1.
Estratégia

2.
Teoria

3.
Definição militar de estratégia
A plan of action designed to achieve a
particular goal.
How a battle is fought is a matter of tactics: the terms and
conditions that it is fought on and whether it should be
fought at all is a matter of strategy.
Fonte: http://en.wikipedia.org/wiki/Strategy
Fonte:

4.
Definição de estratégia para empresas
Approach to future that involves:
(1) examination of the current and anticipated factors associated with
customers and competitors (external environment) and the firm itself
(internal environment),
(2) envisioning a new or effective role for the firm in a creative manner,
and
(3) aligning policies, practices, and resources to realize that vision.
Fonte: http://www.businessdictionary.com/definition/corporate-strategy.html

5.
“It is the customer who really matters”
“… you must recognize that it is the customer who really matters, and
that the customers are always different. It is a fatal mistake to
commoditize them.”
“It is critical that you try to understand your customersʼ needs, to segment
them so that you can recognize their differences, and to assess your
competencies as a firm so that you can offer not just products, but
also creative and unique solutions to each customerʼs pressing
needs.”
“…the essence of strategy becomes not to achieve sustainable
competitive advantage with competitors as the benchmark – but to
achieve customer bonding, with the customer as the driving force.”
Fonte: Prof. Arnoldo Hax - The Delta Model

6.
Definindo estratégia pelo Delta Model (DM)

7.
Delta Model (DM)

8.
8 posições estratégicas

9.
Best Product

10.
Total Customer Solutions

11.
System Lock-in

12.
Outras formas de ver o delta model (1/2)

13.
Outras formas de ver o delta model (2/2)

14.
10 axiomas do Prof. Arnoldo Hax
1. The center of strategy is the customer
2. You donʼt win by beating the competition; you win by achieving customer
bonding
3. Strategy is not war; it is love
4. A product-centric mentality is constraining; open your mindset to include the
customers, the suppliers, and the complementors as your key constituencies
5. Try to understand your customer deeply. Strategy is done one customer at a
time
6. Commodities only exist in the minds of the inept
7. The foundations of strategy are two:
• Customer Segmentation and Customer Value Proposition
• The Firm as a Bundle of Competencies
8. Reject the two truisms:
• “The customer is always right,” and
right,”
• “I know the customer needs and how to satisfy them.”
them.”
9. The strategic planning process is a dialog among the key executives of the
firm – seeking consensus on the direction of the organization
10. Metrics are essential; experimentation is crucial

15.
Business Model Generation
Customer
Relationships
Key Value
Activities Proposition
Key Partners
Customer
Segments
Key Channels
Resources
Cost Structure Revenue Streams

16.
Exemplos

17.
Exemplos das 8 posições estratégicas

18.
Segmentação pelo ciclo de vida do cliente

19.
Proposição de valor - o que e como (DM)

20.
Segmentação + proposição de valor (DM)

21.
Competências (DM)

22.
Business Model - Nespresso

23.
Business Model - iPod + iTunes

24.
Ferramentas
para entender o cliente

25.
Formas de segmentação de clientes (DM)
• desejo do cliente fazer negócio conosco: compreende três tipos de
conosco: três
relecionamento (transação - compra e vai embora, suporte - compra mas pede ajuda
embora,
e relacionamento - não só compra como interage constantemente). É a segmentação
constantemente).
mais simples.
• graus de valor que conseguimos adicionar ao cliente: nas palavras do Prof.
cliente:
Arnoldo Hax "this is perhaps the most effective way of segmenting the customer when
business conditions allow its use".
• ciclo de vida do cliente: serve para quando as necessidades do cliente evoluem
cliente:
com o tempo. Por exemplo, um profissional recém formado tem necessidades
exemplo, recém
diferentes se comparado com um profissional com 20 anos de carreira.
carreira.
• diferentes padrões de compra: é baseado em quanto o cliente está disposto a
compra:
pagar. Faz sentido para produtos físicos (VW, desde Gol até Touareg). Tb pode fazer
pagar. Touareg).
sentido para serviços (Itaú x Itaú Personnalite ou restaurantes).
restaurantes).
• canais: de acordo com o Prof. Arnoldo Hax "if we are dependent upon a third party to
canais:
reach our customer, it is a top priority to seek and obtain a full strategic alignment with
the channel".

26.
Shifting the perspective
Organization-centric business model design
What can we sell to customers?
How can we reach customer most efficiently?
What relationships do we need to establish with customers?
How can we make money from our customers?
Customer-centric business model design
What job(s) does our customer need to get done and how can we help?
What are our customerʼs aspirations and how can we help him live up to them?
customerʼ
How do our customers prefer to be addressed?
How do we, as an enterprise, best fit into their routines?
What relationship do our custumers expect us to establish with them?
For what value(s) are customers truly willing to pay?

