思想与战略(1)

AT-CZG002-120199Coyne-MSTRIdeasandStrategyPRESENTATIONTO***BUSINESSPLANCOMPETITIONPARTICIPANTS1AT-CZG002-120199Coyne-MSTRToday•Developinganidea•Assessingyouridea•Describingyourstrategy•Acoupleofwrinkles2AT-CZG002-120199Coyne-MSTRDevelopinganidea•Whybrainstormingusuallyfails•3frameworks–Producttrees–4killerquestions–The5Csmodel3AT-CZG002-120199Coyne-MSTRUnexpectedusersHeavyusersPotentialusersblockedbyoneobstaclePotentialuserswhodifferinonewayfromcurrentusersCreativebundlingtoeliminatecomplementsRadicaldistortionsofkeyvalueequationcomponentsNewusesforexistingproductsNewusersforexistingproductsNewwaystomeetexistingneedsStimulatingnewneeds...radicallymodifyexistingproducts...generateradicalincreasesinexistingproductsales...developnewproductsSearchforkillerproductideasbyexploringopportunitiesto...Productideatree4AT-CZG002-120199Coyne-MSTRWhatwouldittaketomakemyproductathalfthecost?RadicaldistortionofkeyvalueequationcomponentsCanIreducebyhalfordoublemydistributioncost?CouldIoffermyproductat5timesthecostifithadgreaterfeature/function?CouldIdoublemyproductdepthorcutbreadthinhalf?Whatinput,ifreducedbyhalfthecost,wouldallowmetocutmyprice20%?QuestionExistingexample•SouthwestAirlines•PCclones•Personalshopper•Mailorder•Premiumicecream•PetSmart•BabySuperstore•Zincinbatteries•Low-ratecreditcardsforhighcreditratingPotentialidea•6packsofsingle-use,lightweight,disposableumbrellas•Discountrealtors•Abankwithhomecashdelivery•Homedecoratorsuperstore•IndustrialpawnshopforsmallbusinesslendingProductideatree5AT-CZG002-120199Coyne-MSTR1.Whatisthebiggesthassleaboutthisproduct?•Forwhatsubgroupofusers...•Forwhatsubgroupofusages...•Etc.2.WhatdotheBatmanmovie,rollerblades,andBenandJerry’shaveincommon?3.HowwouldIdothingsdifferentlyifIhadperfectinformation?4.Wherearethesearch,orderentry,andtrackingcostsalargepercentageoftotalcosts?4killerquestions6AT-CZG002-120199Coyne-MSTRRawmaterialsuppliersVolumeCostsConcentratesurplusfromsuppliers2CostsCompeteforsurplus1ClientOEMCostsConcentratesurplusfromchannels2RetailerCapturesurplusfromcustomers3PriceCooperatetocapturesurplus5Createnewdemand4The5Csmodel7AT-CZG002-120199Coyne-MSTRToday•Developinganidea•Assessingyouridea–Howpowerful?–Howlarge?•Describingyourstrategy•Acoupleofwrinkles8AT-CZG002-120199Coyne-MSTRCreateanewstandardofperformancethatpreviouslywasnotrecognizedasimportantbutbecomesoneofthecriticalbuyingfactorsforatargetmarketInvent:createanewstandardAcceleratepaceofinnovationinacriticalperformancedimensionby3-5yearsInnovate:radicallyimproveanexistingimportantstandardUniqueperformancePerformanceenhancement9AT-CZG002-120199Coyne-MSTR*ComparedtoTheGap**ComparedtoIBMandCompaqPercentbelowcompetitors50502020HomeDepotAmazonStaplesOfficeDepotOldNavy*CompUSADell**Gateway**CommodoreAmericaWestPeopleExpressE-PlusOrangeMobilcomRetailersPCmanufacturersAirlinesTelecomIomegaZipDriveOtherAveragepricediscountsof30-45%20-5020-8040503040-5050-7060-7030-5020-3015Price-basedvaluepropositionsmustofferextremediscounttomarket10AT-CZG002-120199Coyne-MSTR•Primaryeffects•SecondaryeffectsEstimatingmarketsize11AT-CZG002-120199Coyne-MSTRToday•Developinganidea•Assessingyouridea•Describingyourstrategy•Acoupleofwrinkles12AT-CZG002-120199Coyne-MSTRAstrongbusinessconcept...WheretocompeteHowtocompete...drivingareinforcingbusinesssystemDeliverCommunicateDescribingyourstrategy13AT-CZG002-120199Coyne-MSTR•Productrange•Targetcustomers•Channels•GeographyWheretocompete14AT-CZG002-120199Coyne-MSTR“Thecompellingreasonwhythetargetcustomershouldbuyyourproductinsteadofalternatives”Valueproposition“Whycompetitorscannotcopyyouonceitisobviousyouaresucceeding”Sustainablecompetitiveadvantage+Howtocompete15AT-CZG002-120199Coyne-MSTRReinforcingbusinesssystemProvidethevalueDesignproduct,processProcure,manu-factureDistributeServicePriceSalesmessageAdver-tisingPromotion,PRCommunicatethevalue16AT-CZG002-120199Coyne-MSTRToday•Developinganidea•Assessingyouridea•Describingyourstrategy•Acoupleofwrinkles17AT-CZG002-120199Coyne-MSTR•Realvalue–Absoluteresourcescarcity–Truenetworkexternalities•Falsevalue–“Controllingthespace”Howvaluableisthefirstmoveradvantage?18AT-CZG002-120199Coyne-MSTRLevelsofrolloutaggressivenessHigh(“Bigbet”)Low(“bootstrapper”)ReplicatorScalerLocalNationalNaturalbusinessscaleEstablishpresenceinmanylocalmarketssimultaneouslyTargetrelativelylargepercentageofnationalmarketfromtheoutsetEstablishpresenceinlocalmarketorregion,thenmoveontothenextInitiallytargetsmallpercentageofnationalmarket,thenattempttoincreasescale“Serialreplicator”“Sneakyscaler”“Bigbang”“Blitzkreig”4primarymodelsexistforrollout19AT-CZG002-120199Coyne-MSTRRiskVelocityofgrowth(inagivenyear)Functionof•Managementcapacity•Capitalavailable•Abilityofcompanytoreplicateskills•Physicalavailabilityofscarceresources•QualityofmanagementdecisionmakingFunctionof•Extentof“crowding”–howcloseareyourcompetitors?•Scaleadvantages–whenyoudorunintocompetition,howmuchscale/marketcaptureisnecessarytowin?•Capturingscaleresources–aretherealimitednumberofkeyscarceresources(e.g.,scientists,storeloca