If people aren’t telling you that your idea is crazy, then it is likely not a very big idea.” Francis Ford Coppolla
This DCA six-step process helps businesses differentiate in crowded markets and positions them for successful implementation of innovation.
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
The document discusses business model innovation and creating growth through innovative business models. It argues that while short-term competitive advantage comes from exploiting existing business models, long-term success requires exploring new sources of growth and fresh approaches. The article explores how innovative business models are linked to creating value for customers, defines opportunities for growth, and presents key success factors for leveraging the potential of business model innovation. It emphasizes that delighting customers should be at the heart of every business.
The document discusses market-based strategic planning for early stage life science companies. It notes that consumers are exposed to thousands of advertising messages daily and have too many choices. To cope, consumers create "ladders in the mind" to rank products and simplify decisions. The document advocates taking a systematic approach to strategic planning, including profiling products, positioning offerings, developing messages, and selecting a target "beachhead" market to focus on winning customers. It emphasizes the need to understand customers and build a whole solution for their problems.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
The document discusses strategic planning frameworks and concepts. It provides an overview of strategic, tactical, and operational planning. It also discusses market-oriented strategic planning objectives, skills, resources, and opportunities. Key aspects of strategic planning processes, implementation, and control are outlined.
The document introduces the Delta Model, a new strategy framework that places the customer at the center of management. It examines three primary options to establish customer bonding: Best Product, Total Customer Solutions, and System Lock-In. Best Product focuses on product economics through differentiation or low cost. Total Customer Solutions provides customized solutions and seeks cooperation. System Lock-In aims for market dominance through network effects. The Delta Model complements Porter's framework and the Resource-Based View by adding the missing customer perspective to strategic thinking.
Conscious and rigorous employing of seemingly contradicting perspectives on any context can help us widen the universal set of possibilities leading to potentially better advice. This is what is reckoned as “being creative by design”. Listed here are some of the perspectives (about objectives, strategy and execution) put forward by gurus that although contrarian to established thinking seems to be management true as well in specific contexts. For more writings, visit my website - http://www.sustaining-relevance.com/
A Sharing of Gary Hamel's Book
Part 1: Facing up to the revolution
Part 2: Finding the revolution
Part 3: Igniting the revolution
Part 4: Sustaining the revolution
The document discusses business model innovation and creating growth through innovative business models. It argues that while short-term competitive advantage comes from exploiting existing business models, long-term success requires exploring new sources of growth and fresh approaches. The article explores how innovative business models are linked to creating value for customers, defines opportunities for growth, and presents key success factors for leveraging the potential of business model innovation. It emphasizes that delighting customers should be at the heart of every business.
The document discusses market-based strategic planning for early stage life science companies. It notes that consumers are exposed to thousands of advertising messages daily and have too many choices. To cope, consumers create "ladders in the mind" to rank products and simplify decisions. The document advocates taking a systematic approach to strategic planning, including profiling products, positioning offerings, developing messages, and selecting a target "beachhead" market to focus on winning customers. It emphasizes the need to understand customers and build a whole solution for their problems.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
The document discusses strategic planning frameworks and concepts. It provides an overview of strategic, tactical, and operational planning. It also discusses market-oriented strategic planning objectives, skills, resources, and opportunities. Key aspects of strategic planning processes, implementation, and control are outlined.
The document introduces the Delta Model, a new strategy framework that places the customer at the center of management. It examines three primary options to establish customer bonding: Best Product, Total Customer Solutions, and System Lock-In. Best Product focuses on product economics through differentiation or low cost. Total Customer Solutions provides customized solutions and seeks cooperation. System Lock-In aims for market dominance through network effects. The Delta Model complements Porter's framework and the Resource-Based View by adding the missing customer perspective to strategic thinking.