27.
Mapa de empatia

28.
Mapa de empatia (see, hear, think and feel)

29.
Mapa de empatia (say and do, pain/gain)

30.
Ferramentas
para definir
proposição de valor

31.
Proposição de valor (BMG)
A Value Proposition creates value for a Customer Segment through a
distinct mix of elements catering to that segmentʼs needs. Values
may be quantitative (e.g. price, speed of service) or qualitative (e.g.
design, customer experience).
Lista não exaustiva de proposições de valor:
• Newness
• Performance
• Customization
• “Getting the job done”
• Design
• Brand / status
• Price
• Cost reduction
• Risk reduction
• Accessibility
• Convenience / usability

32.
Proposição de valor
Fonte: Guerrilla Consulting (http://bit.ly/9mqHFt)
Fonte: (http://bit.ly/9mqHFt)

33.
Ferramentas
para entender
competências existentes e
desejadas, ameaças e
fraquezas

34.
Bundle of competencies (DM)

35.
Lições do Delta Model (1/2)
Think of your firm as a bundle of competencies, not merely as an engine for
developing, making and distributing products.
This is a major switch in mindset. So many firms are frustrated, particularly with
the low returns that they get from their technology investments, because they
tend to apply that technology strictly to the development of new products or to
making them more efficient. Because of the pervasive nature of technology, it can
seldom be the source of singular competitive advantage. However, if we use our
knowledge base to provide solutions for our customers, it is most likely that we
will produce singular answers.
Understand deeply your customer needs. Segment the customer base to
differentiate meaningful value propositions to each customer tier.
This is another task that sometimes is neglected in the business world.
Companies tend to give much more attention to their competitors than to their
customers. It is much easier to search for sources of growth and profitability once
you understand in a granular way your customer base.

36.
Lições do Delta Model (2/2)
The key to exploit opportunities for growth and profitability is to match your
competencies with your customer needs. Try to be creative, bold, and fast.
Customer segmentation and value proposition, plus existing and desired
competencies analysis are the genuine foundations of a proper strategy.
Understanding your competencies and your customers and matching your
capabilities with your customers’ needs is of the essence.
The great companies play simultaneously in the three vertices of the Triangle:
• Best Products: All of them enjoy outstanding operational effectiveness which
produces a low-cost infrastructure and a differentiated stream of products of great
quality.
• Total Customer Solutions: All of them have a deep understanding of their
customers, who receive creative and unique value propositions.
• System Lock-In: All of them have at least one legitimate leadership claim to
achieve some form of System Lock-in. This is normally achieved through
admirable innovation and effective use of information technology.

37.
Unbundling the corporation

38.
Unbundling the corporation
• Foco em apenas um tipo de negócio
• Caso contrário haverá conflitos.
• Exemplo: Amazon
– Foco em Customer Relationship Management e em
Infrastructure Management
– Programa de Afiliados usa a infraestrutura da Amazon
mas como garantir a qualidade da relação com o
cliente?

39.
Blue Ocean Strategy
Eliminate: which factors can you eliminate
that your industry has long competed on?
Reduce: which factors should be reduced
well below the industryʼs standard?
industryʼ
Raise: which factors should be raised well
above the industryʼs standard?
industryʼ
Create: which factors should be created that
the industry has never offered?

40.
SWOT

41.
Avaliando ameaças

42.
Avaliando ameaças

43.
Avaliando ameaças

44.
Avaliando oportunidades

45.
Avaliando oportunidades

46.
Avaliando oportunidades

47.
Ferramentas
para definir
objetivos e indicadores

48.
Objetivos estratégicos e indicadores

49.
Objetivos estratégicos e indicadores

50.
Objetivos estratégicos e indicadores (exemplo)

51.
Objetivos estratégicos e indicadores (exemplo)

52.
SMART KPIs

53.
Recapitulando

54.
Definindo estratégia pelo Delta Model (DM)

55.
8 posições estratégicas

56.
Business Model Generation
Customer
Relationships
Key Value
Activities Proposition
Key Partners
Customer
Segments
Key Channels
Resources
Cost Structure Revenue Streams

57.
Mãos à obra

58.
Mãos à obra
• Definir segmentação de clientes e respectivas propostas de valor.
• Colocar essas informações no triângulo do Delta Model.
• Entender quais são as competências existentes e necessárias e
qual o gap entre elas.
• Entender o ambiente da empresa.
• Definir quais segmentos atender e quais não atender (missão,
purpose).
• Baseado nos itens acima, planejar os passos para chegar nesses
objetivos.
• Monitorar a execução desses passos por meio de processo
orçamentário e indicadores (KPIs).