What Is Strategy Recap

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Information about What Is Strategy Recap
Business & Mgmt

Published on March 3, 2009

Author: smehro

Source: slideshare.net

What is Strategy ? Recap Creating a unique and valuable position, involving a different set of activities Serving few needs of many customers (jiffy lube)‏ Serving broad needs of few customers (Wealth management)‏ Serving broad needs of many customers in a narrow market (Original Walmart strategy focused on small markets) ‏ Strategy requires you to make trade-offs in competing- to choose what NOT to do Strategy involves creating a FIT among company activities

Creating a unique and valuable position, involving a different set of activities

Serving few needs of many customers (jiffy lube)‏

Serving broad needs of few customers (Wealth management)‏

Serving broad needs of many customers in a narrow market (Original Walmart strategy focused on small markets) ‏

Strategy requires you

to make trade-offs in competing-

to choose what NOT to do

Strategy involves creating a FIT among company activities

Marketing Slogan vs. Strategy Essence of strategy is in the activities Choosing to perform activities differently Or to perform different activities than rivals. Otherwise, a strategy is nothing more than a marketing slogan !

Essence of strategy is in the activities

Choosing to perform activities differently

Or to perform different activities than rivals.

Otherwise, a strategy is nothing more than a marketing slogan !

Essence of Strategic Positioning Choose activities that are different from rivals Strategic position is not sustainable unless there are trade-off with other positions.. More of one thing means less of another Trade-off arise for three reasons image/reputation Different positions require different set of activities, organization structures, culture, skills Limits on internal coordination and control..or focus

Choose activities that are different from rivals

Strategic position is not sustainable unless there are trade-off with other positions..

More of one thing means less of another

Trade-off arise for three reasons

image/reputation

Different positions require different set of activities, organization structures, culture, skills

Limits on internal coordination and control..or focus

Fit drives sustainable competitive advantage How activities fit together to deliver competitive advantage Value creating activities Mapping Activity systems

How activities fit together to deliver competitive advantage

Value creating activities

Mapping Activity systems

“ No question asked” Return Policy Computer-Aided Store Design Frequent performance Check Reduce “Shrinkage” More Incentives Improving Logistics Wired Merchandise Requests Direct Connection With Vendors Building Distribution Center (150~300 -mile radius)‏ Diversification Small town ↓ Large town It’s Own Trucks and Trailers Quick Delivery & Using Return Trips Much less Inventory Satellite Network Measuring the success of Promotions Marketing On Lowest Prices Efficient Store Operations Focus on Increasing Awareness of New stores Takeover Specialty Departments Bargain-Basement Acquisition More Hard goods Increase in Sales per average ft 2 More Available Selling Space UPC at the Point of Sale Administration More SKUs Human Resources Management Testing Different Mixes Locating VPs in Same Area Everyday Low Prices Reduce Wage Expenses

WalMart’s Activity System Store merchandise In distribution center Providing “ Everyday Low Prices” Buy in volume at Attractive prices Centralized purchasing Inventory control Efficient Distribution network Low operating expenses Central computers Linked to vendors Hub and Spoke Distribution network Lease stores $20 million Satellite system Computer aided Design for Merchandise mix Regional vice Presidents live in Bentonville and Flown to stores Employee Salaries “ We care about Our people” “ No questions Asked” Return Policy Increased store Size and increase In the number of Store locations Computerized System in each store UPC at point of sale Store manager Salary. Autonomy in Ordering stock and Setting displays Efficient Inbound Logistics

Sources of Value (competitive advantage)‏ Postioning Brand Regulatory Geography Capabilities products/services Technology Processes Business model

Postioning

Brand

Regulatory

Geography

Capabilities

products/services

Technology

Processes

Business model

 

 

Business Model Template Brief Outline of Business Models / Nov 06 Alex Osterwalder / alex@arvetica.com

VALUE PROPOSITION value proposition 1 value proposition 2 … OFFER describing a company’s offer

VALUE PROPOSITION TARGET CUSTOMER value proposition 1 value proposition 2 … target customer 1 target customer 2 … CUSTOMER OFFER describing who a company offers value to

CORE CAPABILITIES VALUE PROPOSITION core capability 1 core capability 2 … value proposition 1 value proposition 2 … OFFER INFRASTRUCTURE describing what capabilities are required

describing what activities are required VALUE PROPOSITION VALUE CONFIGURATION CORE CAPABILITIES value proposition 1 value proposition 2 … core capability 1 core capability 2 … activity 1 activity 2 … INFRASTRUCTURE OFFER

VALUE PROPOSITION TARGET CUSTOMER CUSTOMER RELATIONSHIP value proposition 1 value proposition 2 … relationship type 1 relationship type 2 … target customer 1 target customer 2 … CUSTOMER OFFER describing the relationships a company builds

VALUE PROPOSITION TARGET CUSTOMER DISTRIBUTION CHANNEL value proposition 1 value proposition 2 … distribution channel 1 distribution channel 2 … target customer 1 target customer 2 … CUSTOMER OFFER describing how a company reaches its customers

TARGET CUSTOMER REVENUE STREAM revenue stream 1 revenue stream 2 … target customer 1 target customer 2 … FINANCE VALUE PROPOSITION value proposition 1 value proposition 2 … OFFER CUSTOMER describing how a company makes money

Re-teaching an “Old dog, old tricks”: Strategic questions for an existing business Which of our product or services are most distinctive? Which of our product or services are most profitable? Which of our customers are the most satisfied? Which customers, channels, or purchase occasions are the most profitable? Which of our activities are the most different and effective?

Which of our product or services are most distinctive?

Which of our product or services are most profitable?

Which of our customers are the most satisfied?

Which customers, channels, or purchase occasions are the most profitable?

Which of our activities are the most different and effective?

 

VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS gives an overall view of a company's bundle of products and services portrays the network of cooperative agreements with other companies describes the channels to communicate and get in touch with customers describes the arrangement of activities and resources explains the relationships a company establishes with its customers sums up the monetary consequences to run a business model describes the revenue streams through which money is earned describes the customers a company wants to offer value to outlines the capabilities required to run a company's business model INFRASTRUCTURE CUSTOMER OFFER FINANCE describing a company’s business model

Template VALUE PROPOSITION COST STRUCTURE CUSTOMER RELATIONSHIP TARGET CUSTOMER DISTRIBUTION CHANNEL VALUE CONFIGURATION CORE CAPABILITIES PARTNER NETWORK REVENUE STREAMS INFRASTRUCTURE CUSTOMER OFFER FINANCE a business model describes the value an organization offers to various customers and portrays the capabilities and partners required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and sustainable revenue streams

describing the partners that leverage the business model VALUE PROPOSITION PARTNER NETWORK CORE CAPABILITIES value proposition 1 value proposition 2 … core capability 1 core capability 2 … partner 1 partner 2 … INFRASTRUCTURE OFFER

VALUE PROPOSITION COST STRUCTURE cost account 1 cost account 2 … value proposition 1 value proposition 2 … FINANCE INFRASTRUCTURE OFFER describing the costs of a business model CORE CAPABILITIES core capability 1 core capability 2 …

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