Strategic management and organisational change

Strategic management and organisational change Introduction IMAX operated at three different industries, and it had done successful in some part of its business, while there were also some weakness for its development. This assignment is going to assess the current situation of IMAX, including analysing the nature and source of its competitive advantage, its sustainable competitive advantage, and future development. The first section will seek to present the nature and source of IMAX s competitive advantage by using appropriate strategy, and the next section will introduce its sustainable competitive advantage. In the final section, some key issues of IMAX s future development will be discussed, and some recommendations will be given as well, which may help IMAX to grow its business in the near future. The Nature And Source Of IMAX s Competitive Advantages Selecting Appropriate Theoretical Frameworks To begin with, there are two primary issues to be discussed. First one is which level of strategy should be used in this case. Basically, a company has two levels of strategies, which are business level strategy and corporate level strategy. Business level strategy concerns how to create competitive advantage in each of the business in which a company competes, whilst corporate level strategy concerns what business the corporation should in and how the corporate office should manage the array of business units. The main difference between these two is that corporate level strategy is what makes the corporate whole add up to more than the sum of its business units (Porter, 1996). IMAX has three different business units, therefore, it could be easily considered that the case more concerns with corporate level strategy. The next issue to be considered is which strategy should be selected to analyse the case based on corporate level strategy. There are two strategies which can be selected, the RBV (resource-based view) and the Positioning School. The RBV is more emphasis on the resources and capabilities controlled by a company as sources of competitive advantage, while the Positioning School is more focus on externally orientated and market driven (Barney, 2008). This case mentions a little about IMAX s market driven, thus there is not enough evidence to use the positioning school strategy for analysing its competitive advantage. In contrast, the case introduce IMAX s hardware, software, financial power, technologies and other special sources, which are helpful for using the RBV to analyse IMAX s competitive advantage. The Nature And Source Of Competitive Advantages Competitive advantage emerges from distinctive resources or capabilities that firms control, that is, something that firms do particularly well in comparison with their competitors (Peteraf, 1993). IMAX has its technology resource, brand image and organizational resource better than other film companies, which can conclude its core competence, therefore it is easy to get IMAX s competitive advantages from its core competence. Technology Resource IMAX has the technological capability to do RD on both hardware and software rather than its competitors in the film industry, thereby its technological capability can be regarded as its core competence. IMAX was founded as the only company in the world that was involved in all aspects of large format films, and its unique technological capability can lead to its first-mover advantage. It used its technique know-how to produce projectors with special features, to design large format films, to develop lightweight 3D camera and 3D directional sound technology, etc, and all the unique technology differentiate IMAX from other conventional movie technologies. IMAX could make its audiences enjoy its special IMAX experience which can not be replicated through DVDs or in conventional theatres, because of the unprecedented shock of the visual and auditory. Its advanced technology held 46 patents and had 7 patents pending in the U.S., also its technological prowess was the 1997 Oscar Award which received for Scientific and Technical Achievement. As the first-mover advantage, IMAX achieved the most advanced level of film technology, which can be considered as the competitive advantage so that I MAX can attract more audiences to have different experiences from conventional movies, to keep its market presence. IMAX kept innovation on its technology in order to maintain its growth. IMAX spent almost five per cent of its sales revenue on RD in 2007, and about $12.6 million in RD was spent in the last three years. MPX technology was developed to allow IMAX and theatre-owners to convert existing multiplexes screens to IMAX format, and a patented digital re-mastering (DMR) technology was designed to convert traditional 35 mm films into the large-screen format and even develop 3D versions. Those two technologies could help IMAX to launch more IMAX films, to expand the core audience and to make the box office revenue. Besides this, IMAX had solved the teething problems with DMR technology and the costs of conversion of Hollywood movies into IMAX format had come down. As a result, they led IMAX to have cost advantage. Brand Image IMAX had the capability to use its band image, which could be considered as its core competence and add more economic value to its corporation, and as a result, it could lead to brand effect within the film industry. Since