Leadership in Business

Task:
This case study highlights the challenges incumbent car manufacturers face in making the strategic decisions on how to deal with sharing economy, while installing a disruptive topic within the organization. Audi’s challenge is to differentiate its mobility services from those of its direct competitors (specifically Daimler and BMW), as well as from native sharing economy companies (such as Uber and Zipcar). Instructions Read the Audi AG Case Study and answer the questions below using this week’s required readings as a resource. Support your answers and cite any reference used for this assignment: How Audi AG is driving towards the sharing economyPreview the document Mocker, M., & Fonstad, N. O. (2017). How Audi AG is driving toward the sharing economy. MIS Quarterly Executive, 16(4), 279–293. Retrieved from https://aisel-aisnet-org.ccl.idm.oclc.org/cgi/viewcontent.cgi?article=1364&context=misqe Key Questions Create a table like the one below for this assignment. Identify seven fundamental principles from the prescribed weekly readings and list them one per box in the first column. Synthesize the knowledge you gained and apply it to the Audi case by entering the information under the column headers for each principle identified. Fundamental Principle Reading Reference Reflection of Principle in Audi case Key Takeaways (personal reflection) 1. 2. 3. Your paper should be between 4 and 5 pages in length not including a cover sheet and reference page. Use appropriate scholarly citations and references as well as proper APA format. I added the screenshot of the table I couldn't copy it in here.
AUDI AG has historically focused on producing and selling premium vehicles but has begun to experiment with providing mobility services, built around car sharing. Its response to the so-called sharing economy addressed strategic and transformational challenges. Strategically, the company pursued additional sources of revenue from targeted, premium mobility services, rather than the less segmented services provided by competitors such as BMW and Zipcar. AUDI AG also transformed its organizational structure, processes and architecture to balance autonomy for innovation and integration for competitiveness.
Although it is too early to tell whether AUDI’s approach will ultimately be competitive, this article provides insights into how an incumbent firm is responding both to the disruptive opportunities provided by the sharing economy and to the challenges it poses. 



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