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Chris Moore - Competing to be unique


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Competing to be unique

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Chris Moore - Competing to be unique

  1. 1. Competing to be Unique
  2. 2. BEING THE BEST - Best Practice Processes and Systems  Client response times  Student enrolment process  Resource Management  Teacher recruitment & CPD  Accommodation allocation  Data management  Timetabling, occupancy  CRM  Course design NOW WHAT? OPERATIONAL EXCELLENCE  Maximising resources  Reducing wastage  Optimising efficiency
  3. 3. Competitive Convergence
  4. 4. Competing for Value Price is what you pay. Value is what you get.
  5. 5. Beware the 5 Forces
  6. 6. The 5 Forces
  7. 7. Force 1 – Supplier Bargaining Power
  8. 8. Force 2 – Buyer Bargaining Power Sales Direct Referrals Agencies
  9. 9. Force 3 – Threat of Substitutes • Elearning • Mlearning • Games-based learning • App-based learning • Video-based learning • Peer-to-peer learning • Virtual worlds learning • Webex, skype, gotomeeting.. • MOOCs • Better in-country language teaching • Google Translate
  10. 10. KERRR–CHING!!! $10m €3.5m $15m $8.5m
  11. 11. Force 4 – Threat of New Entrants LOW BARRIERS TO ENTRY  Rooms  IT systems  Teachers  Accommodation  very few ‘sunk costs’ HIGHER BARRIERS  Accreditation  Relationships with agents  Crowded key locations  Creating a USP
  12. 12. Force 5 - The Competition…
  13. 13. Introducing… Strategy “Strategy can be viewed as building defenses against the competitive forces or finding a position in the industry where the forces are weakest.” Michael Porter “You don’t have a real strategy if it doesn’t pass these two tests: that what you’re planning to do really matters to your existing and potential customers; and second, it differentiates you from your competition.” Verne Harnish
  14. 14. Creating Unique Value – Your UVP Your Unique Value Proposition: What are you going to sell? Who to? Why are they going to buy from you? What’s the U in your USP?
  15. 15. Creating Unique Value – Your UVC Your Unique Value Chain How are you going to realise the UVP? How will you configure your resources most effectively? How will bring external partners and suppliers on side? and… How will you stop others from copying you?
  16. 16. Strategic Choice 1: DIFFERENTIATION
  17. 17. Strategic Choice 2: FOCUS “2 inches wide, 2 miles deep” Just say No!
  18. 18. Strategic Choice 3: COST MANAGEMENT
  19. 19. Strategic Choice 3: COST MANAGEMENT
  20. 20. Aligning the Company Suppliers Course Delivery Sales Marketing Buyers Human Resources Company Infrastructure Technology Procurement Primary Inputs Support structures
  21. 21. Communicating the Strategy
  22. 22. KISS!
  23. 23. To summarise 1. Operational excellence – yes. Operating in the same way as everyone else – no. 2. There is no point in size or growth if those are profitless. 3. Competitive advantage is about creating unique value for customers. If you have a competitive advantage, it will show up on your P&L. 4. A distinctive value proposition is essential for strategy. But if it doesn’t require a specifically tailored value chain to deliver it, it will have no strategic relevance. 5. Don’t feel you have to ‘delight’ every possible customer out there. Say No sometimes. 6. Focus, differentiate, lead on costs, align the organisation, execute brilliantly, measure, improve and deepen what you do.
  24. 24. To continue the conversation.. e: t: +44 7788 294853 s: chris.moore.slc w: