1. remark BCG
1.1. 1. Focus only on market leader 2. Knowledge market (shares) 3. Relation market share and profitability? 4. Are cash flow decisions. Sometimes strategic choices to maintain a dog. 5. Relation market share and sales can be different.
2. why need to know?
2.1. insight in your stra position
2.2. based on
2.2.1. competitive strength
2.2.1.1. int
2.2.2. market attractiveness
2.2.2.1. ext
3. BM innovation= challenging orthodoxies
3.1. def
3.1.1. design orginal model
3.1.1.1. meet
3.1.1.1.1. unsatisfied / new/ hidden cus needs
3.2. epicenter
3.2.1. resource driven
3.2.2. offer driven
3.2.3. cus driven
3.2.4. finance driven
3.2.5. multi epicenter
3.3. Team approach *
3.3.1. 1. team composition
3.3.2. 2. immersion
3.3.3. 3. expanding
3.3.4. 4. criteria selection
3.3.5. 5. prototyping
3.4. Tool to help
3.4.1. visual thinking
3.4.2. storytelling
3.4.3. prototyping
3.4.3.1. discovering
3.4.3.1.1. new
3.4.3.1.2. better
3.4.3.2. experiment
3.4.3.2.1. time consuming <-
3.4.3.2.2. crucial
3.5. cus perspective
3.5.1. org centric
3.5.1.1. <- ->
3.5.1.1.1. cus centric
3.5.2. -> value proposition
3.5.3. -> distribution channels
3.5.4. -> cus rela
3.5.5. -> revenue stream
4. strategic choice
4.1. operational
4.1.1. functional <--
4.1.1.1. divisional <--
4.1.1.1.1. corporate <--
4.2. (longterm orientation)
5. CONCLUSION
5.1. drawing conclusions out of situation ana
5.2. 6 steps
5.2.1. 1. List all S,W,O,T out of situation ana
5.2.1.1. Stra M. process
5.2.1.2. BMC
5.2.1.2.1. SWOT ana (on BM)
5.2.1.2.2. + business environment
5.2.2. 2. SWOT ana: select 5 most * each
5.2.2.1. step 1
5.2.2.1.1. leave out SW not relative
5.2.2.2. step 2
5.2.2.2.1. cluster
5.2.2.3. step 3
5.2.2.3.1. prioritize
5.2.3. 3. Make IFE, EFE and CPM
5.2.4. 4. Make a confrontation matrix
5.2.4.1. how do SW and OT interrelate with each other?
5.2.5. 5. Come up w the issues
5.2.5.1. what are the strategic issues
5.2.6. 6. Define the core problem
5.2.6.1. (try to understand which level you have problem)
6. generating Strategic options and choice (18) (12)
6.1. Level
6.1.1. corporate strategy
6.1.1.1. where
6.1.1.1.1. on which markets
6.1.1.2. how
6.1.1.2.1. choice how to add value as a firm
6.1.2. marketing strategy
6.1.2.1. where
6.1.2.1.1. which target groups
6.1.2.2. how
6.1.2.2.1. how we position ourselves
6.1.3. marketing instrument strategy (4Ps 7Ps)
6.1.3.1. how
6.1.3.1.1. how do we reach this position with instruments 4Ps
6.2. what is a strategy
6.2.1. (A) where are we now?
6.2.2. (B) what is our goal/ objective?
6.2.2.1. nature of long term OBJ
6.2.2.1.1. provide direction
6.2.2.1.2. aid in evaluation
6.2.2.1.3. establish priorities
6.2.2.1.4. reduce uncertainty
6.2.2.1.5. minimize conflict
6.2.2.1.6. aid in
6.2.2.2. SMART
6.2.3. what is the best way to come from A to B?
6.3. Preparations for stra. options
6.3.1. Possible strategies
6.3.1.1. WHERE to deliver value/ compete
6.3.1.1.1. 1. Integration stra
6.3.1.1.2. 2. Intensive stra
6.3.1.1.3. 3. Diversification stra
6.3.1.1.4. 4. Defensive stra
6.3.1.2. HOW to compete
6.3.1.2.1. 1. Porter´s generic strategies
6.3.1.2.2. 2. Value discipline
6.3.2. Suitable strategies
6.3.2.1. WHERE to deliver value/ compete
6.3.2.1.1. stage 1: input stage
6.3.2.1.2. stage 2: matching stage
6.3.2.1.3. stage 3: decision stage
6.3.2.2. HOW to compete
6.3.2.2.1. combine Value discipline & SWOT ana
6.4. Generating stra options
6.4.1. way
6.4.1.1. Stra M. Planning Process
6.4.1.2. via BMC
6.4.1.2.1. Blue Ocean strategy
6.4.1.2.2. what if
6.4.1.2.3. Epicentra
6.4.2. rule
6.4.2.1. 1. must be stra logical
6.4.2.1.1. stra position, portfolio-ana, PLC, VD
6.4.2.2. 2. have a culture fit
6.4.2.2.1. VD, shared values, 7-S model or Porter value chain ana
6.4.2.3. 3. has a solid basis
6.4.2.3.1. data, research, ana
6.4.2.4. 4. give answer to core problem (same level)
6.4.2.5. 5. exclude other options
6.4.2.6. 6. has answer to the WHERE & HOW question
6.5. how to make a choice
6.5.1. suitability
6.5.1.1. the option suits mis, vis?