the first multi-screen theater system launched in 1967 and the first IMAX film premiered in 1970, as the first-mover advantage, IMAX had made a good reputation and also had its loyal audience base. Moreover, choosing prestigious venues to locate IMAX had created a unique brand image, which would result in its brand effect within the industry. Organisational Resource Lado and Wilson (1994) proposed a widely accepted definition of organisational capabilities: managerial, input-based, transformational, output-based. IMAX used its unique organisational resorces to achieve the operational process effectively. IMAX maintained long-term relationships with the vendors who supplied the components, produced movies and systems, and then distributed them to the theaters. IMAX also had its wholly-owned subsidiary, in which IMAX had 51 per cent ownership, and its subsidiary could help IMAX perform the post-production work. The talent organizational capability which was well used in the organization made its production, post-production, distribution link well and led to its operation efficiency. IMAX s Sustainable Competitive Advantage s Sources There is competition from Pixar/Disney which have the same target customers with IMAX, the only rival within the large format film segment, and the potential new independent firms to enter the industry with the increasingly development of new technology. On the other hand, many alternative sources of entertainment such as live plays, TV programs, the Internet, sport events attract viewers as well. Therefore, there is no doubt that IMAX has increasingly pressure come from the competitors within the industry. The resource-based view (RBV) of the firm holds that certain assets with certain characteristics will lead to sustainable competitive advantage (Black, 1994). The sources of IMAX s competitive advantages are going to analysed using the VRIO framework, sequentially to evaluate which one is sustainable. VRIO Analysis It is necessary to make the assumption that the firm resources may be heterogeneous and immobile in order to know the sources of sustainable competitive advantage, and a firm source must have four attributes to hold the potential of sustained competitive advantages, that the firm source must be valuable, rare, imperfectly imitable and substitutable (Barney, 1991). Appendix shows whether IMAX s competitive advantages sources are sustainable using the VRIO framework. The sources of competitive advantages of IMAX could add value. Economic value could be added to a corporation through either increasing its total revenue, or lowering its costs. Innovating through its high level of technology resource allowed the conversion costs down and saved the costs, and developing MPX technology and DMR technology would expand the core audience and increase the box office revenue, both of them added more economic value to IMAX.. Most sources of the competitive advantages of IMAX were rare in the film industry. IMAX mastered a high level of technology resources in the film industry, and it only had one rival within the large format film segment. Besides, IMAX hold its unqiue brand image and also operated at a unique business model by using its organisational resources, which was also rare in the film industry. The particular capabilities were not controlled by numerous competitors, therefore IMAX s competitive advantages were likely to be rare. â€Å"Competitive advantage is more likely to be created and sustained if the organisation has distinctive or unique capabilities that competitors cannot imitate.†( Johnson, 2005) Most resources of IMAX s competitive advantages are difficult for its competitors to imitate. The conversion technology such as MPX technology and DMR technology and its designed projectors are hard for competitors to copy, because IMAX invested a large amount of money and time and also hire the talent employee on RD, innovation, marketing, which would be considered as sunk costs within the film industry. Besides this, IMAX technology held 46 patents and had 7 patents pending in the U.S., therefore IMAX s high level of technological breakthroughs which were carefully patented could be considered the unique capability in the film industry. In addition, IMAX made a good reputation and had its loyal audience base through the years, therefore it had its own brand image, which could make barriers for entr ants to copy. The competitive advantages of IMAX were explored by organisation. IMAX had fully explored and used of its technology resources, organisational resources and unique brand image, then organised and took full advantages of its sources and capabilities. Given the VRIO framework analysis, it is not difficult to conclude that most sources of IMAX s competitive advantages are sustainable, as they are based on the core competences of IMAX. Recommendations For IMAX s Future Development As the competitors are increasingly strong and the movie technology and film industry are changing everyday, IMAX may face some unprecedented challenges in the future. Based on the RBV and VRIO analysis, IMAX should sustain its competitive advantages and also gain some new competitive advantages to respond in the future. Two Larger Issues To Be Discussed IMAX faced two critical issues, which were whether or not to exhibit too many Hollywood movies, and whether or not sold itself to a larger studio such as Sony, Disney or Time-Warner. The two problems