The document defines an exercise for attendees to split into groups and develop mobile propositions for different scenarios. Each group will define the high-level proposition, identify customer benefits and value, and scope key requirements. Groups will then present their propositions and receive feedback. The scenarios include helping friends split a dinner bill, purchasing car insurance at a dealership, and saving for a family holiday. The framework provided includes developing the proposition theme and summary, identifying benefit themes for customers, business and staff, defining the target market and key objectives.
Describes how the different parts of the Marketing roles and functions serve a company and names what leaders must expect from each part of the whole. Talk originally done for a High-Tech Seminar course at Santa Clara Uinversity MBA program.
Making Better Joe Kilbride, Kilbride Consulting, Inc. Exce.docxsmile790243
Making Better � Joe Kilbride, Kilbride Consulting, Inc.
Excerpt from Chapter 2: Making Sense
SIPOC (Customer-Supplier Chain)
What is it?
A method used to clarify the value chain in which you
operate. It is often used to:
♦ Develop team purpose or mission
♦ Identify possible “quick hit” opportunities to eliminate
some non value-added outputs
♦ Select a core process to redesign
♦ Clarity key customer or supplier relationships needing
improvement
The name SIPOC derives from the content of the chain:
Suppliers, Inputs, Processes, Outputs, Customers.
How do I use It?
� Identify the team or organizational unit for which the
SIPOC chain is being developed.
Inevitably this chain is a sub-unit of other, larger chains
and has sub-chains within it. Use your judgment to
decide the proper level of perspective, but it is
generally best to focus on the SIPOC of the group
completing the chain.
� Clarify roles and allow 30-60 minutes to complete the
chain.
� Brainstorm to fill the SIPOC one category at a time.
HINT: Suppliers and Customers are WHOs,
Inputs and Outputs are WHATs, and Processes
are HOWs. Therefore the S, I, O, and C columns
should be lists of nouns. The Process column
should be written in the form Verb-Direct Object,
e.g., Take orders, Write Code, Select vendors,etc.
To complete the chain, it usually works best to…
♦ Start with Product/Service Outputs,
♦ Then work backwards from there by identifying the
Processes that produce those outputs,
♦ The Inputs to those processes, and
♦ The Suppliers of those inputs (both internal and
external).
♦ Finish by identifying all Customers (internal and
external), i.e., anyone who receives and uses your
Product/Service outputs.
HINT: For some types of knowledge work, you
might also include anyone whose behavior you
wish to influence through your work processes.
Making Better � Joe Kilbride, Kilbride Consulting, Inc.
Excerpt from Chapter 2: Making Sense
Don’t be surprised to discover overlap
between your lists of Suppliers and
Customers. This indicates life is more non-
linear than this method, and explains why
managing these relationships can be so
challenging. At one minute, you are a
supplier; the next a customer, and often
within the same conversation.
� Refine your Processes into a final list of 5-15. You
may divide your list of processes into three types
based upon the process model illustrated at right and
described below:
CC Core
processes
directly add
value to
customers
Examples are:
• New Product Design
• Production
• After-sales support
SS Support
processes
enable the
Core
processes
Examples are:
• Finance
• Facilities management
• Information management
GG Governing
processes
direct or
monitor other
processes
Examples are:
• Strategic Planning
• Performance Reviews
� Analyze the chain to identify areas for improvement.
Use a red pen to “f ...
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
This presentation is for the TCN Venture Fast Track. Please review the slides in conjuntion with the below video:
http://www.youtube.com/watch?v=ALjvwVHHzh8&feature=share
Describes how the different parts of the Marketing roles and functions serve a company and names what leaders must expect from each part of the whole. Talk originally done for a High-Tech Seminar course at Santa Clara Uinversity MBA program.
Making Better Joe Kilbride, Kilbride Consulting, Inc. Exce.docxsmile790243
Making Better � Joe Kilbride, Kilbride Consulting, Inc.
Excerpt from Chapter 2: Making Sense
SIPOC (Customer-Supplier Chain)
What is it?
A method used to clarify the value chain in which you
operate. It is often used to:
♦ Develop team purpose or mission
♦ Identify possible “quick hit” opportunities to eliminate
some non value-added outputs
♦ Select a core process to redesign
♦ Clarity key customer or supplier relationships needing
improvement
The name SIPOC derives from the content of the chain:
Suppliers, Inputs, Processes, Outputs, Customers.
How do I use It?
� Identify the team or organizational unit for which the
SIPOC chain is being developed.
Inevitably this chain is a sub-unit of other, larger chains
and has sub-chains within it. Use your judgment to
decide the proper level of perspective, but it is
generally best to focus on the SIPOC of the group
completing the chain.
� Clarify roles and allow 30-60 minutes to complete the
chain.
� Brainstorm to fill the SIPOC one category at a time.
HINT: Suppliers and Customers are WHOs,
Inputs and Outputs are WHATs, and Processes
are HOWs. Therefore the S, I, O, and C columns
should be lists of nouns. The Process column
should be written in the form Verb-Direct Object,
e.g., Take orders, Write Code, Select vendors,etc.
To complete the chain, it usually works best to…
♦ Start with Product/Service Outputs,
♦ Then work backwards from there by identifying the
Processes that produce those outputs,
♦ The Inputs to those processes, and
♦ The Suppliers of those inputs (both internal and
external).
♦ Finish by identifying all Customers (internal and
external), i.e., anyone who receives and uses your
Product/Service outputs.
HINT: For some types of knowledge work, you
might also include anyone whose behavior you
wish to influence through your work processes.
Making Better � Joe Kilbride, Kilbride Consulting, Inc.