Conscious and rigorous employing of seemingly contradicting perspectives on any context can help us widen the universal set of possibilities leading to potentially better advice. This is what is reckoned as “being creative by design”. Listed here are some of the perspectives (about objectives, strategy and execution) put forward by gurus that although contrarian to established thinking seems to be management true as well in specific contexts. For more writings, visit my website - http://www.sustaining-relevance.com/
This document summarizes a presentation on "The End of Competitive Advantage" by Dr. Steyn Heckroodt. The presentation discusses how traditional notions of sustainable competitive advantage are outdated in today's rapidly changing business environment. Instead, advantages are increasingly transient and companies must embrace continuous reconfiguration, healthy disengagement from fading advantages, and building an innovation proficiency. The leadership mindset needed is also shifting from predicting the future to discovery and seizing new opportunities. Overall, the presentation argues that companies must adapt their strategies and operations to focus on temporary advantages rather than permanence in a world of constant disruption and change.
The document discusses how CMOs are facing pressure to achieve more with less marketing dollars. It recommends that CMOs adopt the 7S framework to optimize their marketing operations. The 7S framework involves analyzing and coordinating 7 interrelated levers: shared values, strategy, structure, systems, staffing, skills, and style. Adopting this framework would help CMOs standardize success and efficiency across departments, brands, and agency partners.
INNOVATE provides executive briefings and consulting services to help companies achieve breakaway growth above historic trend lines. The briefing discusses identifying new areas of growth through innovation and playing a new game to disrupt established markets. It outlines INNOVATE's 5 workstreams approach to disruptive foresight, business concept ideation, portfolio building, entrepreneurial ventures, and governance/infrastructure to help companies chart new growth paths. INNOVATE's global network and experience executing venture-style growth projects positions them to be catalysts for clients' breakaway growth strategies.
Brief of the dimensionality of business strategy among the manufacturing orga...Alexander Decker
This document summarizes a research study that examined the dimensionality of business strategy among manufacturing organizations in Malaysia. The study involved a survey of 113 manufacturing firms. Exploratory and confirmatory factor analyses showed that the integrated business strategy scale consisted of four valid subscales: proactive strategy, breadth strategy, quality-based strategy, and reactive strategy. The four-factor model was supported. The results provide evidence that the integrated business strategy scale is a reliable and valid instrument that can be used to measure business strategies of manufacturing organizations in Malaysia.
White paper adapting test & learn for internal startups (jan. 2013)Brian Christian
This document discusses adapting the "Test & Learn" approach for strategic innovation projects within large companies, referred to as "internal startups." It describes how Test & Learn has traditionally been used by entrepreneurs to manage uncertainty and risk with new startups. However, it requires some adaptation for internal startups, as large companies must first complete an idea discovery phase before beginning Test & Learn. The document outlines the phases of strategic innovation - discovery, incubation, and commercialization - and how Test & Learn replaces the latter two phases. It also notes some key differences between how Test & Learn is applied to true startups versus internal startups within large organizations.
Managers have always been taught that they have to work with the limited resources that are available. But what if resources were not a constraint? When teams are empowered to decide their own budgets, they act as owners and are inspired to achieve the impossible. At Kraft Foods, this is known as a "blank check" initiative.
The document provides an overview of a business diagnostic review to assess readiness for international expansion. It includes an analysis of the business model, SWOT analysis of internal and external factors, performance mapping of key operations, and strategies for market entry, cultural engagement, and exiting the market. The review evaluates the balance of customers, capacity, and cash flow as well as time targets, ambitions, valuations, strengths, weaknesses, opportunities, and threats.
Strategy meaning and vision and missionAshesh Anand
The document discusses strategic management concepts including strategic intent, vision, mission, goals, and objectives. It provides definitions and examples of each concept. The key differences between vision and mission statements and between goals and objectives are outlined. Vision statements describe where an organization wants to be in the future, while mission statements explain its current purpose. Goals are long-term aims while objectives are specific, time-bound milestones to help achieve goals.
The document provides guidance for entrepreneurs on establishing a successful startup. It emphasizes the importance of thoroughly validating the business concept through customer interviews to understand market problems and ensure there is demand. Entrepreneurs should research whether they are truly solving a problem, identify who their target customers are, and determine if there are enough of those customers. Failing to properly plan and validate ideas in the beginning greatly increases the risk of startup failure within the first few years.