6.5.1.2. take account of S,W,O,T, stra. issues, key problem?
6.5.1.3. obj achieve w this option?
6.5.2. feasibility
6.5.2.1. fin
6.5.2.1.1. enough fin resource?
6.5.2.2. org
6.5.2.2.1. fit company, culture, reality (realistic)?
6.5.2.3. economical
6.5.2.3.1. match ec ojb?
6.5.2.4. tech
6.5.2.4.1. execution is techly possible?
6.5.2.5. social
6.5.2.5.1. social acceptable?
6.5.2.6. juridical
6.5.2.6.1. no juridical problems to expect?
6.5.2.7. envi
6.5.2.7.1. envi acceptable? harmful? sustainable?
6.5.3. acceptability
6.5.3.1. costs, revenues, profit?
6.5.3.2. risks?
6.5.3.3. * stakeholders
6.5.3.3.1. shareholders
6.5.3.3.2. board of directors
6.5.3.3.3. employees
6.6. what you need
6.6.1. risk calculation
6.6.1.1. scenario ana
6.6.2. cash flow ana
6.6.2.1. fin feasibility
6.6.3. break even ana
6.6.3.1. ROI
6.6.4. org investigation
6.6.4.1. enough resources available?
6.7. conclusion HOW
6.7.1. suffient level/ competent?
6.7.1.1. OX, PL, CI
6.7.2. Excel (future)?
6.7.2.1. 1 discipline
7. ability
7.1. formulate and implement
7.1.1. decisions about an organisation’s future direction
7.1.2. on a strategic and operational level
7.1.3. involving a wide scope of business processes.
8. A structured SWOT assessment of your business model yields two results. It provides a snapshot of where you are now (strengths and weaknesses) and it suggests some future trajectories (opportunities and threats). This is valuable input that can help you design new business model options toward which your enterprise can evolve. SWOT analysis is thus a signifi cant part of the process of designing both business model prototypes (p160) and, with luck, a new business model that you will eventually implement.
9. Current strategy/ Strategic framework (22p)- Vis Mis, Values, Obj, Biz Scope
9.1. Business Model
9.1.1. definition
9.1.1.1. rationale of how
9.1.1.1.1. create
9.1.1.1.2. deliver
9.1.1.1.3. capture
9.1.2. 4 main parts
9.1.2.1. infrastructure
9.1.2.2. offer
9.1.2.3. customer
9.1.2.4. financial
9.1.3. divide 4 ports into 9 blocks
9.1.3.1. customer segment
9.1.3.2. customer relationship
9.1.3.3. Channel
9.1.3.4. Value proposition
9.1.3.5. Key activities
9.1.3.6. Key resources
9.1.3.7. Key Partners
9.1.3.8. Cost structure
9.1.3.9. Revenue stream
9.2. BM design
9.2.1. 6 components of BM design (to explore)
9.2.1.1. 1. cus insights
9.2.1.2. 2. ideation
9.2.1.3. 3. visual thinking
9.2.1.4. 4. prototyping
9.2.1.4.1. for dev fresh, innovative BM
9.2.1.4.2. orgin in design & engineering
9.2.1.5. 5. storytelling
9.2.1.6. 6. scenarios
9.2.2. obj
9.2.2.1. satisfy markets
9.2.2.2. bring new P to market
9.2.2.3. improve market
9.2.2.4. create market
9.3. BM Pattern
9.3.1. def
9.3.1.1. BM with
9.3.1.1.1. similar
9.3.2. Patterns
9.3.2.1. Unbundling BM
9.3.2.1.1. Companies should
9.3.2.1.2. def
9.3.2.2. Longtail BM
9.3.2.2.1. large number of niche products
9.3.2.2.2. (traditional model)
9.3.2.2.3. eg: Amazon, netflix, ebay, youtube, facebook, lulu.com, lego factory
9.3.2.2.4. drivers
9.3.2.3. Multi-sided platforms (business catalyst)
9.3.2.3.1. def
9.3.2.3.2. Product value
9.3.2.3.3. Pipeline vs Platform
9.3.2.4. Free as a BM
9.3.2.4.1. free offer
9.3.2.4.2. pay offer
9.3.2.4.3. eg Model
9.3.2.5. Open BM
9.3.2.5.1. def
9.3.2.5.2. type
9.3.2.5.3. doctrine
9.4. Vision
9.4.1. David
9.4.1.1. what do we want to become?
