1. Daniel Pandza, M.A. Centro de Innovación CERTIFICADO EN INNOVACIÓN G2 - ENERO-MAYO 2009 INNOVACIÓN DE MODELOS DE NEGOCIOS SESSION 03 VALUE DISCIPLINES FOR COMPETITIVE ADVANTAGE FACULTY TEAM Ing. Jorge Valdes Simancas Ing. Angel Tonatiuh Flores [ atflores@itesm.mx ] [email_address] Tel 01-(33) 3669 3000 ext. 2266 www.gda.itesm.mx/innovar GAP CAP
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3. GAP/CAP Check: Where are Your Offers on this Grid? Toyota Corolla PT Cruiser Porsche Carrera Sustainability Ford Explorer Atos Sedan Differentiation Moore (2002) Living on the Fault Line. Harper Business Press CAP high low GAP low high Chrysler Minivan Audi TT Ford Mustang VW Bug
4. GAP/CAP matrix Where are Your Offers on this Grid? Sustainability Differentiation 2002) Living on the Fault Line. Harper Business PressMoore ( CAP high low GAP low high
7. Effective strategy answer three key questions How will we Deliver value? How will we capture value? How will we create value? Developing and Managing a Successful Technology & Product Strategy; Rebeca Henderson
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10. Added Value Appropiated Value Imitation Slack Substitution Holdup The four threats to sustainability Threats to the appropiability of added value; Cinthia Montgomery
11. Scarcity Value creation zone The dynamic interplay of three fundamental market forces Threats to the appropiability of added value; Cinthia Montgomery What makes a resources valuable? Appropiability Demand
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13. Managing Inertia The Core/Context Analysis Framework Mission Critical Process shortfall creates serious and immediate risk Non-Mission-Critical All other processes Supports change Retards change Risk Reward Disengages from a process but still have active control over its outcomes (2003) Living on the Fault Line. Harper Business PressMoore Core Targeted Innovation Vector(s) Context All other Activities Differentiation Risk
14. Core & Context Context Core (2003) Living on the Fault Line. Harper Business PressMoore
15. The elements of the Business Model Value Proposition Partner Network Core Capacities Value Configuration Customer Relationship Distribution Channel Customer Segment Cost Structure Revenue Streams Success / Failure
16. Differentiation Markets Value Chains Technologies Industry advantage Competitive Advantage Drivers Competitive Advantage Effects Types of competitive advantage Each lower layer provides a stronger basis for power in the marketplace (2003) Living on the Fault Line. Harper Business PressMoore Offer advantage Category advantage Customer advantage I n c r e a s i n g I m p a c t GAP CAP Competitive Advantage Hierarchy
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27. The Product Complex configurations Hardware Software Peripherals Connectivity Installation Presales services Postsales service & support Based on understanding customer’s problem and its solution What other competitors in category have in common with you What you can show based on commitment to solve problem through a preengineered solution Complementary Products Complementary Services Whole Product Analysis
36. Consumer Value Perception Enabling Technology Aggressive High Competitive Strength but High Risk Vulnerable Easily imitated product or service Reactive Low Risk but Low Competitive Strength Reckless High Risk Low Business Gains Radical Next Generation Incremental Base New Core Product Product New Benefit Product Improvement Product Variant No Change Developing and Managing a Successful Technology & Product Strategy; Rebeca Henderson Unilever’s Managing Risk in Innovation
48. Strategy Space business model framework Product Innovator “ Dominate the Eco-System” “ Creative Destruction” “ Work Backwards from the Customer” Process Orientation Many worlds Relationship Owner Value Network Architect Degree of Differentiation Through Processes
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50. Example business model paths over time Relationship Owner Value Network Architect Product Innovator Many worlds 2000 2000 or here . . . 2000 1985 and sometimes move here . . . businesses start here . . . 1990 1962 1990 1996
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52. Innovation Economy Business Model Options The Economics of the Three Basic Positions Product Innovation Customer Solutions Infrastructure Economies Of Scope Economies Of Scale Dis economies Of Scale Winner-take-all Positions Many worlds
54. CONTACT: Daniel Pandza | Innovation Center Tecnológico de Monterrey | Campus Guadalajara Tel: 0052 (33) 3669 3000 ext. 2266 E-Mail: [email_address] URL: http://www.gda.itesm.mx/innovar Center Blog: http://paradygnamics.wordpress.com CENTRO DE INNOVACIÓN TECNOLÓGICO DE MONTERREY SERVICES Innovation Certificate for Undergraduate Students Innovation Consulting for the Business Community International Seminars and Executive Training NUEVAS PERSPECTIVAS PARA EL ÉXITO EMPRESARIAL http://paradygnamics.wordpress.com