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Growth Strategy Toolkit
- 5. Growth is commonly inhibited by a lack of breakthrough ideas, balancing cost-out and margin trade-offs, and execution challenges Few breakthrough growth offerings identified Focus is on existing markets and demand (e.g., line extensions, substitutes) Current Situation Strategic Issues Create customer value (Value Innovation) Growth at the expense of profitability Benefit trade-offs are not made (e.g., the right mix of attributes) Pricing and cost structure are driven by competition Align value proposition with operations/organization Lack of execution follow-through for growth initiatives Effectively execute strategy Consumers are increasingly sophisticated and hard to please The Resolution Metrics and rewards based on current operations Lack of committed financial resources Organizational structure is not in line with new business Opportunities are defined by internal/operational capabilities Structure and processes to develop and manage growth do not exist Growth Challenges THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/
- 8. Faced with challenges to grow profitably, we work clients to identify their path to value creation and innovation Increasing Value from Current Business Improve Pricing Optimize Product Mix Expanding Business Scope Growth Opportunities Expand Into New Segments / Categories Develop New Products/Brands Develop New Formats/ Channels Improve/Change Value Proposition Expand Geographically Solidify Customer Relationships Penetrate markets with existing products Paths to Growth Build, Buy, Ally THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/
- 11. Traditional approach to growth strategy is based on the teachings of Michael Porter—namely Porter’s Five Forces framework Traditional Strategy Thinking – Porter’s Five Forces THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ 4. Suppliers Suppliers negotiation power 2. Competitors in the industry Rivalry among existing companies 1. Potential new competitors Threat by new competitors 3. Substitution products Threat by substitution products 5. Customers Buyers’ negotiation power
- 16. Modern thinking moves away from a traditional focus on competition to “blue oceans” of opportunity Source: C. Kim, R. Mauborgne, Harvard Business Review (1997) Shift to “Make Competition Irrelevant” THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ Traditional Thinking Modern Thinking Industry Industry conditions are given – compete in existing market space Industry conditions can be shaped – create uncontested market space Strategy Companies must build competitive advantages to beat competition Make competition irrelevant Market Exploit existing demand Create and capture new demand Resources Make the value-cost trade-off Break the value-cost trade-off Organization Align the whole system of a firm’s activities with its strategic choice of differentiation or low cost Align the whole system of a firm’s activities in pursuit of differentiation and low cost Offerings Maximizing the offering’s value within industry boundaries Offering buyers the total solution that transcends the industry
- 17. Value is created from more than just “meeting customer needs” Pioneers (Need beyond buyers cognition) 14% of launches 38% of sales 61% of profits 86% of launches 62% of sales 39% of profits (Company sampling) Source: C. Kim, R. Mauborgne, Harvard Business Review (1997) Deliver Platform Product Platform Service Platform Portfolio Positioning Migrators (Need known but not articulated by the buyer) Settlers (Need identified) THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/
- 18. END OF PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/
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Notes de l'éditeur
- 93 09/15/98 11 25
- 93 09/15/98 11 25
- © 2006 learnppt - All rights reserved
- 93 09/15/98 11 25
- © 2006 learnppt - All rights reserved Prior to 1979 there were a variety of analytical tools that were used in the strategy development process Each one relied on comprehensive analysis of the market and of the company’s position within it Some of the early tools were mostly qualitative, and were developed by large corporations such as General Electric and Shell, or consulting firms such as McKinsey and Arthur D Little BCG pioneered a quantitative approach, and their matrix became the reference tool of the late seventies It is worth mentioning that many of these tools are still in use . Comment on some of the matrices if you feel like it. It is important to show that you’ve mastered them
- 94 09/15/98 12
- 93 09/15/98 11 25
- © 2006 learnppt - All rights reserved
- © 2006 learnppt - All rights reserved
- © 2006 learnppt - All rights reserved A fundamental observation is that value can be created during the life cycle of the offering along three platforms The product platform The service platform The delivery platform It’s not by accident that the platforms are listed in that order : most firms tend to focus their value generation activities on the product platform, which is also where they are most likely to be imitated Overall, in a sample of 100 companies, the vast majority of launches takes place within the Settler frontier as companies attempt to meet customers’ expressed needs. However, the majority of profits occur as companies innovate to meet needs that customers do not articulate Give an example or mention that the Compaq example will be presented later