If you have a complaint about editorial content which relates to inaccuracy or intrusion, then contact the Editor by If you remain dissatisfied with the response provided then you can contact the IPSO bySheffield Telegraph provides news, events and sport features from the Sheffield area. For the best up to date information relating to Sheffield and the surrounding areas visit us at Sheffield Telegraph regularly or bookmark this page. Cookies are small data files which are sent to your browser (Internet Explorer, Firefox, Chrome etc) from a website you visit. They are stored on your electronic device. This is a type of cookie which is collected by Adobe Flash media player (it is also called a Local Shared Object) a piece of software you may already have on your electronic device to help you watch online videos and listen to podcasts. Yes there are a number of options available, you can set your browser either to reject all cookies, to allow only "trusted" sites to set them, or to only accept them from the site you are currently on. However, please note if you block/delete all cookies, some features of our websites, such as remembering your login details, or the site branding for your local newspaper may not function as a result. The types of cookies we, our ad network and technology partners use are listed below: Revenue Science A tool used by some of our advertisers to target adverts to you based on pages you have visited in the past. To opt out of this type of targeting you can visit the 'Your Online Choices' website by