will be addressed firstly, and then some certain recommendations will be provided. Traditional IMAX films were often educational and entertaining, and involved documentaries of natural and scientific wonders which were mostly located in museums, aquariums, zoos and other institutions, and IMAX had engaged in alliances with commercial movie theatre owners. However, IMAX could not escape the crisis that hit the theatre industry in the late 1990s, and it began to have financial problems. IMAX had long-term debt through the years, and both its net income and cash flows were negative in 2006 and 2007. In order to solve the financial problem and survive in the future, IMAX has to change its strategy to maintain its growth. At that time, acquisition by a larger studio such as Sony, Disney or Time-Warner is a good idea and developing trend for IMAX in the future. Two firms which both had trustworthy brand effect combined will be greater than their economic value as separate entities. Through acquisition, large studio can not only address IMAX s financial problem and help IMAX to pay off its debt, but also can get more economic returns and add more value through IMAX. Besides, IMAX can ensure its survival and make more business opportunities in the future. After acquisition, the studio can install more IMAX digital theatres systems, and invested more money on marketing, to attract more audiences to watch its IMAX films and increase its box office revenue. Furthermore, the studio can convert its own films into IMAX large format films with lower costs or create new films combined with both studio and IMAX s brand, hence it will expand their core audience, therefore it will create more economic value to both studio and IMAX. On the other hand, to solve the same problem facing to IMAX, exhibiting Hollywood movies is a good idea for IMAX to increase its box office revenue. IMAX can sustain its competitive advantages, use its strong RD team developing DMR technology that allows converting traditional 35 mm films into the large-screen format Hollywood films. It keeps innovation and worked out the teething problems, as a result the costs of conversion had come down, consequently more IMAX screens will be open to launch Hollywood films. The IMAX strategy of moving into Hollywood films will increase its box office revenue and expand the core audience. IMAX can continue making educational films for families, students and tourists, while Hollywood films can also be launched during the evening. This will not make IMAX lose its differentiation, in contrast, it will create more IMAX s brand effect, because most of which come from the entertainment experiences. Other Recommendations Compete Among Rivals Some studios such as Pixar/Disney produced the films for the same targeted group, and within the large format film segment, IMAX faced only rival Iwerks, which was merged with SimEx, a ride simulation and animation production company. One possible solution to compete this rival is that IMAX is acquired by a larger studio, therefore overcomes its financial problems and also has the equivalent strengths to compete with it. There was also another film, Pollavison, which was engaged in consulting services for large format film theatres. IMAX could develop its technology and hold its core innovation capability to keep its leadership. Technology Development â€Å"Edutainment† Market Internationalisation Although IMAX did have marketing staff at its office in Canada, the United States, Europe, Japan and China to market its theatre systems and IMAX movies were showed in 40 countries, almost 60 per cent of the theatres were in North America. The film industry is now increasingly becoming international, and Asia-Pacific market is becoming the largest part of the global market, therefore IMAX can expand its market internationally and attract more international audiences instead of American audiences. IMAX can install a large number of its theatre systems annually across different countries especially Asia-Pacific market, and also market and advertise its film to help maximise its theatre attendance and increase its box office revenue. Conclusion Based on the RBV, it is clear that IMAX has its high technology, unique organizational methods and human resource better than other film companies, which can be treated as its competitive advantages. Using the RVIO model, it is not difficult to conclude that most of its competitive advantages are sustainable. However, as the movie technology and film industry are developing everyday, IMAX may face some unprecedented challenges. Therefore, IMAX should develop its sustainable competitive advantages and also †¦Ã¢â‚¬ ¦ to address the problems in the future. References Peteraf, M.A. (1993) ‘The Cornerstone of the Competitive Advantage: A Resource-based View, Strategic Management Journal, 14: 179-91. Porter, M. (1996). From competitive advantage to corporate strategy. In M. Goold K. Luchs. Managing the multibusiness company: strategic issues for diversified groups, Lado, A. and Wilson, M. (1994) ‘Human Resource System and Sustained Competitive Advantage: Competency-based Perspective, Academy of Management Review, 19: 699-727. Black, J. A. Strategic resources: traits, configurations and paths to sustainable competitive advantage. Strategic Management Journal 15(1994):131. Barney, J. B. 1991. Firm resources and sustainable competitive advantage. Journal of Management 17 (1): 99.