9.4.2. other author
9.4.2.1. a view on
9.4.2.1.1. society (or)
9.4.2.1.2. market (or)
9.4.2.1.3. mankind (or)
9.4.2.1.4. tech (or)
9.4.2.1.5. competition
9.5. Mission
9.5.1. questions
9.5.1.1. what is our business?
9.5.1.1.1. sustainability, people, planet, profit
9.5.1.1.2. economic-technical part
9.5.1.1.3. other part: your role in society
9.5.1.2. what is our reason for being?
9.5.1.2.1. what is our dream/ what do we want to realize?
9.5.2. essential for
9.5.2.1. establish
9.5.2.1.1. objective
9.5.2.2. formulate
9.5.2.2.1. strategy
9.5.3. reveal
9.5.3.1. what org wants to be
9.5.3.2. whom it wants to serve
9.6. Value Discipline- Generic strategy
9.6.1. Operational Excellence (Efficiency)
9.6.1.1. consistency
9.6.1.2. lower cost structure than rivals
9.6.1.3. cost control
9.6.1.4. streamlined processes
9.6.1.5. lower price
9.6.1.6. SCM
9.6.1.7. No-frills
9.6.1.8. large volumes
9.6.1.9. reliability
9.6.1.10. speed
9.6.1.11. replicable at scale
9.6.1.12. centralization
9.6.2. Product Leadership (Innovation)
9.6.2.1. state of the art of P&S
9.6.2.2. high investment in R&D
9.6.2.3. create new categories
9.6.2.4. performance leadership
9.6.2.5. brand marketing
9.6.2.6. speed to market
9.6.2.7. high margins in short time-frame b4 followers can replicate
9.6.2.8. continual reinvention
9.6.3. Customer Intimacy (Effectiveness)
9.6.3.1. deep understanding of cus needs
9.6.3.2. develop customized P&S
9.6.3.3. unique solutions
9.6.3.4. higher prices
9.6.3.5. close relationship
9.6.3.6. responsiveness
9.6.3.7. high-touch cus service
9.6.3.8. decentralization
9.7. Business Balanced Scorecard Framework (has an economic perspective)
9.7.1. Vision and strategy
9.7.1.1. Financial
9.7.1.1.1. to succeed financially
9.7.1.1.2. how should we appear to our shareholders?
9.7.1.2. Internal Business
9.7.1.2.1. To satisfy your shareholders and customers
9.7.1.2.2. what business process should we excel at?
9.7.1.3. Learning & Growth (innovation)
9.7.1.3.1. To achieve our vision
9.7.1.3.2. how will we sustain our ability to
9.7.1.4. Customer (/Stakeholders)
9.7.1.4.1. To achieve our vision
9.7.1.4.2. how should we appear to our customers?
9.7.2. stating obj
9.7.3. tool to see if the company is on track with objectives
9.7.4. use together with vision and strategy
9.7.5. integrate CSR (social, environmental in 4 dimensions)
10. Operationalize the strategy
10.1. achieve through integration cross functional decisions
10.2. issues (has different disciplines)
