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Fan-oriented 전략 연세대 포럼


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2011년 6월 29일에 연세대학교에서 열렸던 EICG 주최의 "Fan-oriented Strategy - Intend to be the Only One: A Key to Strong Success in Today's Business Environment" 슬라이드입니다.

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Fan-oriented 전략 연세대 포럼

  1. 1. EICG, HQ Seoul<br />June 29th, 2011<br />,biz<br />INTEND!<br />Fan-oriented Strategy<br />Intend to be the Only One: A Key to Strong Success in Today’s Business Environment<br />Presented by<br />이은세<br />CO, EICG<br />
  2. 2. The World’s Hottest Management Idea Workshop<br />The World’s Hottest Management Idea Workshop, EICG<br />EICG는 독자적인 경영아이디어의 창조로 No. 1이 아닌 Only One을 만들어 갑니다.<br /> <br />EICG는 경영난제에 대한 솔루션을 제공하지도, 또 그를 위한 영업을 하지도 않습니다.<br />따라서 경영컨설턴시를 원하시면 저희에게 오실 필요 없습니다.<br /> <br />EICG는 경영아티스트 그룹입니다.<br />EICG는 EICG만의 아이디어를 통해 고객사의 최고의사결정자를 변화시키고,<br />그를 통해 고객사의 가장 윗부분부터 가장 아랫부분까지를 흔들어 <br />제대로 된 방향으로 가게 만듭니다.<br />EICG는 고객사의 이쪽 끝부터 저쪽 끝까지를 하나로 단결시켜 제대로 된 길을 가는데<br />더욱 큰 Drive와 Initiative를 획득하게 합니다.<br /> <br />당신이 원하시는 것이 그것이라면, EICG는 당신을 만나고 싶습니다.<br /> <br /> / / +82-70-8848-8026<br />EICG doesn’t make you number one.<br />We PROUDLY make you the ONLY ONE!<br />이 은 세<br />Chief Originator,<br />EICG<br />사업가, 경영전략가, 아마추어 저널리스트<br /><ul><li>연세대학교 경영학과 卒
  3. 3. 現 EICG 창업자 및 Chief Originator
  4. 4. 前 EUNSE INTERNATIONAL 대표컨설턴트</li></ul>TWITTER: @E_Mastermind<br />Facebook: /eunse<br />
  5. 5. Barn’s Burnt Down,<br />Now I Can See the Moon.<br />헛간이 불에 타 무너져 내렸다.<br />그리고 나는 달을 보았다.<br />Mizuta Masahide,<br /> a Japanese Samurai & Poet<br /> (1657 – 1723)<br />
  6. 6. What is Strategy?!<br />전략은 목표의 달성을 위해 각각의 결정들이 어떻게 연결될 것인가(How Different Engagements are Linked) <br />에 관한 것이다.<br />Reference: What is Strategy, Michael E. Porter, HBR, Nov. 1996<br />
  7. 7. “Strategy is…<br />NOT! Doing Things Right, But<br />DOING THE RIGHT THINGS.”<br />- Peter Drucker & Many Others<br />
  8. 8. “그러나우리가 말하는 <br />옳은 일(the Right Things)이 과연 <br />무엇을 위한 옳은 일인가?”<br />“우리가 말하는 옳은 일이 과연 무엇을 위한 옳은 일을 의미하는가? 매출의 증대인가? 수익성의 증대인가? 혹은 시장에서 주가의 제고를 위한 것인가?”<br />“그리고 설령 이중의 하나가 우리 전략의 “목적”, 즉 “왜”에 대한 답이 될 수 있다고 하더라도, 우리의 “왜”가 우리 경쟁자들의 “왜”와 어떻게 다른가? 그리고 만약 그들과 우리의 “왜”가 동일한 것이라면, 우리는 그들과 같은 목표를 위해 경쟁하고 있는 것이 된다. 이는 우리가 우리만의 게임을 가질 수 없음을 의미한다.<br />“우리는 무엇인가를 놓치고 있다. 전략의 수립보다 더욱 중요한 무엇인가가 우리의 레이더 밑에 숨어있다. 그리고 우리가 그에 대한 해답을 찾아내지 못하는 한, 우리는 진정한 승리자가 될 수 없다. 그리고 진정한 승리자는 ‘Number One’이 아닌 ‘Only One’을 의미한다.<br />
  9. 9. Strategy is <br />NOT about being the Number One, but about being the<br />ONLY ONE!<br />
  10. 10. Source:<br />
  11. 11. Art<br />or <br />Technique?<br />
  12. 12. The problem in America is that <br />our fascination with <br />the tools of management obscures <br />our apparent ignorance of the art.<br />- Tom Peters, “In Search of Excellence”<br />
  13. 13. “Cold Coffee”<br />
  14. 14. #1 in Fortune GLOBAL 500, <br />with Gross Revenues of <br />$ 408,214 Million!<br />(Korea’s GDP: $ 986,300 Million)<br />
  15. 15. “I believe <br />every merchant must be an agent for customers”<br />“나는 상인이라면 고객들의 대리인이 되어야 한다고 믿는다.”<br />- Sam Walton, Founder/Former President of Wal-mart<br />
  16. 16. #1 in S&P 500 (Non-oil), <br />with Market Cap of <br />$ 318.98 Billion!<br />(SS’s Mkt Cap: $ 12 Billion)<br />
  17. 17. Apple Inc.’s Strategy:<br />The Company is committed to bringing the best user experience to its customers through its innovative hardware, software, peripherals, services, and Internet offerings. The Company’s business strategy leverages its unique ability to design and develop its own operating systems, hardware, application software, and services to provide its customers new products and solutions with superior ease-of-use, seamless integration, and innovative industrial design. The Company believes continual investment in research and development is critical to the development and enhancement of innovative products and technologies. In conjunction with its strategy, the Company continues to build and host a robust platform for the discovery and delivery of third-party digital content and applications through the iTunes Store.The iTunes Store includes the App Store and iBookstore, which allow customers to discover and download third-party applications and books through either a Mac or Windows-based computer or wirelessly through an iPhone, iPad or iPod touch. The Company also works to support a community for the development of third-party software and hardware products and digital content that complement the Company’s offerings.Additionally, the Company’s strategy includes expanding its distribution to effectively reach more customers and provide them with a high-quality sales and post-sales support experience. The Company is therefore uniquely positioned to offer superior and well-integrated digital lifestyle and productivity solutions.<br />- Source: Apple Inc 10-K FY 2010<br />
