《《精编》思想与战略(英文)》由会员分享，可在线阅读，更多相关《《精编》思想与战略(英文)（21页珍藏版）》请在金锄头文库上搜索。
1、IdeasandStrategy PRESENTATIONTO BUSINESSPLANCOMPETITIONPARTICIPANTS Today DevelopinganideaAssessingyourideaDescribingyourstrategyAcoupleofwrinkles Developinganidea Whybrainstormingusuallyfails3frameworksProducttrees4killerquestionsThe5Csmodel Unexpectedusers Heavyusers Potentialusersblockedbyoneobst
2、acle Potentialuserswhodifferinonewayfromcurrentusers Creativebundlingtoeliminatecomplements Radicaldistortionsofkeyvalueequationcomponents Newusesforexistingproducts Newusersforexistingproducts Newwaystomeetexistingneeds Stimulatingnewneeds radicallymodifyexistingproducts generateradicalincreasesine
3、xistingproductsales developnewproducts Searchforkillerproductideasbyexploringopportunitiesto Productideatree Whatwouldittaketomakemyproductathalfthecost Radicaldistortionofkeyvalueequationcomponents CanIreducebyhalfordoublemydistributioncost CouldIoffermyproductat5timesthecostifithadgreaterfeature f
4、unction CouldIdoublemyproductdepthorcutbreadthinhalf Whatinput ifreducedbyhalfthecost wouldallowmetocutmyprice20 Question Existingexample SouthwestAirlinesPCclones PersonalshopperMailorder Premiumicecream PetSmartBabySuperstore ZincinbatteriesLow ratecreditcardsforhighcreditrating Potentialidea 6pac
5、ksofsingle use lightweight disposableumbrellas Discountrealtors Abankwithhomecashdelivery Homedecoratorsuperstore Industrialpawnshopforsmallbusinesslending Productideatree 1 Whatisthebiggesthassleaboutthisproduct Forwhatsubgroupofusers Forwhatsubgroupofusages Etc 2 WhatdotheBatmanmovie rollerblades
6、andBenandJerry shaveincommon 3 HowwouldIdothingsdifferentlyifIhadperfectinformation 4 Wherearethesearch orderentry andtrackingcostsalargepercentageoftotalcosts 4killerquestions Rawmaterialsuppliers Volume Costs Concentratesurplusfromsuppliers 2 Costs Competeforsurplus 1 Client OEM Costs Concentrates
7、urplusfromchannels 2 Retailer Capturesurplusfromcustomers 3 Price Cooperatetocapturesurplus 5 Createnewdemand 4 The5Csmodel Today DevelopinganideaAssessingyourideaHowpowerful Howlarge DescribingyourstrategyAcoupleofwrinkles Uniqueperformance Performanceenhancement ComparedtoTheGap ComparedtoIBMandCo
8、mpaq Percentbelowcompetitors 50 50 20 20 HomeDepot Amazon Staples OfficeDepot OldNavy CompUSA Dell Gateway Commodore AmericaWest PeopleExpress E Plus Orange Mobilcom Retailers PCmanufacturers Airlines Telecom IomegaZipDrive Other Averagepricediscountsof30 45 20 50 20 80 40 50 30 40 50 50 70 60 70 30
9、 50 20 30 15 Price basedvaluepropositionsmustofferextremediscounttomarket PrimaryeffectsSecondaryeffects Estimatingmarketsize Today DevelopinganideaAssessingyourideaDescribingyourstrategyAcoupleofwrinkles Astrongbusinessconcept Wheretocompete Howtocompete drivingareinforcingbusinesssystem Describing
10、yourstrategy ProductrangeTargetcustomersChannelsGeography Wheretocompete Thecompellingreasonwhythetargetcustomershouldbuyyourproductinsteadofalternatives Valueproposition Whycompetitorscannotcopyyouonceitisobviousyouaresucceeding Sustainablecompetitiveadvantage Howtocompete Reinforcingbusinesssystem
11、 Providethevalue Designproduct process Procure manu facture Distribute Service Price Salesmessage Adver tising Promotion PR Communicatethevalue Today DevelopinganideaAssessingyourideaDescribingyourstrategyAcoupleofwrinkles RealvalueAbsoluteresourcescarcityTruenetworkexternalitiesFalsevalue Controlli
12、ngthespace Howvaluableisthefirstmoveradvantage Levelsofrolloutaggressiveness High Bigbet Low bootstrapper Replicator Scaler Local National Naturalbusinessscale Establishpresenceinmanylocalmarketssimultaneously Targetrelativelylargepercentageofnationalmarketfromtheoutset Establishpresenceinlocalmarke
13、torregion thenmoveontothenext Initiallytargetsmallpercentageofnationalmarket thenattempttoincreasescale Serialreplicator Sneakyscaler Bigbang Blitzkreig 4primarymodelsexistforrollout Risk Velocityofgrowth inagivenyear FunctionofManagementcapacityCapitalavailableAbilityofcompanytoreplicateskillsPhysi
14、calavailabilityofscarceresourcesQualityofmanagementdecisionmaking FunctionofExtentof crowding howcloseareyourcompetitors Scaleadvantages whenyoudorunintocompetition howmuchscale marketcaptureisnecessarytowin Capturingscaleresources aretherealimitednumberofkeyscarceresources e g scientists storelocat
15、ions thatyoumustcapture Determinelevelofrolloutaggressivenessthroughcarefulbalanceofstrategicandoperatingrisk Operatingrisk Strategicrisk Risk VelocityNumberofstoresaddedinthatyear Withlowstrategicrisk companycanaffordtoopenoptimalnumberofstoresfromoperatingriskstandpoint Strategicriskscenarios Butasstrategicriskincreases companieswillbeforcedtoincreaseexpansiontoastrainingpointina bigbet Thecombinationofthesetwoprovidesdirectionontheaggressivenessofrollout
