prep(recitation) - amoon.world🌙

1. summarize errors to avoid from [[📚Exam-Synthesis]] 2. distribution supply (capacity + inventory) + demand predictable variability, todo1: summarize the inventory process (three + and three -) from [[📐EOQ-Classic(🟧Inventory, 💪Efficiency-Resilience)]] # 🔺 The Six Questions Framework - Master Summary ## All Cases Analysis | Case | 🟢 Capabilities | 🟣 Customer | 🟠 Goals | 🔴 Offering | 🔄 Coordinate | 🎯 Compel | | ----------------- | --------------------------------------------------------------------------- | ----------------------------------------------------------------------------- | ------------------------------------------------------------------------ | -------------------------------------------------------------------- | --------------------------------------------------------- | -------------------------------------------------------- | | **🍔 McDonald's** | • Standardized equipment • Make-to-stock process • Specialized layout | • Price-conscious families • Speed seekers • Want predictability | • Maximize throughput • Minimize cost • Ensure consistency | • Limited menu • Fast service • Low prices | Standardization enables cost leadership | Speed and price attract value customers | | **✈️ JetBlue** | • Point-to-point network • High aircraft utilization • Lean staffing | • Value seekers • Business + leisure mix • Want better experience | • Maximize utilization • Minimize costs • Maintain service quality | • Affordable fares • Premium amenities • "Humanity" promise | Lean operations enable low fares but create vulnerability | Better service than competitors at similar prices | | **🚗 Uber** | • Platform technology • Matching algorithms • Data analytics | • Urban riders (convenience) • Drivers (flexibility) • Two-sided market | • Maximize matches • Minimize wait times • Grow network | • On-demand rides • Price transparency • Reliable availability | Technology enables scale without owning vehicles | Better availability + driver flexibility vs. taxis | | **🏥 PATA** | • Nurses, physicians • Exam rooms • Testing equipment | • Pre-surgery patients • Often elderly/anxious • Time-pressed | • Ensure safety • Minimize waits • Maximize throughput | • Medical clearance • One-stop testing • Comprehensive eval | Resource scheduling must match variable patient flow | One-stop convenience vs. multiple appointments | | 👗Zara | | | | | | | | **📰 Yedioth** | • Print infrastructure • 8,000 retailers • Weekly agent visits | • Small retailers • No IT systems • Weekly cycle | • Reduce 36% returns • Cut print costs • Free capacity | • Weekly magazines • Full refund policy • Agent support | Fixed infrastructure must support variable demand | Information flow enables pooling without physical change | | **📐 EOQ** | • Working capital • Warehouse space • Forecasting systems | • Expect availability • Variable demand • Cost-sensitive | • Minimize total cost • Maximize cash flow • Balance trade-offs | • Right product • Right time • Right quantity | Balance capital investment with service requirements | Consistent availability builds loyalty | ## Pattern Recognition ### Common Capabilities Themes - **Physical assets** (equipment, facilities, inventory) - **Human resources** (staff, expertise, agents) - **Information systems** (data, algorithms, forecasting) ### Common Customer Themes - **Value consciousness** (price, quality, convenience) - **Time sensitivity** (speed, availability, reliability) - **Risk aversion** (predictability, safety, trust) ### Common Goals Themes - **Efficiency** (cost, utilization, throughput) - **Effectiveness** (quality, service, safety) - **Growth** (scale, market share, capacity) ### Common Offering Themes - **Core product/service** (food, transport, healthcare) - **Delivery promise** (speed, reliability, convenience) - **Value proposition** (price, quality, experience) ### Coordination Patterns - **Enable:** How capabilities create competitive advantage - **Constrain:** How capabilities limit strategic options - **Transform:** How capabilities must evolve for goals ### Compel Patterns - **Differentiate:** What makes offering unique - **Attract:** Why customers choose this option - **Retain:** What creates switching costs ## 🎯 Key Insights from Comparison ### 1. **Capability-Goal Alignment (Coordinate)** - **Tight coupling** (McDonald's, EOQ): Capabilities directly enable goals - **Vulnerable coupling** (JetBlue): Efficiency creates fragility - **Innovative coupling** (Uber, Yedioth): New use of existing resources ### 2. **Offering-Customer Fit (Compel)** - **Clear value prop** (McDonald's, Uber): Simple promise, clear delivery - **Complex value prop** (JetBlue, PATA): Multiple attributes to balance - **Evolving value prop** (Yedioth): Must adapt to changing customer needs ### 3. **Trade-off Patterns** |Trade-off Type|Cases|Core Tension| |---|---|---| |**Speed vs. Flexibility**|McDonald's, Uber|Standardization limits customization| |**Efficiency vs. Resilience**|JetBlue, EOQ|High utilization reduces buffer| |**Focus vs. Scale**|PATA, Yedioth|Specialization limits market size| ### 4. **Information as Enabler** - **Real-time info** (Uber): Enables dynamic matching - **Predictive info** (EOQ): Enables inventory optimization - **Periodic info** (Yedioth): Enables pooling benefits - Shows how information flow can transform physical constraints