The document discusses elements of business strategy including determining the product market and level of commitment of resources. It provides models for the strategic planning process involving external and internal analysis to identify and select strategies. Additional topics covered include developing objectives and functional plans, defining mission and vision, conducting environmental scanning, and addressing competitive challenges. The key aspects of strategy development and implementation are analyzed.
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.
Product Marketing: A Critical Role in the Marketing Value ChainTodd Ebert
How to align technical product management with product marketing and integrated marketing for maximum effectiveness. A framework from my 20+ years in B2B marketing at leading technology companies.
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.
Product Marketing: A Critical Role in the Marketing Value ChainTodd Ebert
How to align technical product management with product marketing and integrated marketing for maximum effectiveness. A framework from my 20+ years in B2B marketing at leading technology companies.
Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc
Increase use of suppliers has complexified programs management and
Ceyda Technologies' Accelerated Commercialisation Framework. Developed to assist Technology & Services Companies successful commercialise their product and services
This is the project in development right now to embrace the online business with our brand, worldwide. I hope could be usefull for you too.
Let me know your opinion please, it could be usefull for me too.
m
Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc
Increase use of suppliers has complexified programs management and
Ceyda Technologies' Accelerated Commercialisation Framework. Developed to assist Technology & Services Companies successful commercialise their product and services
This is the project in development right now to embrace the online business with our brand, worldwide. I hope could be usefull for you too.
Let me know your opinion please, it could be usefull for me too.
m
Building an effective product strategy (Early stage start-ups) - UX India, 2013Pankaj Saharan
Presentation by Pankaj Saharan in UX India 2013 Conference held at IIM Bangalore, India.
Topic: Building an effective product strategy (Early stage start-ups)
Hey guys,
I'm a sophomore at the Institute of Business Administration (IBA), University of Dhaka and an amateur slide maker.
I made these for a recent case competition which I won. It was for The Communication Summit '2016, organized by Bangladesh Brand Forum. The idea was to come up with a plan to rid the metropolitan city/cities of Bangladesh of Municipality Solid Wastes (MSW) within a given budget amount, and in/under 10 slides.
Your comments, suggestions and critical views are most welcome.
Mary Moser, Learning Commons Librarian, and Satu Riutta, Institutional Research Associate, both of Oxford College of Emory University, presented their findings from the Research Practices Survey at the Association of General and Liberal Studies conference in October 2009.
Get this How-To Guide and access over 350 premium-quality tools & templates for business at https://www.demandmetric.com/user/register JOIN FREE to get practical on-the-job resources and training plus all of our guides, methodologies, webinars and featured tools & templates.
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
Vskills certification for Corporate Strategy Professional assesses the candidate as per the company’s need for business strategy and strategic management. The certification tests the candidates on various areas in strategic decisions, strategic intent, environmental analysis, competitor analysis, Boston matrix, benchmarking, SWOT, strategy implementation and control process.
3. ELEMENTS OF
BUSINESS STRATEGY
1 Determining the (What markets do we
product market serve with what
to serve products)
2 Determine partner (How do agreements
relationship impact choices)
commitments
3 Determining the level (What level of
of commitment to investment in the
provide resources product market are we
willing to make)
4 Determining the
(What are the detailed
objectives and plans
aims and action plans)
for each functional
area
6-3
4. CRITICAL ELEMENTS IN A STRATEGIC PLAN
Determining the (What markets do we
1
product market serve with what
to serve products)
Determining the level (What level of
2
of commitment to investment in the
provide resources product market are we
willing to make)
Determining the (What are the detailed
3
objectives and plans aims and action plans)
for each functional
area
6-4
5. STRATEGY PROCESS MODEL 1
EXTERNAL SELF (INTERNAL
ANALYSIS ANALYSIS
Evaluate opportunities, Evaluate strengths,
threats and strategic weaknesses, problems,
questions constraints, questions
STRATEGY IDENTIFICATION
AND SELECTION
Exhibit 6-2
6-5
6. STRATEGY PROCESS MODEL 2
Update
historical data
Collect current
situation data
Data analysis
Develop objectives,
strategies, programs
Develop financial
documents
Negotiate final plan
Measure progress
toward objectives
Exhibit 6-2 Audit
6-6
7. STRATEGY PROCESS MODEL 3
1. Define 2.
Develop 3. Define 4. Define Strategic
Track 1 mission statement of vision goals planning
operating foundation
principles and
values
Environmental scanning Strategy development
5. Define planning 6. Define total 7. Define 8. Select Business
Track 2 assumptions & market & leadership segments strategy
implications: most requirements, and define
Develop consensus re: attractive assess long-term corporate &
environment segments strengths & segment
(customer/market, weaknesses in strategy
competition, attractive segments
suppliers, etc.)
