What is your strategy?


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10 questions about strategy.

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What is your strategy?

  1. 1. What is your strategy?
  2. 2. Question # 1 What is your purpose? What is not your purpose?
  3. 3. http://www.slideshare.net/frankcalberg/what-is-the-company-purpose
  4. 4. Question # 2 What values do you have? What values do you not have?
  5. 5. Max DePree http://www.ideachampions.com/weblogs/archives/2011/01/50_awesome_quot_1.shtml http://www.spu.edu/depts/uc/response/winter2k4/goodbusiness.html Leadership is a function of questions. And the first question for a leader always is: Who do we intend to be?
  6. 6. Further inspiration http://www.slideshare.net/frankcalberg/questions-to-discover-your-values http://www.slideshare.net/frankcalberg/values-43202941
  7. 7. Question # 3 What do you do? What do you not do?
  8. 8. Strategy is about 1. choosing what not to do. 2. combining what you do in a unique way. https://hbr.org/1996/11/what-is-strategy
  9. 9. Examples of what IKEA chooses to do Examples of what IKEA chooses not to do  Clear displays in the stores which help people serve themselves.  Child care services.  Food services at the exit serving, for example, Swedish meatballs. Having many sales associates in the stores. https://hbr.org/1996/11/what-is-strategy
  10. 10. What Southwest Airlines chooses to do and not to do https://hbr.org/1996/11/what-is-strategy
  11. 11. Seeking out the new and unusual should be the strategist’s aim. http://www.mckinsey.com/insights/strategy/hidden_flaws_in_strategy
  12. 12. http://www.quicksprout.com/2011/01/20/my-5-favorite-but-often-ignored-marketing-tactics/
  13. 13. Strategic positioning means performing different activities from rivals’ or performing activities in different ways. https://hbr.org/1996/11/what-is-strategy
  14. 14. JoanMagretta:UnderstandingMichaelPorter: Theessentialguidetocompetitionandstrategy.
  15. 15. Let’s say you were starting over from scratch. Are the tasks, you do today, the tasks you would you? If yes, why? https://hbr.org/2011/08/key-questions-for-leaders
  16. 16. Industry attractiveness Competitive strength http://www.mckinsey.com/insights/strategy/enduring_ideas_the_ge_and_mckinsey_nine-box_matrix
  17. 17. The nature of the product is changing, with many products transcending their roles as material possessions that people own to become services to which they buy access. http://dupress.com/articles/future-of-manufacturing-industry/
  18. 18. Sources https://www.car2go.com http://www.mobility.ch http://www.nextbike.net http://stadtrad.hamburg.de http://www.zipcar.com
  19. 19. Market share Cash cows Invest money in ”question marks” / new promising ideas. Poor dogs  Move out of business area.  Move out of market. Stars  Growth strategy.  Invest to stay innovative and efficient. Question marks  Select ideas with the largest potential.  Invest in ideas with the largest potential. Market growth Adapted from the bcg matrix.
  20. 20. 1. What do you do? 2. What do users, suppliers and/or other partners do? http://www.mckinsey.com/insights/strategy/enduring_ideas_the_business_system
  21. 21. Further inspiration http://www.slideshare.net/frankcalberg/break-the-rules-in-education http://www.slideshare.net/frankcalberg/transportation-innovation http://www.slideshare.net/frankcalberg/stop-and-start-doing-exercise
  22. 22. Question # 4 What needs do users and potential users have?
  23. 23. http://www.slideshare.net/frankcalberg/customer-needs
  24. 24. http://www.slideshare.net/IanMcCarthy/when-customers-get-clever-managerial-approaches-to-dealing-with-creative-consumers Low cost Differentiation Broad target Low cost strategy Differentiation strategy Narrow target For example certain people and/or countries Low cost focus strategy Differentiation focus strategy Example: What kind of education do young people in Nigeria need?
  25. 25. Question # 5 Which distribution channels do you use? Which do you not use?
  26. 26. Users / students / patients Blogs and other other social media / Homes of people / Stairs in apartment buildings / Gardens / Event locations / Supermarkets and other shops / Office buildings / Production facilities / Schools and universities / hospitals / Sports centers / Train stations / Airports / Buses / Trains / Trams / Planes Suppliers You Ideas. Information. Services. Materials. Products.
  27. 27. Digital technologies are narrowing the distance between manufacturer and consumer, allowing manufacturers to bypass traditional intermediaries. http://dupress.com/articles/future-of-manufacturing-industry/
  28. 28. Instead of building large stocks of furniture, as its competitors do, MyFab provides a catalog of potential designs. Customers vote on them, and the most popular ones are put into production and shipped to buyers directly from the manufacturing sites - with no retail outlets, inventories, complicated distribution, or logistics networks. http://hbr.org/2011/05/how-to-build-risk-into-your-business-model