Excerpt from Chapter 2: Making Sense
Don’t be surprised to discover overlap
between your lists of Suppliers and
Customers. This indicates life is more non-
linear than this method, and explains why
managing these relationships can be so
challenging. At one minute, you are a
supplier; the next a customer, and often
within the same conversation.
� Refine your Processes into a final list of 5-15. You
may divide your list of processes into three types
based upon the process model illustrated at right and
described below:
CC Core
processes
directly add
value to
customers
Examples are:
• New Product Design
• Production
• After-sales support
SS Support
processes
enable the
Core
processes
Examples are:
• Finance
• Facilities management
• Information management
GG Governing
processes
direct or
monitor other
processes
Examples are:
• Strategic Planning
• Performance Reviews
� Analyze the chain to identify areas for improvement.
Use a red pen to “f ...
Speaker: Don Duval, Vice President, Business Services, MaRS
Using a case study example, Don discusses the importance of understanding and refining your business model in order to grow your business and maintain a sustainable competitive advantage in the marketplace.
Part of the MaRS CIBC Presents Entrepeneurship 101 lecture series: http://www.marsdd.com/ent101
This presentation is for the TCN Venture Fast Track. Please review the slides in conjuntion with the below video:
http://www.youtube.com/watch?v=ALjvwVHHzh8&feature=share
Necessary Elements of Digital Marketing to Grow Your BusinessDigital Vidya
Care about how to leverage 'Necessary Elements of Digital Marketing to Grow Your Business'. You will find this deck presented by the industry expert Srihari Palangala, Director and Head of Marketing at EMC during Webinar for Digital Vidya. Interested in attending similar Webinar Live? Register Now at http://www.digitalvidya.com/webinars/
What goes into a pitch deck? Jeremy Halpern of Nutter McClennen and Fish tells us. Want to learn more? Check out the October 24 Fast Track: http://www.thecapitalnetwork.org/programs/venture-fast-track/
So you have built an amazing early stage life science company. Now you need to explain it. This panel will cover how to concisely communicate a company’s value proposition to investors in a variety of formats including the elevator pitch, an angel presentation and a VC meeting.
This presentation is an continuation of my earlier presentation of TQM. This Ppt covers Quality Function Deployment, Quality Control Tools - Old and New, Benchmarking, Business Process Reengineering, Six Sigma, etc
This presentation is in continuation of my earlier presentation on TQM. Here, I have discussed on Quality Function Deployment, Voice of Customer, Failure Mode Effect Analysis, Quality Control Tools - Old and New, Business process Reengineering, Benchmarking, and Six Sigma.
1. Developing a Mobile Proposition
Section 5: Defining the proposition
MICHAEL NUCIFORO
Mobile Consultant, Innovator and Futurist
2. Section 5 – 14:10 to 15:10
Defining the proposition
Attendees will split into small groups and define a high-level proposition through a facilitated
exercise. Each group will be given a different scenario and a set of assumptions:
• Benefits drivers: selecting an opportunity on which to focus the proposition
• Customer value proposition: identify the target market and their needs
• Scope and requirements: define the scope and key functional requirements
Wrap up from breakout session:
• Presentations and feedback
• Key takeaway lessons from each group discussed
2
3. Guidelines
• Please split into three groups
• 30 minutes to prepare
• 10 minutes each to present
• Scenarios are:
– Group 1: Melissa and her friends need to split dinner at a restaurant
– Group 2: James wants to purchase car insurance at the car dealership
– Group 3: Jenny needs to save for a holiday to see her family in Ireland
3
5. Template
Proposition Details Benefits
Proposition Theme Customer Better customer experience, quicker etc.
Proposition Summary
• A brief summary of the proposition. Business New revenue stream, reduction in manual processing…
• Describe what will change as a result of
implementation.
Staff Improved efficiency…
• What does the end game look like?
a) What will the company get?
b) What will the customer get?
Opportunity Statement and Key Objectives
c) Target market?
d) What competitors exist? • What is the opportunity we are seeking to exploit? What are the macro
environmental factors that make the development timely (this includes
movements in customer regulatory, competitor markets etc)
• What strategic objectives will it meet (why are we doing this e.g.,
deepen relationships, reduce costs etc)?
• What are the critical success factors that will demonstrate the objectives
have been met? (Consider all aspects including conduct risk CSFs for
‘outcome testing’).
6. Template (Cont.)
Target Market
Who is it for? A summary of the target audience.
What primary needs will it meet? Describe the key and supporting needs that the proposition will meet.
How will it be positioned? Sum up the proposition in one sentence.
Why is it different and better? Write down one or two sentences that describe why the proposition works.
The End to End Customer Experience Journey
Discover Explore Buy/Use Engage
Depending upon the proposition What do we want the customer • What does the buying/using How will the customer interact
and strategic drivers, is a to feel and do? process look like? with the proposition on an on-
marketing communications What information can they • Is it one stop or multi faceted? going basis (if at all)?
launch campaign required? source during the lifecycle? • What do we want the customer •How will they feel after each
How will the customer first What will this lead to? to feel at this point? interaction?
come into contact with the •How will you engage with the
proposition? customer after the transaction
•How will this improve advocacy
and retention, e.g. engender
loyalty, repeat purchase, cross
product sales, channel substitution
etc?
7. Template (Cont.)
Scope and Requirements
Define the high-level scope What is the core scope for the initiative? What devices will it be available on?
High-level requirements What are the key requirements, functional and non-functional?
Product backlog Prioritise the key features in order of importance and benefit
Launch Strategy
Describe the launch strategy How will you market the proposition, what channels will you use, will you invite customers to pre-register prior to
launch?
Key proof points What are the key terms you want your customers to associate with the service i.e. speed, security etc
7