  18. 18. 3.4% vs. 12%<br />425 vs. 856<br />Source: WMT 10-K FY 2010 / WFMI 10-K FY 2010<br />“When we found there was one around my home, <br />which we just moved in, my wife and I almost cried because we were so happy!”<br />- Tom Peters<br />
  19. 19. “We seek out the finest natural and organic foods available, maintainthe strictest quality standards in the industry, and have an unshakeable commitment to sustainable agriculture.Add to that, the excitement and fun we bring to shopping for groceries…”<br />“We go to extraordinary lengths to satisfy and delight our customers.We want to meet or exceed their expectations on every shopping trip.We know that by doing so we turn customers into advocates for our business. Advocates do more than shop with us, they talk about Whole Foods to their friends and others.<br />
  20. 20. “We Have a Strategic Plan.”<br />“It’s Called,<br />DOING THINGS!”<br /><ul><li>Herb Kelleher</li></li></ul><li>The Fan-oriented Strategy<br />Implementation:<br />Intend to be the Only One<br />Communicate Your Intention<br />Find the Crowd that Appreciate Your Intention<br />FOCUS on the Fans<br />Reinforce the Intention<br />Repeat 2 through 6<br />Heads-up:<br />Applicable to Any Business in Any Industry<br />Exclusively Focus in Alignment<br />Not Local, But All-out Commitment<br />Try to be Number One, Be Crucified!<br />Intending is easy. Alignment is Hard<br />Fandom Market<br />By Doing Originally<br />Strategic Advantages:<br />Fandom Locks-in<br />Fandom Spreads<br />Fandom Pays<br />Fandom Talked About<br />Fandom Cool!<br />Mass Market<br />Market Volume / Profitability / Reach<br />By Doing Better<br />Indifferents<br />Nokia<br />By Doing Cheaper<br />Samsung<br />Apple Inc.<br />Fandom Spread<br />
  21. 21. Source: Nicholas Weston<br />
  22. 22. 9% vs. 15%<br />Source: APPL 10-K FY 2009, SS AR FY 2009<br />
  23. 23. “Genius is the Ability <br />to Assemble <br />What’s Already Existing <br />in a New Way”<br />- Donald Trump<br />
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  28. 28. Dreamketing:Dream + Marketing<br />Gian Luigi LonginottiBuitoni, Former CEO, Ferrari NA<br />“오늘날의 비즈니스는 양극화 되고 있다. 한 쪽의 비즈니스는 일상용품처럼 다뤄지나, 다른 한 쪽의 비즈니스는 고객들의 감성에 호소하고 그들의 꿈을 이루어주는 것으로 여겨지는 “Dream Product”이다. 오늘날의 셀 수도 없을 만큼 많은 대체재들 속에 살아가는 고객들은 일상용품으로서 단순히 Needs를 충족시키는 상품이나 서비스를 선택하기 위해 감정이나 돈을 소모하려 하지 않는다. 심지어는 Ferrari 조차 만약 고객들이 냉정히 이성적으로 판단하여 ‘이동수단’으로만 본다면 가격표에 비해 매력적이지 않을 것이다. 따라서 Needs에 접근하는 것이 아닌, 고객의 꿈과 같은 감성적 가치에 호소할 때 만이 <br />오늘날의 비즈니스에서는 고객들을 설득하고 그들로 하여금 프리미엄을 부담<br />토록 할 수 있다.”<br />
  29. 29.
  30. 30. Why is Being <br />the Only One Important?<br />“We Are Busy!”<br />“No Boundaries <br />Between Search Goods <br />& Experiential Goods.”<br />
  31. 31. Dumb & Dumber<br />
  32. 32. A Weird Internet Shopping Mall,<br />No Coupons,<br />and<br />No Promotion Codes.<br />But<br />Free Shipping,<br />Both Ways.<br />
  33. 33. “Do NOT compete on Price. Initially, we were offering all customers a $10 coupon. Sure, this would entice customers to make purchases, but fail to draw in customer loyalty. What we learned was such customers who bought because of the coupon would turn to our competitors when they offer $15 coupons.”<br />“Customer service is NOT a cost, but an investment, the goal of which is to build a lift-time-long relationship with customers. And for that, we don’t time the length of customer service calls. And for that, we refer our customers to our competitors when we’re out of the item that the customers want. I know this sounds risky, but we hope the customers will come back to us when they buy the next pair.”<br />“We don’t focus on what our competitors are doing. We only focus on our customers. Worrying about our competitors gets in the way of focusing on our customers.”<br />“Don’t rely on so-called experts. <br />We, at first, were paying top dollars <br />for consultants, but soon we realized <br />that nobody knew more about our <br />customers than ourselves do.”<br /> - Tony Hsieh, CEO<br />
  34. 34. Practical Advice:<br />INNOVATION<br />
  35. 35. $ 5,000,000,000 Brand<br />
  36. 36. 오늘은 이 자리는 <br />정말 중요한 자리입니다.<br />