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INNOVATION KNOWS OPPONENTS,  NARROW MINDED AND NAÏVE. PEOPLE NOT REALIZING WHAT THEY OPPOSE,  WAS ONCE UPON A TIME INNOVAT...
BACK TO THE FUTURE “ THERE ARE: COMPANIES, THAT MAKE THINGS HAPPEN… COMPANIES, THAT WATCH THINGS HAPPEN… COMPANIES,  THAT ...
NEW VALUE ANSOFF MATRIX EXISTING PRODUCTS NEW PRODUCTS EXSISTING MARKETS NEW MARKETS MARKET PENETRATION MARKET DEVELOPMENT...
NEW VALUE  FIVE FORCE MODEL  PORTER BARGAINING POWER OF CUSTOMERS THREAT OF SUBSITUTE PRODUCTS BARGAINING POWER OF SUPPLIE...
NEW VALUE  “ THE MOST SUCCESFULL COMPANIES ARE THE ONES  THAT CAN RESOLVE  THE DILEMMA OF OPPOSITES”.   Baden-Fuller and S...
BLUE OCEAN STRATEGY: CREATION OF NEW MARKETS, WITHOUT COMPETITION, WITH A NEW VALUE CHAIN FOR ALL STAKEHOLDERS.  CAPABLE O...
NEW, NEW VALUE  CO-CREATION OF VALUE:  DART MODEL. “ THE MARKET BECOMES A FORUM…” PRAHALAD & RAMASWAMY DIALOGUE RISK BENEF...
ANSOFF MATRIX EXSISTING PRODUCTS NEW PRODUCTS EXSISTING MARKETS NEW MARKETS MARKET PENETRATION MARKET DEVELOPMENT PRODUCT ...
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NEW VALUE CHAIN MODELS

8,402

Published on

Ansoff and Porter are out, in are Kim & Mauborgne and Prahalad & Ramaswamy

Published in: Economy & Finance, Business

Transcript of "NEW VALUE CHAIN MODELS"

  1. 1. INNOVATION KNOWS OPPONENTS, NARROW MINDED AND NAÏVE. PEOPLE NOT REALIZING WHAT THEY OPPOSE, WAS ONCE UPON A TIME INNOVATIVE…
  2. 2. BACK TO THE FUTURE “ THERE ARE: COMPANIES, THAT MAKE THINGS HAPPEN… COMPANIES, THAT WATCH THINGS HAPPEN… COMPANIES, THAT WONDER WHAT HAPPENED…” Peter F. Drucker
  3. 3. NEW VALUE ANSOFF MATRIX EXISTING PRODUCTS NEW PRODUCTS EXSISTING MARKETS NEW MARKETS MARKET PENETRATION MARKET DEVELOPMENT PRODUCT DEVELOPMENT DIVERSIFICATION MARKET PRODUCT
  4. 4. NEW VALUE FIVE FORCE MODEL PORTER BARGAINING POWER OF CUSTOMERS THREAT OF SUBSITUTE PRODUCTS BARGAINING POWER OF SUPPLIERS THREAT OF NEW ENTRANTS COMPETATIVE RIVALRY WITHIN INDUSTRY
  5. 5. NEW VALUE “ THE MOST SUCCESFULL COMPANIES ARE THE ONES THAT CAN RESOLVE THE DILEMMA OF OPPOSITES”. Baden-Fuller and Stopford (1994) “ MORE WITH LESS” REJUVENATION PROCESS: THE CRESCENDO MODEL BADEN-FULLER & STOPFORD 1994 GALVANIZING INTO ACTION STRECH THE ADVANTAGE BUILD NEW CAPABILITIES REMOVE COMPLEXITY
  6. 6. BLUE OCEAN STRATEGY: CREATION OF NEW MARKETS, WITHOUT COMPETITION, WITH A NEW VALUE CHAIN FOR ALL STAKEHOLDERS. CAPABLE OF TRANSFORMING CULTURAL AND/OR ECONOMICAL CONTRADICTIONS INTO OPPORTUNITIES. E-R-R-C GRID KIM & MAUBORGNE ELIMINATE CREATE REDUCE RAISE
  7. 7. NEW, NEW VALUE CO-CREATION OF VALUE: DART MODEL. “ THE MARKET BECOMES A FORUM…” PRAHALAD & RAMASWAMY DIALOGUE RISK BENEFITS TRANSPARANCY ACCESS
  8. 8. ANSOFF MATRIX EXSISTING PRODUCTS NEW PRODUCTS EXSISTING MARKETS NEW MARKETS MARKET PENETRATION MARKET DEVELOPMENT PRODUCT DEVELOPMENT DIVERSIFICATION MARKET PRODUCT FIVE FORCE MODEL PORTER BARGAINING POWER OF CUSTOMERS THREAT OF SUBSITUTE PRODUCTS BARGAINING POWER OF SUPPLIERS THREAT OF NEW ENTRANTS COMPETATIVE RIVALRY WITHIN INDUSTRY E-R-R-C GRID BLUE OCEAN KIM & MAUBORGNE ELIMINATE CREATE REDUCE RAISE CO-CREATION OF VALUE: DART MODEL. “ THE MARKET BECOMES A FORUM…” PRAHALAD & RAMASWAMY DIALOGUE RISK BENEFITS TRANSPARANCY ACCESS
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