《Strategy and Business Model.ppt》由会员分享，可在线阅读，更多相关《Strategy and Business Model.ppt（50页珍藏版）》请在三一办公上搜索。
1、Strategy,Business Model&Business Plan,Business Plan Outline,Executive Summary Company DescriptionIncluding product/service&technology/core knowledgeIndustry Analysis&TrendsTarget MarketCompetition Strategy/Business ModelMarketing and Sales Plan Production/Operations Plan,Technology PlanManagement&Or
2、ganization Social ResponsibilityDevelopment&MilestonesFinancialsIncluding Capital Requirements&Financial Statements Appendix,Strategy Funnel,Goal:Articulate and execute long-term,defensible offer of unique value to customers,What is Strategy?,PlanProcessPositionPatternPerspectiveProcedurePlayPloy,St
3、rategic Tactics,Strategic Management,Vision,Disciplined,iterative process of driving towards vision,by finding or making and maintaining a defensible space or trajectory in a given business environment.,Strategy Checklist,Value propositionVisionPosition or directionStructure or resource baseRevenue&
4、business modelTimeline or guidelinesFit,Value Proposition,Specific,concrete offer of benefitsPrice,quality,convenience,choice,cost-savings,reliability,etcTo precisely defined customersWho recognize that the offer solves a problem for theEG:Our clients grow their business,large or small,typically by
5、a minimum of 30-50%over the previous year.They accomplish this without working 80 hour weeks and sacrificing their personal lives.,Vision,Stable coreMission:Central audience+core product/service Ideology:Values,principles,cultureFocused ambitionConcrete picture of successful impactSerious,scary stre
6、tch goalsDisciplined experimentation,Vision Exercise,Stable coreMission:Ideology:Focused ambitionWhat success will look like in the marketplace:One audacious goal:,Position or Navigation?,Position StrategiesUnique,valuable,defensible position in a market or industrySupported by a tightly integrated
7、value chain/activity systemGood for relatively stable industries/marketsNavigation StrategiesVision-driven nurturing and leveraging of core resourcesSupported by tight culture and explicit learningGood for dynamic industries/markets,External Opportunities&Threats,Niche,Internal Strengths&Weaknesses,
8、Strategic Positions Require Niches,A niche includes the market the firm is uniquely qualified to serve,Strategic Situation,External Factors,Internal Factors,Strategic Situation,Resources(know-how,people,money,etc),Vision,values&culture,Social,political,regulatory,technological&community,IndustryAttr
9、active-ness,dynamics,&competition,Unmet customer needs&desires,Competitive position(through customers eyes&in industry),Match SW to OT,Strengths(S),InternalFactors,ExternalFactors,Opportunities(O),SO Strategies-,WO Strategies-,Threats(T),ST Strategies-,WT Strategies-,Use strengths toavoid threats,Mi
10、n.weaknesses to avoid threats,Use strengths to take advantage of opportunities,Offset weaknessesto take advantage of opportunities,Weaknesses(W),SWOT Exercise,Map SW to OT.,Two Levels of Strategy,CorporateGrowthRetrenchmentStabilityBusinessCost(price)LeadershipDifferentiationFocus,Growth Strategies,
11、ConcentrationVertical and HorizontalDiversificationConcentricConglomerate,Growth Through Concentration,Concentrate resources on a single businessConcentrate vertically,i.e.,backward or forward(supply or distribution)Concentrate horizontally by growing geographically or by expanding product or servic
12、e offering,Means to Accomplish Growth,MergersAcquisitionsInternal GrowthStrategic AlliancesInternational,Diversification,Used if firms current product lines do not have much growth potentialBenefitsEconomies of ScopeIncrease market powerShare infrastructureMaintain growth,Concentric(Related)Diversif
13、ication,Outperform unrelated diversificationBest whenlow industry attractivenessstrong business strengthsstrong competitive positionAllows use of distinctive competence Seek synergy,Conglomerate(Unrelated)Diversification,Best whenFirm operates in unattractive industryFirm lacks abilities or skills e
14、asily transferable to related industry Focus is financial¬ core competence or synergyBalance cash flowsReduce risk,Stability Strategies,Pause and Proceed with CautionNo ChangeProfit,Retrenchment Strategies,TurnaroundCaptive CompanySell out or DivestmentSpin-offManagement buyout(MBO)Bankruptcy or
15、Liquidation,Business Level Strategies,Cost(price)leadershipEfficiency and scaleDifferentiationQuality,design,support/service,image-that make a product or service specialFocusExplicit tie to a broad or narrowmarket segment,Examples,Cost(price)leadershipDell Computers(logistics,volume)Motel 6(location
16、,services,salespeople).Southwest Airlines(corporate culture,service)DifferentiationQuality(Mercedes)Design(Apple)Service(Nordstrom).Image(Nike).Special niches(Zitners candied apples;independent films),Examples,FocusBroad(Wal-Mart-rural)Narrow(NSP-activists,NRI-network administrators)Segmented(Comput
17、er security spooks and commerce,Financial services rich,poor and in-between.),Value Discipline Positioning,Product Leadership(Differentiation),Customer Intimacy(Focus),Operational Excellence(Cost Leadership),Value Disciplines,Product Leadership-Compete on SpeedGood design,great executionEducate&lead
18、 the market Ad hoc,risk oriented culture Organization designed for innovationOperational Excellence-Compete on ScaleLow price,limited options,ultimate convenienceManaged customer expectationsMeasurement cultureProcesses&transactions continually redesignedfor efficiency,Value disciplines,Customer Int