History of Shakeys Essay

Shakey’s Pizza was founded in Sacramento, California, on April 30, 1954, by Sherwood â€Å"Shakey† Johnson and Ed Plummer. Johnson’s nickname resulted from nerve damage following a bout of malaria suffered during World War II. The parlor opened on the first weekend, but since the pizza ovens were not yet completed, only beer was served and Shakey took the profits from beer sales and bought ingredients for pizza the following Monday. Shakey personally played dixieland jazz piano to entertain patrons. Shakey’s initially became known outside Sacramento, not for its pizza, but for the jazz program it sponsored on a regional radio network. Shakey Johnson is honored in the American Banjo Museum in Oklahoma City, Oklahoma, for his longtime use of banjo music at his pizza parlors. Other live music, including piano, was also a staple in the old Shakey’s parlors. The original store (a remodeled grocery store) at 57th and J Streets in Sacramento remained in bu siness until the mid 1990s. Expansion The second Shakey’s Pizza Parlor opened in Portland, Oregon, in 1956. Shakey’s opened their third parlor in Albany, Oregon, in 1959, which was the first building Shakey’s actually owned and the first building to be built in the distinct building style for which Shakey’s is known. It now operates as a used bookstore. According to Johnson, Shakey’s Pizza engaged in little market research and made most of its decisions on where to locate stores by going where Kinney Shoes opened stores. By the time Johnson sold his interest in 1967, there were 272 Shakey’s Pizza Parlors in the United States. The first international store opened in Winnipeg, Manitoba, Canada, in 1968. By 1975, the company had expanded to the Pacific Rim, including Japan and the Philippines. There are now more branches in the Philippines (then under San Miguel Corporation) than in the United States. Sale to Colorado Milling Shakey Johnson sold his half of the company for $3 million to Colorado Milling and Elevator in 1967, which acquired Plummer’s half for $9 million the next year. Second sale Shakey’s was again sold, this time to Hunt International Resources in 1974. Two franchisees bought the chain in 1984 and they sold out to Inno-Pacific Holdings of Singapore in 1989. Most of the U. S. stores closed during the time Inno-Pacific owned the chain. Some of the remaining franchisees took Inno-Pacific to court in 2003. Before this could come to trial, Shakey’s was sold to Jacmar Companies of Alhambra, California, in 2004. Jacmar had been the franchisee of 19 Shakey’s restaurants. At the time Hunt International bought Shakey’s in 1974, the restaurant chain had approximately 500 stores throughout the United States, including a store as far east as Cockeysville, Maryland. As of 2008, there were 63 stores total, with 55 of them in California. As of June 4, 2011, there are 58 Shakey’s restaurants in the US. 51 are located in California, the remainder are located in Auburn, Alabama; Nogales, Arizona; Warner Robins, Georgia; Waipahu, Hawaii; American Fork, Utah; Renton, Washington; and Spokane, Washington. Shakey’s has begun to open new franchises in new and existing territories. The most recent Shakey’s opened was in American Fork, Utah, with a buffet available open to close. Shakey’s in Iowa, Illinois and Northwest Indiana also featured an all day buffet in the 80’s. Other locations typically offer a weekday lunchtime buffet only.

Queen Elizabeth The Virgin Queen - 922 Words

Lizzie Scott â€Å"I am already bound unto a husband which is the Kingdom of England.† -Elizabeth I (Add Intro) Queen Elizabeth was famously known as â€Å"The Virgin Queen† for never marrying. She refused to share her power. Queen Elizabeth was born in 1533 and she and her sister were claimed to be illegitimate by her father, Henry VIII since he was looking for a male heir to his throne. Her mother, Anne Boleyn, was executed by her husband Henry VIII for what historians believe was false charges of adultery and conspiracy when Elizabeth was just two. Elizabeth stayed at Hatfield House and learned many things including Latin and Greek. Her stepmother, Catherine Parr, saw Elizabeth’s potential and had her educated to the highest standards by learning the art of publicly speaking, and being able to address a large number of people. Her sister Mary or as many called her Bloody Mary died in 1558 and soon after Elizabeth was crowned Queen of England. Queen Elizabeth sets the score for female leaders represents the epitome of a strong female monarch. Queen Elizabeth demonstrated good leadership by being able to solve problems someone else created. In order to settle the differences in religion, Queen Elizabeth once said, â€Å"There is one Jesus Christ, the rest is a dispute of little importance† (qtd. In â€Å"Queen Elizabeth I Biography†). Queen Elizabeth knew about her sister â€Å"Bloody Mary† and how she got the name, so in order to bring back the peace to her land she called in Parliament inShow MoreRelatedQueen Elizabeth: Majestic Virgin Queen Essay2248 Words   |  9 Pageswhen I die, an inscription be engraved on a marble tomb, saying, â€Å"Here lieth Elizabeth, which reigned a virgin, and died a virgin.†Ã¢â‚¬  Unfortunately these words had become spasmodically through her reign as Queen. Queen Elizabeth was in a constant battle with Parliament for her to marry and leave an heir to the throne. 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The Fall Of The House Of Usher - 1635 Words