10.2.1. M.
10.2.2. Fin/Accounting
10.2.2.1. essential for implementation
10.2.2.1.1. acquiring needed capital
10.2.2.1.2. dev projected fin statements
10.2.2.1.3. prepare fin budgets
10.2.2.1.4. eva worth of a biz
10.2.2.2. decision require fin
10.2.2.2.1. raise capital w stock
10.2.2.2.2. lease or buy fixed assets
10.2.2.2.3. determine an proper dividend payout ratio
10.2.2.2.4. debt vs equity decision
10.2.2.3. EPS/EBIT
10.2.2.3.1. use to determine the break-even point
10.2.2.3.2. too much debt can endanger stockholders´ return
10.2.3. R&D
10.2.3.1. new P
10.2.3.2. improved existing P
10.2.3.2.1. =>effective stra imp
10.2.3.3. 3 main appraches to imp stra
10.2.3.3.1. first firm to market new tech P
10.2.3.3.2. innovative imitator of successful P
10.2.3.3.3. low-cost producer of similar, less expensive P
10.2.4. MKT
10.2.4.1. MKT strategy (per market)
10.2.4.1.1. market segmentation
10.2.4.1.2. targeting
10.2.4.1.3. positioning
10.2.5. Production/Operations
10.2.5.1. log/SCM
10.2.5.2. HRM
10.2.6. MIS
10.2.6.1. info is the basis
11. Implement the strategies
11.1. David
11.1.1. M. & Operation issues
11.2. Osterwalder
11.2.1. M. multiple BM
11.2.2. BM design process
11.2.2.1. messy & unpredictable
11.2.2.2. design attitude
11.2.2.2.1. hard to design, easy to choose
11.2.2.3. decision attitude
11.2.2.3.1. easy to desgin, hard to decide which to choose
11.2.2.4. 5 phases
11.2.2.4.1. 1. mobilze (setting the scene)
11.2.2.4.2. 2. understand (immersion)
11.2.2.4.3. 3. design (inquiry)
11.2.2.4.4. 4. implement (execution)
11.2.2.4.5. 5. manage (evolution)
11.2.3. M. multiple BMs
11.2.3.1. integration
11.2.3.1.1. eg SMH (Swatch group)
11.2.3.2. autonomy
11.2.3.2.1. Car2go care rental startup from Daimler
11.2.3.3. seperation
11.2.3.3.1. complete independence of Nespresso SA from Nescafe
11.3. Nature of Stra. Imple
11.3.1. stra imple means ¨change¨
11.4. M. issues
11.4.1. imple stra
11.4.1.1. affect org from top-botoom
11.4.2. imple
11.4.2.1. varies
11.4.2.1.1. (among different types & sizes of org)
11.4.3. stra formulation >< stra imple
11.4.3.1. formulation focus: effectiveness
11.4.3.2. imple focus: efficiency
11.4.4. resource allocation
11.4.4.1. 4 types
11.4.4.1.1. fin resources
11.4.4.1.2. physical resoures
11.4.4.1.3. HR
11.4.4.1.4. tech resource
11.4.5. Matching Structure w Stra
11.4.5.1. struc dictate
11.4.5.1.1. how ojb & stra- establised
11.4.5.1.2. how resource- allocated
11.4.5.2. Chandler´s Stra-Struc rela
11.4.5.2.1. new stra is formulated
11.4.5.2.2. struc follows stra
11.4.6. Basic forms of struc (ad, disad for each)
11.4.6.1. functional struc
11.4.6.1.1. group tasks, activities by biz function
11.4.6.1.2. minimize career dev
11.4.6.1.3. leads to short term & narrow thinking
11.4.6.2. divisional struc
11.4.6.2.1. by geo area
11.4.6.2.2. by product
11.4.6.2.3. by cus
11.4.6.2.4. by process
11.4.6.3. Strategic Business Unit struc - SBU
11.4.6.3.1. often require an extra level of M
11.4.6.3.2. role of group vice president can be ambiguous
11.4.6.3.3. planning & control: easy
11.4.6.3.4. accountability: high
11.4.6.4. matrix struc
11.4.6.4.1. depends on both ver & hor flow of authority
11.4.6.4.2. difficult to manage
11.4.6.4.3. suit project culture
11.4.7. Restructuring
11.4.7.1. known as
11.4.7.1.1. downsizing
11.4.7.1.2. rightsizing
11.4.7.1.3. delayering
11.4.7.2. def
11.4.7.2.1. reduce firm size
11.4.7.3. implementation of a stra based on defensive stra position (most of the time)
11.4.8. Re-engineering
11.4.8.1. called
11.4.8.1.1. process M.
11.4.8.1.2. process innovation
11.4.8.1.3. process redesign
11.4.8.2. involve
11.4.8.2.1. reconfigure/ redesign
11.4.8.3. not consequence of defensive stra position
11.4.9. Managing resistance to change
11.4.9.1. greates threat to success of stra imple
11.4.9.2. 3 stra
11.4.9.2.1. force change stra
11.4.9.2.2. educative stra
11.4.9.2.3. self-interest change stra
11.4.9.3. fear of
11.4.9.3.1. economic loss
11.4.9.3.2. inconvenience
11.4.9.3.3. uncertainty
11.4.9.3.4. break in status-quo
11.4.9.4. create a Stra-supportive culture
11.4.9.4.1. 1. Formal statements of organizational philosophy, charters, creeds, materials used for recruitment and selection, and socialization 2. Designing of physical spaces, facades, buildings 3. Deliberate role modeling, teaching, and coaching by leaders 4. Explicit reward and status system, promotion criteria 5. Stories, legends, myths, and parables about key people and events