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  1. 1. Estratégia
  2. 2. Teoria
  3. 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: Fonte:
  4. 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:
  5. 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. 6. Definindo estratégia pelo Delta Model (DM)
  7. 7. Delta Model (DM)
  8. 8. 8 posições estratégicas
  9. 9. Best Product
  10. 10. Total Customer Solutions
  11. 11. System Lock-in
  12. 12. Outras formas de ver o delta model (1/2)
  13. 13. Outras formas de ver o delta model (2/2)
  14. 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. 15. Business Model Generation Customer Relationships Key Value Activities Proposition Key Partners Customer Segments Key Channels Resources Cost Structure Revenue Streams
  16. 16. Exemplos
  17. 17. Exemplos das 8 posições estratégicas
  18. 18. Segmentação pelo ciclo de vida do cliente
  19. 19. Proposição de valor - o que e como (DM)
  20. 20. Segmentação + proposição de valor (DM)
  21. 21. Competências (DM)
  22. 22. Business Model - Nespresso
  23. 23. Business Model - iPod + iTunes
  24. 24. Ferramentas para entender o cliente
  25. 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. 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. 27. Mapa de empatia
  28. 28. Mapa de empatia (see, hear, think and feel)
  29. 29. Mapa de empatia (say and do, pain/gain)
  30. 30. Ferramentas para definir proposição de valor
  31. 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. 32. Proposição de valor Fonte: Guerrilla Consulting ( Fonte: (
  33. 33. Ferramentas para entender competências existentes e desejadas, ameaças e fraquezas
  34. 34. Bundle of competencies (DM)
  35. 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. 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. 37. Unbundling the corporation
  38. 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. 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. 40. SWOT
  41. 41. Avaliando ameaças
  42. 42. Avaliando ameaças
  43. 43. Avaliando ameaças
  44. 44. Avaliando oportunidades
  45. 45. Avaliando oportunidades
  46. 46. Avaliando oportunidades
  47. 47. Ferramentas para definir objetivos e indicadores
  48. 48. Objetivos estratégicos e indicadores
  49. 49. Objetivos estratégicos e indicadores
  50. 50. Objetivos estratégicos e indicadores (exemplo)
  51. 51. Objetivos estratégicos e indicadores (exemplo)
  52. 52. SMART KPIs
  53. 53. Recapitulando
  54. 54. Definindo estratégia pelo Delta Model (DM)
  55. 55. 8 posições estratégicas
  56. 56. Business Model Generation Customer Relationships Key Value Activities Proposition Key Partners Customer Segments Key Channels Resources Cost Structure Revenue Streams
  57. 57. Mãos à obra
  58. 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).