CHAPTER Designing a Competitive Business Model...
Transcript of CHAPTER Designing a Competitive Business Model...
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Designing a Competitive Business Model and
Building a Solid Strategic Plan
CHAPTER 3
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A Major Shift . . .
From financial capital to intellectual capital
!!Human !!Structural !!Customer
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Strategic Management !! Is crucial to building a successful
business.
!! Involves developing a game plan to guide a company as it strives to accomplish its mission, goals, and objectives, and to keep it on its desired course.
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Strategic Management and Competitive Advantage
!! Developing a strategic plan is crucial to creating a sustainable competitive advantage, the aggregation of factors that sets a company apart from its competitors and gives it a unique position in the market that is superior to its competition.
!! Example: Shiftwise – temporary nursing
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Key: Core Competencies !! Unique set of capabilities a company
develops in key areas, such as superior quality, customer service, innovation, team-building, flexibility, responsiveness, and others that allow it to vault past competitors. !! They are what a company does best. !! Best to rely on a natural advantage (often
linked to a company s smallness ). !! Examples: Jobster and Advanced Composite
Materials
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Building a Sustainable Competitive Advantage
Superior value for customers
Sustainable competitive advantage
Capabilities
Core
competencies
Skills
Lessons learned
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Strategic Management Process
Step 1 Develop a vision and translate it into a mission statement
Step 2 Assess strengths and weaknesses
Step 3 Scan environment for opportunities and threats
Step 4 Identify key success factors
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Strategic Management Process
Step 5 Analyze competition Step 6 Create goals & objectives Step 7 Formulate strategies Step 8 Translate plans into actions Step 9 Establish accurate controls
(continued)
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Step 1: Develop a Vision and Create a Mission Statement
!! Vision – the result of an entrepreneur s dream of something that does not exist yet and the ability to paint a compelling picture of that dream for everyone to see.
!! A clearly defined vision: !! Provides direction !! Determines decisions !! Motivates people !! Allows for perseverance in the face of adversity
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Step 1: Develop a Vision and Create a Mission Statement
!! Addresses question: What business are we in?
!! The mission is a written expression of how the company will reflect an entrepreneur s values, beliefs, and vision – more than just making money.
!! Serves as a strategic compass. !! Example: Chick-fil-A
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Step 1: Develop a Vision and Create a Mission Statement !! Elements of a mission statement:
!! Purpose of the company: What are we in business to accomplish?
!! Business we are in: How are we going to accomplish that purpose?
!! Values of the company: What principles and beliefs form the foundation of the way we do business?
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Step 2: Assess Company Strengths and Weaknesses !! Strengths
!! Positive internal factors a company can draw on to accomplish its mission, goals, and objectives.
!! Weaknesses !! Negative internal factors that inhibit a
company s ability to accomplish its mission, goals, and objectives.
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Step 3: Scan for Opportunities and Threats
!! Opportunities !! Positive external factors the company
can exploit to accomplish its mission, goals, and objectives.
!! Threats !! Negative external factors that inhibit
the firm's ability to accomplish its mission, goals, and objectives.
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The Power of External Market Forces
Competitive Economic
Political and Regulatory
Technological
Social and Demographic
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Step 4: Identify Key Success Factors
!! Key success factors (KSFs): factors that determine the relative success of market participants.
!! The keys to unlocking the secrets of competing successfully in a particular market segment.
!! Example: John H. Daniel Company
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Identifying Key Success Factors List the skills, characteristics, and core competencies
that your business must possess to be successful in its market segment.
Key Success Factor How Your Company Rates 1. Low 1 2 3 4 5 6 7 8 9 10 High
2. Low 1 2 3 4 5 6 7 8 9 10 High
3. Low 1 2 3 4 5 6 7 8 9 10 High
4. Low 1 2 3 4 5 6 7 8 9 10 High
5. Low 1 2 3 4 5 6 7 8 9 10 High
Conclusions:
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Step 5: Analyze Competitors
!! NFIB study: Small business owners believe they operate in a highly competitive environment and the level of competition is increasing.
!! Yet, 97 percent of all U.S. businesses do not systematically track the progress of their key competitors.
