思想与战略（英文）

思想与战略（英文）IdeasandStrategyPRESENTATIONTO***BUSINESSPLANCOMPETITIONPARTICIPANTSTodayDevelopinganideaAssessingyourideaDescribingyourstrategyAcoupleofwrinkles2DevelopinganideaWhybrainstormingusuallyfails3frameworksProducttrees4killerquestionsThe5Csmodel3UnexpectedusersHeavyusersPotentialusersblockedbyoneobstaclePotentialuserswhodifferinonewayfromcurrentusersCreativebundlingtoeliminatecomplementsRadicaldistortionsofkeyvalueequationcomponentsNewusesforexistingproductsNewusersforexistingproductsNewwaystomeetexistingneedsStimulatingnewneeds...radicallymodifyexistingproducts...generateradicalincreasesinexistingproductsales...developnewproductsSearchforkillerproductideasbyexploringopportunitiesto...Productideatree4Whatwouldittaketomakemyproductathalfthecost?RadicaldistortionofkeyvalueequationcomponentsCanIreducebyhalfordoublemydistributioncost?CouldIoffermyproductat5timesthecostifithadgreaterfeature/function?CouldIdoublemyproductdepthorcutbreadthinhalf?Whatinput,ifreducedbyhalfthecost,wouldallowmetocutmyprice20%?QuestionExistingexampleSouthwestAirlinesPCclonesPersonalshopperMailorderPremiumicecreamPetSmartBabySuperstoreZincinbatteriesLow-ratecreditcardsforhigh

creditratingPotentialidea6packsofsingle-use,lightweight,disposableumbrellasDiscountrealtorsAbankwithhomecashdeliveryHomedecoratorsuperstoreIndustrialpawnshopforsmallbusinesslendingProductideatree51. Whatisthebiggesthassleaboutthisproduct?Forwhatsubgroupofusers...Forwhatsubgroupofusages...Etc.2. WhatdotheBatmanmovie,rollerblades,andBenandJerry’shaveincommon?3. HowwouldIdothingsdifferentlyifIhadperfectinformation?4. Wherearethesearch,orderentry,andtrackingcostsalargepercentageoftotalcosts?4killerquestions6RawmaterialsuppliersVolumeCostsConcentratesurplusfromsuppliers2CostsCompeteforsurplus1ClientOEMCostsConcentratesurplusfromchannels2RetailerCapturesurplusfromcustomers3PriceCooperateto

capturesurplus5Createnewdemand4The5Csmodel7TodayDevelopinganideaAssessingyourideaHowpowerful?Howlarge?DescribingyourstrategyAcoupleofwrinkles8CreateanewstandardofperformancethatpreviouslywasnotrecognizedasimportantbutbecomesoneofthecriticalbuyingfactorsforatargetmarketInvent:createanewstandardAcceleratepaceofinnovationinacriticalperformancedimensionby

3-5yearsInnovate:radicallyimprovean

existingimportantstandardUnique

performancePerformanceenhancement9 * ComparedtoTheGap ** ComparedtoIBMandCompaqPercentbelowcompetitors50502020HomeDepotAmazonStaplesOfficeDepotOldNavy*CompUSADell**Gateway**CommodoreAmericaWestPeopleExpressE-PlusOrangeMobilcomRetailersPCmanufacturersAirlinesTelecomIomegaZipDriveOtherAverage

pricediscounts

of30-45%20-5020-8040503040-5050-7060-7030-5020-3015Price-basedvaluepropositionsmustofferextremediscounttomarket10PrimaryeffectsSecondaryeffectsEstimatingmarketsize11TodayDevelopinganideaAssessingyourideaDescribingyourstrategyAcoupleofwrinkles12Astrongbusinessconcept...WheretocompeteHowtocompete...drivingareinforcingbusinesssystemDeliverCommunicateDescribingyourstrategy13ProductrangeTargetcustomersChannelsGeographyWheretocompete14“Thecompellingreasonwhythetargetcustomershouldbuyyourproductinsteadofalternatives”Valueproposition“Whycompetitorscannotcopyyouonceitisobviousyouaresucceeding”Sustainablecompetitiveadvantage+Howtocompete15ReinforcingbusinesssystemProvidethevalueDesignproduct,processProcure,manu-factureDistributeServicePriceSalesmessageAdver-tisingPromotion,PRCommunicatethevalue16TodayDevelopinganideaAssessingyourideaDescribingyourstrategyAcoupleofwrinkles17RealvalueAbsoluteresourcescarcityTruenetworkexternalitiesFalsevalue“Controllingthespace”Howvaluableisthefirstmoveradvantage?18LevelsofrolloutaggressivenessHigh(“Bigbet”)Low(“bootstrapper”)ReplicatorScalerLocalNationalNatural

businessscaleEstablishpresenceinmanylocalmarketssimultaneouslyTargetrelativelylargepercentageofnationalmarketfromtheoutsetEstablishpresenceinlocalmarketorregion,thenmoveontothenextInitiallytargetsmallpercentageofnationalmarket,thenattempttoincreasescale“Serialreplicator”“Sneakyscaler”“Bigbang”“Blitzkreig”4primarymodelsexistforrollout19RiskVelocityofgrowth(inagivenyear)FunctionofManagementcapacityCapitalavailableAbilityofcompanytoreplicateskillsPhysicalavailabilityofscarceresourcesQualityofmanagementdecisionmakingFunctionofExtentof“crowding”–howcloseareyourcompetitors?Scaleadvantages–whenyoudorunintocompetition,howmuchscale/marketcaptureisnecessarytowin?Capturingscaleresources–aretherealimitednumberofkeyscarceresources(e.g.,scientists,storelocations)thatyoumustcapture?DeterminelevelofrolloutaggressivenessthroughcarefulbalanceofstrategicandoperatingriskOperatingriskStrategicrisk20RiskVelocityNumberofstoresaddedinthatyear081234567Withlowstrategicrisk,companycanaffordtoopenoptimalnumberofstores