Het Blue ocean strategy denken klinkt fantastisch. Ontsnappen aan het voortdurende concurrentiële gevecht door nieuwe marktruimte te creëren. Niet langer aan de spelregels morrelen, maar zelf een nieuw spel beginnen. De praktijk wijst keer op keer uit dat juist de organisaties die het lef hebben zich te onttrekken aan de dagelijkse concurrentiestrijd en in plaats daarvan te sturen op optimale waardecreatie voor hun klanten, in staat zijn te groeien waar anderen stil blijven staan. De laatste jaren zien we dat de nieuwe marktleiders vaak ontstaan door een wezenlijke vernieuwing van het gangbare business model in hun sector door te voeren. In deze masterclass wordt de kern van het blauwe oceaan denken en business model innovatie voor je samengevat met een focus op de toepassing van dit gedachtengoed in de praktijk.
Blue Ocean Strategy - Making Competition Irrelevant - Part 1Regalix
Every company today is in search of sustained profitable growth and competitive advantage; companies are competing hard amongst each other for customers, market share, cost leadership, value leadership etc. Despite best efforts no one’s winning because it’s still a zero – sum game for the industry because the size of the market is fixed and everybody is doing same or similar things resulting in negligible differentiation or innovation.
The Blue Ocean Strategy is the art and science of making the competition irrelevant by creating uncontested market spaces. It is the mantra for winning in the marketplace without fighting the war. It argues that the best business strategy is to stop competing against competitors and create a blue ocean opportunity – a marketplace without any competition. Blue Ocean Strategy focuses on value innovations and lifting buyer values that could result in making conventional competition irrelevant and extend the industry boundaries and thereby creating un contested market space by tapping the untapped market space or by creating demand.
In this first of the two part webinar series - you would be introduced to the following concepts and frameworks through interactive and latest case studies:
Red Oceans and Blue Oceans
Creating Strategy Canvas
The Four Actions Framework
The Three Tiers Of Non Customers
This presentation series is derived from the most acknowledged best seller “The Blue Oceans Strategy” published in 2005, by Prof. Chan Kim and Renee Mauborgne of INSEAD.
Blue Ocean Strategy Corporate Training ProgramAiden
The document summarizes a corporate training program on Blue Ocean Strategy. The program teaches participants how to apply BOS principles to make competition irrelevant and create new market spaces. It is comprised of 6 sessions that help minimize risks to planning, search, scale, business models and organization. The program aims to help organizations achieve sustainable growth by moving from productivity to creativity management.
This document discusses the concept of blue ocean strategy, which involves creating new market space rather than competing in existing or "red ocean" markets. It explains that blue oceans are defined by untapped market demand, while red oceans involve competition over existing demand. The document outlines principles for formulating a blue ocean strategy, including reconstructing market boundaries, focusing on the big picture rather than numbers, and getting the strategic sequence right. Tools for blue ocean strategy creation are presented, such as the strategy canvas for mapping the current industry state and a company's strategic moves, and the four actions framework for eliminating, reducing, raising, and creating strategic factors. Characteristics of effective blue ocean strategies and risks to avoid with red ocean thinking are also summarized
The document summarizes key points from a presentation on strategies for growth. It discusses:
1. Establishing clear business objectives and making marketing accountable for sales results.
2. Understanding customers by developing buyer personas and message maps to answer why they need the product/service, why now, and why from that company.
3. Implementing real-time lead scoring, routing and nurturing programs.
The presentation emphasizes measuring all marketing initiatives and aligning marketing and sales.
Capgemini Global Cpo Survey 2009 Report FinalColinHartog
The economic downturn is having a significant or acute impact on procurement goals and objectives for most surveyed organizations. In response, organizations are shortening their planning horizons and increasing cost savings targets for procurement. Top initiatives include renegotiating existing contracts, improving supplier management, and raising procurement's profile. Procurement functions are expected to take on a greater burden for cost reductions, with savings targets doubling for many compared to last year.
The document provides a summary of common "half-truths" regarding mergers and acquisitions best practices. It discusses 10 commonly held beliefs and provides a more complete "whole truth" for each one. The document cautions against overconfidence in M&A best practices, noting significant variations and a lack of definitive outcomes. It emphasizes humility is needed when managing M&As, as maxims can be misconstrued if not fully understood in context.