  29. 29. To reduce the time it takes to distribute products to customers, Zara, Dell, and Timbuk2 work with production facilities that are close to end customers. http://hbr.org/2011/05/how-to-build-risk-into-your-business-model
  30. 30. Bottle-neck ideas / knowledge / materials / products Non-critical ideas / inputs / materials / products Strategic ideas / inputs / materials / products Easily substitutable ideas / inputs / materials / products. http://www.newpointconsulting.com/pdf/BeyondKraljic_DILF.pdf Number of suppliers Value that purchase has for the buyer
  31. 31. Dependency of supplier. Market situation. Independent power position. Alliance situation. Collaboration possibility. Buyer dominance http://www.newpointconsulting.com/pdf/BeyondKraljic_DILF.pdf Buyer power resources Supplier power resources
  32. 32. Further inspiration http://www.slideshare.net/frankcalberg/11-advantages-of-using-a-blog-for-teaching
  33. 33. Serve yourself, pay what you think is fair. Thank you very much in advance for your crowdfunding contribution. When you give a tip / pay / donate, you help to 1. keep content openly accessible for anyone. 2. keep content free of advertisements. 3. support ongoing development - including updates to existing content as well as creation of new content. http://www.frankcalberg.com/thankyou
  34. 34. Question # 6 In which markets do you work? In which markets do you not work?
  35. 35. Question Examples Where are users? In which parts of a city? In which cities? In which countries? When do users need services? In the evening? On weekends? http://www.strategy-business.com/article/cs00002?pg=all Examples of questions
  36. 36. 80% of growth is explained by decisions about where to work. http://www.mckinsey.com/insights/strategy/the_art_of_strategy
  37. 37. Management’s overriding goal is to position a company and its products where the market opportunity is highest. http://ww2.cfo.com/strategy/2004/02/best-practice-doesnt-equal-best-strategy/
  38. 38. Make choices about where you will play, and where you won’t. https://hbr.org/2013/01/the-two-choices-to-make-in-str.html
  39. 39. Early in its development, Southwest Airlines defined its target market to include regular bus travelers - people who wanted to get from point A to point B in the lowest-cost, most convenient way. http://www.strategy-business.com/article/cs00002?pg=all
  40. 40. Joan Magretta: Understanding Michael Porter: The essential guide to competition and strategy”, location 2550. When you go to a foreign market, remember that you are not trying to serve the whole market. You are looking for the segment that values what you do. So when you go to Spain, don’t try to compete like existing Spanish companies.
  41. 41. Question # 7 Which types of capital / assets / resources / capabilities do you have? Which do you not have?
  42. 42. http://www.slideshare.net/frankcalberg/capital-31479248
  43. 43. Question # 8 How are you compensated / paid / rewarded / praised / financed / funded? How are you not rewarded?
  44. 44. Further inspiration http://www.slideshare.net/frankcalberg/how-are-people-paid-for-what-they-do https://delicious.com/frankcalberg/crowdfunding http://www.slideshare.net/frankcalberg/crowdfunding-35835254
  45. 45. Question # 9 What external changes are happening that you need to adapt to?
  46. 46. http://www.slideshare.net/frankcalberg/pestel
  47. 47. 2 questions for you 1. What changes are lasting? 2. What changes are momentary? http://edgeperspectives.typepad.com/edge_perspectives/2014/12/the-big-shift-in-strategy-part-1.html
  48. 48. Question # 10 How will you learn and adapt to changes?
  49. 49. In a world of accelerating change, one of our greatest imperatives is to unlearn - to challenge and ultimately abandon some of our most basic beliefs about how the world works and what is required for success. http://edgeperspectives.typepad.com/edge_perspectives/2015/01/the-big-shift-in-strategy-part-2.html
  50. 50. In a time of accelerating change, learning is essential to success. Whatever we know today is depreciating in value at an increasing rate. http://edgeperspectives.typepad.com/edge_perspectives/2015/01/the-big-shift-in-strategy-part-2.html
  51. 51. http://www.fastcompany.com/3043056/at-this-fake-hospital-linen-schlepping-droids-robo-patients-and-the-future-of-medicine Kaiser Permanente is testing new ways of curing people at a fake hospital.
  52. 52. Further inspiration http://www.slideshare.net/frankcalberg/learning-strategies-11478939 http://www.slideshare.net/frankcalberg/5-reasons-why-people-resist-change http://www.slideshare.net/frankcalberg/strategy-paradoxes-3551177 http://www.slideshare.net/frankcalberg/ideas-for-hospitals
  53. 53. Thank you for your interest. For further inspiration and personalized services, feel welcome to visit http://www.frankcalberg.com Have a great day.
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