19、imacy-Compete on ScopeOfferings tailored to customers&segmentsDeep insight into customer needsProblem solving service cultureFull range of services,so customers stayBreakthrough thinking,unique solutions,Position Strategy Exercise,Choose a position strategy and explain how you will achieve it.,Strat
20、egic Positions Require Fit,Fit refers to the integration of every part of firms internal structures to better serve a niche.Well-positioned firms craft themselves to serve niches better than others.,Fit:Entrepreneurial Advantage,Possibility of crafting a perfect fit between specific opportunities an
21、d internal capabilitiesFirms that fit opportunities extremely well have an advantage over bigger,stronger opponents Examples:Dollar Express vs Dollar TreeYouthbuild vs School DistrictGiovannis Room vs Borders,Value Chain,A strong value chain is a cross-linked net of activities that affects the cost
22、or performance of the whole.Supporting a strategy by optimizing both individual functions and the links between them to support a strategy yields a powerful,durable,hard-to-duplicate advantage.,InboundLogistics,Operations,OutboundLogistics,Marketing/Sales,After SalesService,Activity System,A less li
23、near way of thinking about the internal fit that supports strategy.Map crucially interrelated features and functions that define a firms unique skills and strategy.Support competitive advantage with reinforcing patterns or systems.,Ikeas Activity System,Experience Curve,For positional strategies,exp
24、erience is the ultimate source of advantage.Experience fuels the tacit knowledge that drives productivity improvements,innovations,elaborations of strategy,etcSuccessful firms are especially good at creating the social and institutional structures that support the shared development of such tacit kn
25、owledge,Fit Exercise,Draw the value chain for your firmNote reinforcing(and jarring)pieces Try to create more reinforcementsORJot down functions and featuresLook for patterns and connectionsTry to crystallize patterns,A business model describes what a firm will do,and how,to build and capture wealth
26、 for stakeholdersEffective business models operationalize good strategies-turning position and fit into wealth,Business Model,Four Aspects of Business Models,Revenue SourcesCost DriversInvestment SizeCritical Success Factors,Revenue Sources,Subscription/MembershipFixed amount at regular intervals pr
27、ior to receiving product/serviceVolume/Unit-basedFixed price in exchange for product/serviceAdvertising-basedExempt from fee or pays fraction of the valueLicensing&SyndicationOne time feeTransaction feeFixed fee or percentage of total value of transaction,Cost Drivers,Fixed:item costs do not vary wi
28、th volumeSemi-variable:variable&fixed costsVariable:item costs vary with volumeNon-recurring:item of cost occurs infrequently,Investment Size,Maximizing finance needsPositive cash flowCash Breakeven,Critical Success Factors,An operational function or competency that a company must possess in order t
29、o be sustainable&profitablePerform sensitive analysis,Build wealth:By efficiently(profitably)transforming inputs into something that customers value enough to pay for again and again and againBy supporting growthCapture wealth:By siphoning off some of the accumulated wealth for stakeholdersAnd by de
30、veloping recognizable value strategic positions,know-how,customers,free cash flow,lifestyles,social impact that can be captured,Effective Business Models Build&Capture Wealth,About who mattersOwners,investors,family,workers,communityAbout what kind of wealth mattersFinancial capital,social capital,i
31、ntellectual capital.ie.,cash,good life,rich family life,entrepreneurial impact,social impactAbout the strategy that will deliver the wealth that matters to the stakeholders that matterAbout the structure that supports strategy,Effective Business Models Require Hard Choices,1.Describe the landscape:P
32、orterEnvironment,industry,and relevant trends.2.Paint in competitors:Competitor table.Perceptual maps.What do you need to play?How do competitors compete?What opportunities exist?3.Identify strengths&weaknessesVision,skills,core technologies,Business Models Start with What the World Gives,4.Identify
33、 stakeholders you must serveOwners,family,workers,community 5.Identify the wealth you will captureCapital,good life,family life,fame entrepreneurial effectiveness,social value6.Choose a position or approachAnd elaborate a strategy to realize thisEspecially a revenue model,Business Models are Based o
34、n Strategy,7.Sketch a structure to operationalize the strategy Value chain,activity system,culture,simple rules8.Work out the implicationsFunctional strategiesTimeline and milestonesFinancial projections&capital needs Path to profitability,sale,or other realizationof value,Business Models Define Str
35、ucture,Build a Business Model Exercise,OpportunityStakeholdersWealthStrategy,Revenue SourcesCost DriversInvestment SizeCritical Success Factors,ModelStructural implications,timing,capital needs,etc.,Good Execution is More Important than Good Strategy!,Seeing a position or approach is fundamentally creativeImmersion,scenarios,future search,Constructing a strategy involves careful analysis and planningExecuting a strategy requires relentless discipline,