There are many companies doing fine in the face of this recession. Some are in the “right” industry, some have a “killer” product or service and some are thriving by design.
Companies that have the ability to weather and thrive regardless of the economic cycle have some common characteristics.
The Blue Ocean Strategy is the art and science of making the competition irrelevant by creating uncontested market spaces. It is the mantra for winning in the marketplace without fighting the war. It argues that the best business strategy is to stop competing against competitors and create a blue ocean opportunity – a marketplace without any competition. Blue Ocean Strategy focuses on value innovations and lifting buyer values that could result in making conventional competition irrelevant and extend the industry boundaries and thereby creating un contested market space by tapping the untapped market space or by creating demand.
This is part 2 of the webinar series. In this part we will see how companies like zynga, khan academy and indochino have successfully applied the Principles of Blue Ocean Strategy.
Mc kinsey the eight essentials of innovationChien Do Van
The document discusses eight essential attributes that are present in companies that are high performers in innovation. It summarizes each of the eight essentials: Aspire, Choose, Discover, Evolve, Accelerate, Scale, Extend, and Mobilize. Aspire involves setting an innovation vision and targets. Choose focuses on prioritizing innovation opportunities and managing risk through a portfolio approach. Discover is about generating insights through customer learning and external networks.
The document discusses principles for analyzing competitive intelligence and opportunities for growth and innovation. It outlines different strategic approaches - defensive, offensive, flanking, and guerrilla warfare. It also summarizes theories of disruptive innovation and the importance of developing new business models, products, processes and technologies to drive growth. Finally, it proposes a reconnaissance think tank model to help sense changes, interpret signals, and identify new opportunities through innovative approaches.
Business development and enterprise (update) 1ahzilah
This document contains information about business development and strategic planning. It discusses key concepts such as:
- Defining business development and identifying opportunities through environmental scanning.
- Developing marketing, financing, and customer development plans to pursue opportunities.
- Components of an effective business development plan including situation analysis, SWOT analysis, and goals/objectives.
- Strategic planning processes such as developing a vision/mission, setting aims/objectives, analyzing internal/external factors, and evaluating strategies.
This document summarizes a presentation on "The End of Competitive Advantage" by Dr. Steyn Heckroodt. The presentation discusses how traditional notions of sustainable competitive advantage are outdated in today's rapidly changing business environment. Instead, advantages are increasingly transient and companies must embrace continuous reconfiguration, healthy disengagement from fading advantages, and building an innovation proficiency. The leadership mindset needed is also shifting from predicting the future to discovery and seizing new opportunities. Overall, the presentation argues that companies must adapt their strategies and operations to focus on temporary advantages rather than permanence in a world of constant disruption and change.
The document discusses how CMOs are facing pressure to achieve more with less marketing dollars. It recommends that CMOs adopt the 7S framework to optimize their marketing operations. The 7S framework involves analyzing and coordinating 7 interrelated levers: shared values, strategy, structure, systems, staffing, skills, and style. Adopting this framework would help CMOs standardize success and efficiency across departments, brands, and agency partners.
INNOVATE provides executive briefings and consulting services to help companies achieve breakaway growth above historic trend lines. The briefing discusses identifying new areas of growth through innovation and playing a new game to disrupt established markets. It outlines INNOVATE's 5 workstreams approach to disruptive foresight, business concept ideation, portfolio building, entrepreneurial ventures, and governance/infrastructure to help companies chart new growth paths. INNOVATE's global network and experience executing venture-style growth projects positions them to be catalysts for clients' breakaway growth strategies.
Brief of the dimensionality of business strategy among the manufacturing orga...Alexander Decker
This document summarizes a research study that examined the dimensionality of business strategy among manufacturing organizations in Malaysia. The study involved a survey of 113 manufacturing firms. Exploratory and confirmatory factor analyses showed that the integrated business strategy scale consisted of four valid subscales: proactive strategy, breadth strategy, quality-based strategy, and reactive strategy. The four-factor model was supported. The results provide evidence that the integrated business strategy scale is a reliable and valid instrument that can be used to measure business strategies of manufacturing organizations in Malaysia.
