SSE_Designing Interactive Strategy_Group5

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SSE_Designing Interactive Strategy_Group5

  1. 1. From Value Chain to Value Constellation: by Richard Normann and Rafael Ram írez Media Management VT09 HHS Andreas Bockisch | 70363 | 70363@student.hhs.se Celeste Cantú Alejandró | 70364 | 70364@student.hhs.se Nina Steiner | 70385 |70385@student.hhs.se Alejandra Fernandez del Valle | 70391 | 70391@student.hhs.se
  2. 2. Strategy <ul><li>Old thinking </li></ul><ul><ul><li>A c ompany should add value based on the right position within the value chain. </li></ul></ul><ul><li>Dell </li></ul><ul><ul><li>Deliver large orders to intermediaries on a quarterly basis </li></ul></ul>
  3. 3. Strategy <ul><li>Strategy is how a company links knowledge [competencies] and relationships [customers]. </li></ul><ul><li>New thinking </li></ul><ul><ul><li>A company should reinvent value based on the reconfiguration of actors’ roles. </li></ul></ul><ul><li>Dell </li></ul><ul><ul><li>Since the 80’s, Dell used the “configure to order” approach </li></ul></ul>
  4. 4. Customers <ul><li>Relationships are access channels to the company’s ongoing value-creating activities </li></ul><ul><li>Dell </li></ul><ul><ul><li>Establishes direct and documented relationships with all segments of customers via Internet </li></ul></ul>
  5. 5. Customers <ul><li>Value relates to the degree that customers can use them as inputs to leverage their own value creation </li></ul><ul><li>Dell </li></ul><ul><ul><li>Customers can customize their product balancing, with their own priorities, price, product features, and desired service. </li></ul></ul>
  6. 6. Competencies <ul><li>Technologies, specialized expertise, business processes and techniques </li></ul><ul><li>Dell </li></ul><ul><ul><li>Custom assembly model </li></ul></ul><ul><ul><li>Networks for manufacturing stages </li></ul></ul><ul><ul><li>Just-in-time logistics </li></ul></ul><ul><ul><li>Trained personnel for support </li></ul></ul>
  7. 7. Offerings <ul><li>Embodiment of activities resulting from the relationships among actors </li></ul><ul><li>Distinctions between product and service is outdated </li></ul><ul><li>Dell </li></ul><ul><ul><li>Competencies result in customized, accessible, valuable offering for the customer </li></ul></ul>
  8. 8. Strategic Implications <ul><li>Customers should be urged to take advantage of dense offerings and create value for themselves. </li></ul><ul><li>Dell </li></ul><ul><ul><li>Users can configure and build their own computer with a mix of their preferred components </li></ul></ul>
  9. 9. Strategic Implications <ul><li>Growing complexity and variety in offerings demands the same from the relationships that produce them. </li></ul><ul><li>Dell </li></ul><ul><ul><li>mainly in charge of assembly: “we are continuing to expand our use of original design manufacturing partnerships and manufacturing outsourcing relationships.” 1 </li></ul></ul><ul><ul><li>1 2006 Dell Annual Report (http://en.wikipedia.org/wiki/Dell#Commercial_aspects) </li></ul></ul>
  10. 10. Strategic Implications <ul><li>The main source of competitive advantage is redefining an entire value-creating system and making it work. </li></ul><ul><li>Dell </li></ul><ul><ul><li>Just-in-time approach through closeness to costumers and low inventories </li></ul></ul><ul><ul><li>Worldwide technical support system </li></ul></ul>
  11. 11. Conclusion <ul><li>Enabling the customer to generate value for itself </li></ul><ul><li>Reconfiguring relationships and business systems accordingly </li></ul><ul><li>Effectively implementing the new system </li></ul><ul><li>Enlarging knowledge-base continuously </li></ul><ul><li>generates profitability </li></ul>

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