思想与战略
- 1. Ideas and StrategyPRESENTATION TO *** BUSINESS PLAN COMPETITION PARTICIPANTS
- 2. TodayDeveloping an idea Assessing your idea Describing your strategy A couple of wrinkles1
- 3. Developing an ideaWhy brainstorming usually fails 3 frameworks Product trees 4 killer questions The 5Cs model2
- 4. Unexpected usersHeavy usersPotential users blocked by one obstaclePotential users who differ in one way from current usersCreative bundling to eliminate complementsRadical distortions of key value equation components New uses for existing productsNew users for existing productsNew ways to meet existing needsStimulating new needs. . .radically modify existing products. . . generate radical increases in existing product sales . . . develop new productsSearch for killer product ideas by exploring opportunities to . . .Product idea tree3
- 5. What would it take to make my product at half the cost?Radical distortion of key value equation componentsCan I reduce by half or double my distribution cost?Could I offer my product at 5 times the cost if it had greater feature/function?Could I double my product depth or cut breadth in half? What input, if reduced by half the cost, would allow me to cut my price 20%?QuestionExisting exampleSouthwest Airlines PC clonesPersonal shopper Mail orderPremium ice creamPetSmart Baby SuperstoreZinc in batteries Low-rate credit cards for high credit ratingPotential idea6 packs of single-use, lightweight, disposable umbrellasDiscount realtorsA bank with home cash deliveryHome decorator superstoreIndustrial pawn shop for small business lendingProduct idea tree4
- 6. 1. What is the biggest hassle about this product? For what subgroup of users . . . For what subgroup of usages . . . Etc. 2. What do the Batman movie, roller blades, and Ben and Jerry’s have in common? 3. How would I do things differently if I had perfect information? 4. Where are the search, order entry, and tracking costs a large percentage of total costs?4 killer questions5
- 7. Raw material suppliersVolumeCostsConcentrate surplus from suppliers2CostsCompete for surplus1ClientOEMCostsConcentrate surplus from channels2RetailerCapture surplus from customers3PriceCooperate to capture surplus5Create new demand4The 5Cs model6
- 8. TodayDeveloping an idea Assessing your idea How powerful? How large? Describing your strategy A couple of wrinkles7
- 9. Create a new standard of performance that previously was not recognized as important but becomes one of the critical buying factors for a target marketInvent: create a new standardAccelerate pace of innovation in a critical performance dimension by 3-5 yearsInnovate: radically improve an existing important standardUnique performancePerformance enhancement8
- 10. * Compared to The Gap ** Compared to IBM and CompaqPercent below competitors50502020Home DepotAmazonStaplesOffice DepotOld Navy*CompUSADell**Gateway**CommodoreAmerica WestPeople ExpressE-PlusOrangeMobilcomRetailersPC manufacturersAirlinesTelecomIomega Zip DriveOtherAverage price discounts of 30-45%20-5020-8040503040-5050-7060-7030-5020-3015Price-based value propositions must offer extreme discount to market9
- 11. Primary effects Secondary effectsEstimating market size10
- 12. TodayDeveloping an idea Assessing your idea Describing your strategy A couple of wrinkles11
- 13. A strong business concept . . .Where to competeHow to compete. . . driving a reinforcing business systemDeliverCommunicateDescribing your strategy12
- 14. Product range Target customers Channels GeographyWhere to compete13
- 15. “The compelling reason why the target customer should buy your product instead of alternatives”Value proposition“Why competitors cannot copy you once it is obvious you are succeeding”Sustainable competitive advantage+How to compete14
- 16. Reinforcing business systemProvide the valueDesign product, processProcure, manu-factureDistributeServicePriceSales messageAdver-tisingPromotion, PRCommunicate the value15
- 17. TodayDeveloping an idea Assessing your idea Describing your strategy A couple of wrinkles16
- 18. Real value Absolute resource scarcity True network externalities False value “Controlling the space”How valuable is the first mover advantage?17
- 19. Levels of rollout aggressivenessHigh (“Big bet”)Low (“boot strapper”)ReplicatorScalerLocalNationalNatural business scaleEstablish presence in many local markets simultaneouslyTarget relatively large percentage of national market from the outsetEstablish presence in local market or region, then move onto the nextInitially target small percentage of national market, then attempt to increase scale“Serial replicator”“Sneaky scaler”“Big bang”“Blitzkreig”4 primary models exist for rollout18
- 20. RiskVelocity of growth (in a given year)Function of Management capacity Capital available Ability of company to replicate skills Physical availability of scarce resources Quality of management decision makingFunction of Extent of “crowding” – how close are your competitors? Scale advantages – when you do run into competition, how much scale/market capture is necessary to win? Capturing scale resources – are there a limited number of key scarce resources (e.g., scientists, store locations) that you must capture? Determine level of rollout aggressiveness through careful balance of strategic and operating riskOperating riskStrategic risk19
- 21. RiskVelocity Number of stores added in that year081234567With low strategic risk, company can afford to open optimal number of stores from operating risk standpointStrategic risk scenariosBut as strategic risk increases, companies will be forced to increase expansion to a straining point in a “big bet”CONCEPTUAL CATEGORY/KILLER EXAMPLEThe combination of these two provides direction on the aggressiveness of rollout20