White paper adapting test & learn for internal startups (jan. 2013)Brian Christian
This document discusses adapting the "Test & Learn" approach for strategic innovation projects within large companies, referred to as "internal startups." It describes how Test & Learn has traditionally been used by entrepreneurs to manage uncertainty and risk with new startups. However, it requires some adaptation for internal startups, as large companies must first complete an idea discovery phase before beginning Test & Learn. The document outlines the phases of strategic innovation - discovery, incubation, and commercialization - and how Test & Learn replaces the latter two phases. It also notes some key differences between how Test & Learn is applied to true startups versus internal startups within large organizations.
Managers have always been taught that they have to work with the limited resources that are available. But what if resources were not a constraint? When teams are empowered to decide their own budgets, they act as owners and are inspired to achieve the impossible. At Kraft Foods, this is known as a "blank check" initiative.
The document provides an overview of a business diagnostic review to assess readiness for international expansion. It includes an analysis of the business model, SWOT analysis of internal and external factors, performance mapping of key operations, and strategies for market entry, cultural engagement, and exiting the market. The review evaluates the balance of customers, capacity, and cash flow as well as time targets, ambitions, valuations, strengths, weaknesses, opportunities, and threats.
Strategy meaning and vision and missionAshesh Anand
The document discusses strategic management concepts including strategic intent, vision, mission, goals, and objectives. It provides definitions and examples of each concept. The key differences between vision and mission statements and between goals and objectives are outlined. Vision statements describe where an organization wants to be in the future, while mission statements explain its current purpose. Goals are long-term aims while objectives are specific, time-bound milestones to help achieve goals.
The document provides guidance for entrepreneurs on establishing a successful startup. It emphasizes the importance of thoroughly validating the business concept through customer interviews to understand market problems and ensure there is demand. Entrepreneurs should research whether they are truly solving a problem, identify who their target customers are, and determine if there are enough of those customers. Failing to properly plan and validate ideas in the beginning greatly increases the risk of startup failure within the first few years.
Het Blue ocean strategy denken klinkt fantastisch. Ontsnappen aan het voortdurende concurrentiële gevecht door nieuwe marktruimte te creëren. Niet langer aan de spelregels morrelen, maar zelf een nieuw spel beginnen. De praktijk wijst keer op keer uit dat juist de organisaties die het lef hebben zich te onttrekken aan de dagelijkse concurrentiestrijd en in plaats daarvan te sturen op optimale waardecreatie voor hun klanten, in staat zijn te groeien waar anderen stil blijven staan. De laatste jaren zien we dat de nieuwe marktleiders vaak ontstaan door een wezenlijke vernieuwing van het gangbare business model in hun sector door te voeren. In deze masterclass wordt de kern van het blauwe oceaan denken en business model innovatie voor je samengevat met een focus op de toepassing van dit gedachtengoed in de praktijk.
Blue Ocean Strategy - Making Competition Irrelevant - Part 1Regalix
Every company today is in search of sustained profitable growth and competitive advantage; companies are competing hard amongst each other for customers, market share, cost leadership, value leadership etc. Despite best efforts no one’s winning because it’s still a zero – sum game for the industry because the size of the market is fixed and everybody is doing same or similar things resulting in negligible differentiation or innovation.
The Blue Ocean Strategy is the art and science of making the competition irrelevant by creating uncontested market spaces. It is the mantra for winning in the marketplace without fighting the war. It argues that the best business strategy is to stop competing against competitors and create a blue ocean opportunity – a marketplace without any competition. Blue Ocean Strategy focuses on value innovations and lifting buyer values that could result in making conventional competition irrelevant and extend the industry boundaries and thereby creating un contested market space by tapping the untapped market space or by creating demand.
In this first of the two part webinar series - you would be introduced to the following concepts and frameworks through interactive and latest case studies:
Red Oceans and Blue Oceans
Creating Strategy Canvas
The Four Actions Framework
The Three Tiers Of Non Customers
This presentation series is derived from the most acknowledged best seller “The Blue Oceans Strategy” published in 2005, by Prof. Chan Kim and Renee Mauborgne of INSEAD.