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FIGURE 3.3 How Small Businesses Compete Based on: William J. Dennis, Jr., National Small Business Poll: Competition (Washington, DC: National Federation of Independent Businesses, 2003), Vol. 3, Issue 8, p. 1.
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Competitor Analysis !! Direct competitors
!! Offer the same products and services !! Customers often compare prices, features and
deals among these competitors when they shop !! Significant competitors
!! Offer some of the same or similar products or services
!! Product or service lines overlap but not completely !! Indirect competitors
!! Offer same or similar products in only a small number of areas
3 - 19 Ch. 3: Business Model and Strategic Plan
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Competitive Profile Matrix
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Is Setting Goals & Objectives Really Important?
Would you tell me, please, which way I ought to go from here? said Alice.
That depends a good deal on where you want to get to, said the Cheshire cat.
I don t much care where.! said Alice. Then it doesn t matter which way you go, said the cat.
- Lewis Carroll s Alice in Wonderland
said the cat.
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Step 6: Create Company Goals and Objectives
!! Goals: Broad, long-range attributes to be accomplished.
!! BHAGs!! Objectives: More detailed, specific targets
of performance that are S.M.A.R.T. !!Specific !!Measurable !!Assignable !!Realistic (yet challenging) !!Timely
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Step 7: Formulate Strategies
Strategy - a road map of the actions an entrepreneur draws up to achieve a company s mission, goals, and objectives. It is the company s game plan for gaining a competitive advantage.
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Step 7: Formulate Strategies
Three basic strategies:
Strategy?
Cost Leadership
Differentiation
Focus
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FIGURE 3.4 Three Strategic Options
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Cost Leadership
!! Goal: to be the low-cost producer in the industry (or market segment).
!! Low-cost leaders have advantages: !! Reaching buyers who buy on the basis of price !! The power to set the industry s price floor.
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Cost Leadership !! Cost Leadership works well when:
!! Buyers are sensitive to price changes. !! Competing firms sell the same commodity
products. !! A company can benefit from economies of scale.
!! Example: Anytime Fitness
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Differentiation !! Company seeks to build customer loyalty
by positioning its goods or services in a unique or different fashion.
!! Idea is to be special at something customers value.
!! Key: Build basis for differentiation on a distinctive competence, something that the small company is uniquely good at doing in comparison to its competitors.
!! Examples: Vosges-Haut Chocolate, Ice Hotel, and Indigenous Designs
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Focus !! Company selects one or more customer
segments in a market, identifies customers special needs, wants, or interests, and then targets them with a product or service designed specifically for them.
!! Strategy builds on the differences among market segments.
!! Rather than try to serve the total market, the company focuses on serving a niche (or several niches) within that market.
!! Example: American Plume and Fancy Feather
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Step 8: Translate Strategies into Action Plans
!! Survey of senior executives: Companies achieved only 63% of the results in their strategic plans.
!! Create projects by defining: !! Purpose !! Scope !! Contribution !! Resource requirements !! Timing
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Step 9: Establish Accurate Controls
!! Plan establishes the standards against which actual performance is measured.
!! Entrepreneur must: !! Identify and track key performance
indicators. !!Take corrective action.
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Balanced Scorecards !! A set of measurements unique to a
company that includes both financial and operational measures
!! Gives managers a quick, yet comprehensive, picture of a company s overall performance.
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Balanced Scorecards Five Perspectives:
1.! Customer: How do customers see us? 2.! Internal Business: At what must we excel? 3.! Innovation and Learning: Can we continue
to improve and create value? 4.! Financial: How do we look to shareholders? 5.! Corporate Citizenship: Do we meet our
responsibility to society as a whole, the environment, the community, and other external stakeholders?
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3 - 34 Ch. 3: Business Model and Strategic Plan
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Conclusion The strategic planning process:
!! Begins with the nine steps.
!! Becomes more efficient each time.
!! Teaches entrepreneurial discipline for a higher chance of survival.
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Business Model !! Value proposition !! Revenue generation !! Capabilities and
processes !! Position in the value
chain
3 - 36 Ch. 3: Business Model and Strategic Plan
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