Gap analysis Strategy integration and capability development
9. Define capability 10. Formulate 11. Appraise, test 12. Modify Strategy
Track 3 gaps by assessing strategies & reconcile goals if integration
strengths/ that yield strategy with required, set capability
weaknesses against competitive functional functional development
current capabilities & advantage plans/ and
specific competitors in
needs business
selected segments
Exhibit 6-2 objectives
6-7
8. WANTS-GETS GRID
HIGH PERFORMANCE
Assistance Consistent product
in cost control quality and
appearance
OVERACHIEVEMENT Reliable
delivery
Sales
support
UNDERACHIEVEMENT
Fast order
cycle
Access to top
Lead management
generation
HIGH IMPORTANCE
Exhibit 6-5
6-8
9. CONCEPTUAL MAP
Project manager’s
competency
Hi
NOVUS
MAVUUS
T3
Reputation
for
Bad Good Excellence
CLARKE
Lo
Exhibit 6-6
6-9
10. VALUE CHAIN ANALYSIS
Share of user $
Manufacturers Specialty Dealers Users 2000 2005
1 Wholesalers
100 120 150 300 40% 50%
Manufacturers Distributors Users 60% 50%
2 100% 100%
101 130 200
Total spending by users $10mm $15mm
Exhibit 6-7
6-10
11. FIVE FORCES OF COMPETITION
Threat of
substitutes
Bargaining Struggles Bargaining
power of between power of
suppliers industry rivals customers
Threat of
potential
entrants
Exhibit 6-8
6-11
12. BARRIERS TO ENTERING A
MARKET
• PRODUCT DIFFERENTIATION
• ECONOMIES OF SCALE
• CAPITAL REQUIREMENTS
• ACCESS TO DISTRIBUTION CHANNELS
• COST DISADVANTAGES UNRELATED TO
SIZE
• GOVERNMENT POLICY
Exhibit 6-9
6-12
13. ACTIONS TO MEET COMPETITIVE
CHALLENGES
• CHOOSE ITS COMPETITIVE
BATTLEGROUND JUDICIOUSLY
• CHANGE THE COMPETITIVE
STRUCTURE OF THE INDUSTRY
• ANTICIPATE AND EMPLOY CHANGE
6-13
14. Vision for disruption
Identifying and creating oppor-
tunities for temporary advantage
through understanding
•Stakeholder satisfaction
•Strategic soothsaying
Directed at identifying new ways
to serve existing customers
better or new customers
that no one else
serves now
Capability Tactics
for disruption for disruption
Market Seizing initiative to gain
Sustaining the momentum by disruption advantage by
developing flexible capacities for: •Shifting the rules
• Speed •Signaling
• Surprise •Simultaneous & sequential
strategic thrusts
that can be applied across
with actions that shape, mold,
many actions to build a
or influence the direction on
series of temporary
nature of the competitors’
advantageous
responses
Exhibit 6-10
6-14
15. KOMATSUV CATERPILLAR
Arena 1 Arena 2 Arena 3 Arena 4
Cost & Quality Timing & Know-how Strongholds Deep Pockets
Disrupt Cat’s strategic strengths Outmaneuver Cat’s strengths (“Encircle” Cat)
Boost Lower Timing Know-how Geographic Channels Komatsu
quality cost Rolls out Aggressive Komatsu moves Komatsu builds
one R&D and out of Japanese moves to resources,
new product stronghold to new plants
product direct sales,
program and user
at a time Asia, Europe, dealers, then
South America, alliances to
regional
and lastly Gain
centers
strengths
North America
initially
Erodes Cat’s Picks off Undermines Erodes Maneuvers Erodes
premium price, Cat’s full Cat’s Cat’s World around Cat’s deep
global volume, line one advantage dominance Cat’s strong pockets
low costs by one on product one place dealer
innovation at a time network
From the Field: 6-1
6-15
16. MARKET ORIENTATION ELEMENTS
BEING SYSTEMATIC IN:
1. Gathering of information on customers and
competitors
2. Analyzing information to develop market
knowledge
3. Using this knowledge to guide strategy
6-16
17. PAYOFFS FROM A MARKET
ORIENTATION
A MARKET ORIENTATION COMPANY IS:
1. BETTER AT FITTING NEEDS OF
CUSTOMERS
2. MORE DIFFICULT FOR COMPETITORS TO
ASSESS
3. APT TO BE UNIQUE
6-17
18. REQUISITES FOR THE LEARNING
ORGANIZATION
Creating
Visionary Target & Information
x x x & x Execution
leadership trajectory systems
striving
Exhibit 6-13
6-18