Blue Ocean Strategy Corporate Training ProgramAiden
The document summarizes a corporate training program on Blue Ocean Strategy. The program teaches participants how to apply BOS principles to make competition irrelevant and create new market spaces. It is comprised of 6 sessions that help minimize risks to planning, search, scale, business models and organization. The program aims to help organizations achieve sustainable growth by moving from productivity to creativity management.
This document discusses the concept of blue ocean strategy, which involves creating new market space rather than competing in existing or "red ocean" markets. It explains that blue oceans are defined by untapped market demand, while red oceans involve competition over existing demand. The document outlines principles for formulating a blue ocean strategy, including reconstructing market boundaries, focusing on the big picture rather than numbers, and getting the strategic sequence right. Tools for blue ocean strategy creation are presented, such as the strategy canvas for mapping the current industry state and a company's strategic moves, and the four actions framework for eliminating, reducing, raising, and creating strategic factors. Characteristics of effective blue ocean strategies and risks to avoid with red ocean thinking are also summarized
The document summarizes key points from a presentation on strategies for growth. It discusses:
1. Establishing clear business objectives and making marketing accountable for sales results.
2. Understanding customers by developing buyer personas and message maps to answer why they need the product/service, why now, and why from that company.
3. Implementing real-time lead scoring, routing and nurturing programs.
The presentation emphasizes measuring all marketing initiatives and aligning marketing and sales.
Capgemini Global Cpo Survey 2009 Report FinalColinHartog
The economic downturn is having a significant or acute impact on procurement goals and objectives for most surveyed organizations. In response, organizations are shortening their planning horizons and increasing cost savings targets for procurement. Top initiatives include renegotiating existing contracts, improving supplier management, and raising procurement's profile. Procurement functions are expected to take on a greater burden for cost reductions, with savings targets doubling for many compared to last year.
The document provides a summary of common "half-truths" regarding mergers and acquisitions best practices. It discusses 10 commonly held beliefs and provides a more complete "whole truth" for each one. The document cautions against overconfidence in M&A best practices, noting significant variations and a lack of definitive outcomes. It emphasizes humility is needed when managing M&As, as maxims can be misconstrued if not fully understood in context.
There are many companies doing fine in the face of this recession. Some are in the “right” industry, some have a “killer” product or service and some are thriving by design.
Companies that have the ability to weather and thrive regardless of the economic cycle have some common characteristics.
The Blue Ocean Strategy is the art and science of making the competition irrelevant by creating uncontested market spaces. It is the mantra for winning in the marketplace without fighting the war. It argues that the best business strategy is to stop competing against competitors and create a blue ocean opportunity – a marketplace without any competition. Blue Ocean Strategy focuses on value innovations and lifting buyer values that could result in making conventional competition irrelevant and extend the industry boundaries and thereby creating un contested market space by tapping the untapped market space or by creating demand.
This is part 2 of the webinar series. In this part we will see how companies like zynga, khan academy and indochino have successfully applied the Principles of Blue Ocean Strategy.
Mc kinsey the eight essentials of innovationChien Do Van
The document discusses eight essential attributes that are present in companies that are high performers in innovation. It summarizes each of the eight essentials: Aspire, Choose, Discover, Evolve, Accelerate, Scale, Extend, and Mobilize. Aspire involves setting an innovation vision and targets. Choose focuses on prioritizing innovation opportunities and managing risk through a portfolio approach. Discover is about generating insights through customer learning and external networks.
The document discusses principles for analyzing competitive intelligence and opportunities for growth and innovation. It outlines different strategic approaches - defensive, offensive, flanking, and guerrilla warfare. It also summarizes theories of disruptive innovation and the importance of developing new business models, products, processes and technologies to drive growth. Finally, it proposes a reconnaissance think tank model to help sense changes, interpret signals, and identify new opportunities through innovative approaches.
Business development and enterprise (update) 1ahzilah
This document contains information about business development and strategic planning. It discusses key concepts such as:
- Defining business development and identifying opportunities through environmental scanning.
- Developing marketing, financing, and customer development plans to pursue opportunities.
- Components of an effective business development plan including situation analysis, SWOT analysis, and goals/objectives.
