思想与战略课件

12五月2024思想与战略TodayDevelopinganideaAssessingyourideaDescribingyourstrategyAcoupleofwrinklesAT-CZG002-120199Coyne-MSTRDevelopinganideaWhybrainstormingusuallyfails3frameworksProducttrees4killerquestionsThe5CsmodelAT-CZG002-120199Coyne-MSTRUnexpectedusersHeavyusersPotentialusersblockedbyoneobstaclePotentialuserswhodifferinonewayfromcurrentusersCreativebundlingtoeliminatecomplementsRadicaldistortionsofkeyvalueequationcomponentsNewusesforexistingproductsNewusersforexistingproductsNewwaystomeetexistingneedsStimulatingnewneeds...radicallymodifyexistingproducts...generateradicalincreasesinexistingproductsales...developnewproductsSearchforkillerproductideasbyexploringopportunitiesto...ProductideatreeAT-CZG002-120199Coyne-MSTRWhatwouldittaketomakemyproductathalfthecost?RadicaldistortionofkeyvalueequationcomponentsCanIreducebyhalfordoublemydistributioncost?CouldIoffermyproductat5timesthecostifithadgreaterfeature/function?CouldIdoublemyproductdepthorcutbreadthinhalf?Whatinput,ifreducedbyhalfthecost,wouldallowmetocutmyprice20%?QuestionExistingexampleSouthwestAirlinesPCclonesPersonalshopperMailorderPremiumicecreamPetSmartBabySuperstoreZincinbatteriesLow-ratecreditcardsforhigh

creditratingPotentialidea6packsofsingle-use,lightweight,disposableumbrellasDiscountrealtorsAbankwithhomecashdeliveryHomedecoratorsuperstoreIndustrialpawnshopforsmallbusinesslendingProductideatreeAT-CZG002-120199Coyne-MSTR1. Whatisthebiggesthassleaboutthisproduct?Forwhatsubgroupofusers...Forwhatsubgroupofusages...Etc.2. WhatdotheBatmanmovie,rollerblades,andBenandJerry’shaveincommon?3. HowwouldIdothingsdifferentlyifIhadperfectinformation?4. Wherearethesearch,orderentry,andtrackingcostsalargepercentageoftotalcosts?4killerquestionsAT-CZG002-120199Coyne-MSTRRawmaterialsuppliersVolumeCostsConcentratesurplusfromsuppliers2CostsCompeteforsurplus1ClientOEMCostsConcentratesurplusfromchannels2RetailerCapturesurplusfromcustomers3PriceCooperateto

capturesurplus5Createnewdemand4The5CsmodelAT-CZG002-120199Coyne-MSTRTodayDevelopinganideaAssessingyourideaHowpowerful?Howlarge?DescribingyourstrategyAcoupleofwrinklesAT-CZG002-120199Coyne-MSTRCreateanewstandardofperformancethatpreviouslywasnotrecognizedasimportantbutbecomesoneofthecriticalbuyingfactorsforatargetmarketInvent:createanewstandardAcceleratepaceofinnovationinacriticalperformancedimensionby

3-5yearsInnovate:radicallyimprovean

existingimportantstandardUnique

performancePerformanceenhancementAT-CZG002-120199Coyne-MSTR * ComparedtoTheGap ** ComparedtoIBMandCompaqPercentbelowcompetitors50502020HomeDepotAmazonStaplesOfficeDepotOldNavy*CompUSADell**Gateway**CommodoreAmericaWestPeopleExpressE-PlusOrangeMobilcomRetailersPCmanufacturersAirlinesTelecomIomegaZipDriveOtherAverage

pricediscounts

of30-45%20-5020-8040503040-5050-7060-7030-5020-3015Price-basedvaluepropositionsmustofferextremediscounttomarketAT-CZG002-120199Coyne-MSTRPrimaryeffectsSecondaryeffectsEstimatingmarketsizeAT-CZG002-120199Coyne-MSTRTodayDevelopinganideaAssessingyourideaDescribingyourstrategyAcoupleofwrinklesAT-CZG002-120199Coyne-MSTRAstrongbusinessconcept...WheretocompeteHowtocompete...drivingareinforcingbusinesssystemDeliverCommunicateDescribingyourstrategyAT-CZG002-120199Coyne-MSTRProductrangeTargetcustomersChannelsGeographyWheretocompeteAT-CZG002-120199Coyne-MSTR“Thecompellingreasonwhythetargetcustomershouldbuyyourproductinsteadofalternatives”Valueproposition“Whycompetitorscannotcopyyouonceitisobviousyouaresucceeding”Sustainablecompetitiveadvantage+HowtocompeteAT-CZG002-120199Coyne-MSTRReinforcingbusinesssystemProvidethevalueDesignproduct,processProcure,manu-factureDistributeServicePriceSalesmessageAdver-tisingPromotion,PRCommunicatethevalueAT-CZG002-120199Coyne-MSTRTodayDevelopinganideaAssessingyourideaDescribingyourstrategyAcoupleofwrinklesAT-CZG002-120199Coyne-MSTRRealvalueAbsoluteresourcescarcityTruenetworkexternalitiesFalsevalue“Controllingthespace”Howvaluableisthefirstmoveradvantage?AT-CZG002-120199Coyne-MSTRLevelsofrolloutaggressivenessHigh(“Bigbet”)Low(“bootstrapper”)ReplicatorScalerLocalNationalNatural

businessscaleEstablishpresenceinmanylocalmarketssimultaneouslyTargetrelativelylargepercentageofnationalmarketfromtheoutsetEstablishpresenceinlocalmarketorregion,thenmoveontothenextInitiallytargetsmallpercentageofnationalmarket,thenattempttoincreasescale“Serialreplicator”“Sneakyscaler”“Bigbang”“Blitzkreig”4primarymodelsexistforrolloutRiskVelocityofgrowth(inagivenyear)FunctionofManagementcapacityCapitalavailableAbilityofcompanytoreplicateskillsPhysicalavailabilityofscarceresourcesQualityofmanagementdecisionmakingFunctionofExtentof“crowding”–howcloseareyourcompetitors?Scaleadvantages–whenyoudorunintocompetition,howmuchscale/marketcaptureisnecessarytowin?Capturing