At first, the erratic, ambiguous, and disorientating narrative style of ‘The Fall of the House of Usher’ seems to lack consistent symbolism, and can be understood as a convention of the gothic genre. Macabre texts often employ unreliable narrators to convey readers down circuitous paths littered with false steps and red herrings, in order to postpone, and perhaps even prevent, arrival at singular interpretations of stories. In ‘The Fall of the House of Usher’, the narrator suddenly and ambiguously reveals facts about the house and its inhabitants, and couches his observations in ornate and turgid language. These features seem superfluous, but force readers to collude in the mysterious, entertaining and infinite game of engineered interpretation that the gothic genre revels in. Nevertheless, a second reading of the text reveals uncanny similarities between the narrator and Roderick– both men ultimately share a belief in â€Å"the sentience of all vege table things† (185), possess the power to distort the distinction between art and reality, and suffer from â€Å"a morbid acuteness of the senses† (181). This suggests that the malady plaguing the surviving branches of the Usher family has infected the narrator. Therefore, the perplexing, and oftentimes infuriating narrative style of ‘The Fall of the House of Usher’ reflects both authorial manipulation essential to create a suspenseful gothic tale, and also unconscious manipulation by the mentally disturbed narrator (itself a gothicShow MoreRelatedThe Fall Of The House Of Usher1243 Words   |  5 Pagesâ€Å"The Fall Of The House Of Usher:† The Mysterious Family In the story â€Å" The Fall of the House of Usher† by Edgar Allan Poe, has an American romanticism with its characters. Edgar Allan Poe is considered a Dark Romanticism because of the way he writes his poems and short stories centered around the concept of evil human nature, darkness, and death. Roderick and Madeline Usher were said to be related during the middle of the story; they were twins. It explained how they were sick, Roderick had a mentalRead MoreThe Fall of the House of Usher700 Words   |  3 Pages â€Å"The Fall of the House of Usher† is a classic horror story written by Edgar Allen Poe. Edgar wrote descriptively through the physical setting, the first person point of view, and the uniquely dynamic characters. These elements worked together to create suspense and kept the readers curious. The first fiction of element begins in the very first paragraph. The unknown narrator described the day as a â€Å"dull, dark, and soundless day in the autumn of the year†¦Ã¢â‚¬ . The setting while the narrator wasRead MoreThe Fall of the House of Usher1239 Words   |  5 PagesA young man ran away from a heap of ruins. He had witnessed the death of his best friend and his home but he ran away as it happened. At the moment, all was silent and not even a squeak could be heard. But if a house collapsed in the middle of a forest, and no one was around to hear it, did it make a sound? With such wonders, death, and darkness also come the work of Edgar Allan Poe. Edgar Allan Poe is known as a literature legend. He wrote many complicated horror and detective fiction stories, whichRead MoreThe Fall Of The House Of Usher856 Words   |  4 PagesThe Fall of the House of Usher and House Taken Over In Edgar Allan Poe’s â€Å"The Fall of the House of Usher† and Julio Cortazar’ â€Å"House Taken Over† the short stories represent the genre of Gothic Literature. Gothic Literature is a genre that combines fiction, horror, death, and romance. Some of these traits are seen in both of these stories through characters and settings. However, there are other traits that set them apart. To begin with, one of the major themes in both of these stories is fear. InRead MoreThe Fall Of The House Of Usher1285 Words   |  6 Pagesâ€Å"The Fall of the House of Usher† has been noted as one of Edgar Allan Poe’s most famous short stories. The story begins when the narrator arrives at the house of his friend, Roderick Usher. Roderick is ill and has been living his life deeply reclusive. His sister Madeline suffers from a sensory disorder and is considered to be dead. The narrator attempts to comfort Roderick and alleviate his melancholy by reading a story that appears to foreshadow later events. 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Poe’s story of obsession and the power of suggestion is beautifully written through the narrator’s tale. In â€Å"The Fall of the House of Usher†, the characters portray the self-manifesting development of one’sRead MoreThe Fall Of The House Of Usher1133 Words   |  5 Pagesthe story â€Å" The Fall of the House of Usher† by Edgar Allan Poe, has american romanticism with the characters. Edgar Allan Poe is considered a Dark Romanticism because of his poems and short stories centered around the ideas of evil human nature, darkness, and death. Roderick Usher and Madeline were that kind of person in this story; they were twins. There were sick; Roderick had mental disorder and physically and Madeline wa s physically sick. As the narrator enters the desolate house, he finds bothRead MoreThe Fall Of The House Of Usher2041 Words   |  9 Pagesfact that he makes a smooth transition from symbolism to allegory in his writings. Edgar Allan Poe uses a more gothic style of writing that gives his science fiction literature unique character. One of Poe’s more popular stories is â€Å"The Fall of the House of Usher† in which he uses deep symbolism and imagery to tell the story. Although both short stories portray critical use of allegory and symbolism, it is based upon opinion as to which story is the more superior. â€Å"Young Goodman Brown† is more superiorRead MoreThe Fall Of The House Of Usher888 Words   |  4 Pages Edgar Allen Poe’s short story The Fall of the House of Usher was very captivating. Once I began reading the story I couldn’t put the book down till I was done. I believe the protagonist in the story was Roderick Usher. I always assumed a protagonist to be heroic in some way. Roderick Usher’s character, however, was not heroic. Usher was not only a hypochondriac, but he was a mentally and physically sick man. I have no doubt that a lot of his mental and physical maladies sprouted from years