- Strategic planning processes such as developing a vision/mission, setting aims/objectives, analyzing internal/external factors, and evaluating strategies.
The document discusses business model innovation and creating growth through innovative business models. It explores how business model innovation is linked to customer value creation and defines growth opportunities. Key points discussed include:
1) Short-term competitive advantage comes from exploiting existing business models, but long-term growth requires exploring new business models and sources of customer value.
2) An innovative business model focuses on delighting customers by understanding perceived benefits, costs, and risks from the customer's perspective.
3) Over time, the focus of customer value creation has expanded from basic products to integrated solutions, experiences, and addressing functional, emotional, social, and altruistic benefits.
4) To gain competitive advantage requires developing experience-based solutions that
Nurturing Successful Business Innovation 1kaimethod
This document discusses creating a culture of innovation and nurturing successful business innovation. It provides tips for avoiding common pitfalls when innovating, such as failing to establish clear criteria and metrics for evaluating ideas, lacking training and processes for innovation teams, and not changing business culture to truly support innovation. The key is to intelligently fail early, partner with unexpected allies, respond quickly to opportunities, and embrace new ideas that others may abandon.
Strategic Source Solutions is a Stanford technology entrepreneur team with a vision of sharing client risk to expand businesses beyond historic markets. They discuss challenges like emerging markets shifting economic power, the need for innovation, and challenges from new global competitors. They propose learning about situations and people, creating solutions, doing by implementing plans, and adapting when needed. The document discusses issues like balancing local autonomy and global scale, organizational structure, transparency, talent, and mastery through stages of increasing expertise. Their goal is finding ways to engage and share risks to help clients build and expand business.
How to Embed Innovation into Organization Culture Part 2cfrangos
The document discusses best practices for adopting and sustaining innovation within an organization. It identifies three phases of the innovation process - generating ideas, moving ideas to reality, and adopting ideas. For the adoption phase, key practices relate to organizational culture, talent management, and structure. Culture practices that help adoption include knowledge sharing through social networks and informal sessions. Talent management practices include giving potential innovators assignments to strengthen skills, placing them in central organizational roles, exposing them to sales, and providing mentors. Structural practices are not discussed. The goal of these practices is to ensure innovations gain long-term traction and new ideas are generated, sustaining the innovation process.
The document discusses doing innovation with less resources by making better choices, prioritizing activities, increasing speed, and maintaining culture and pace of innovation. It outlines 12 schools of innovation and discusses lean innovation approaches like efficient product development and design processes that eliminate waste. The document also provides examples of applying lean principles to research and development.
Research has shown that consumers increasingly want organisations to demonstrate a purpose beyond profit. And so after decades during which the dominant dogma focused on maximising shareholder value and short-termism, many CEO’s are now trying to achieve more. This article explores the business case for purpose and discusses a methodology for CEO’s to activate purpose within their organisation and profit in the process.
Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
For many large brands item number two or three listed on the company’s Capex sheet says ‘Media’. Therefore, CMOs are constantly battling an imbroglio to demonstrably prove that marketing is an investment not a cost. Given the CMO’s charge is to build revenue and relevance, added value must be demonstrated beyond ROI and for this new normal in marketing there are new rules of engagement:
The document proposes holding a 1-day strategic creativity workshop for portfolio companies using the KAI method. The workshop would help companies generate at least 20 strategic business ideas each to overcome hurdles to growth. Management teams would learn patterns of strategic success and receive a playbook to guide future strategy decisions and rapid responses to competition. The KAI method consultants would facilitate the workshop and help prioritize strategic options for companies to pursue.
1) Startups need marketing from the beginning to define their brand, target audience, and competitive advantage. Without this strategic direction, they risk failing to differentiate themselves or reach their full potential.
2) Investors want to see a marketing plan that demonstrates how the startup will enter the market, grow, and acquire customers. Marketing is essential for securing necessary funding.
3) With more startups competing for funding today, marketing becomes even more important to impress investors and increase the chances of receiving funding. The white paper recommends startups create a strategic marketing plan from the start to guide critical branding and messaging decisions.
Where is your corporate focus; cost cutting or value proposition? Sustainable future growth must come not only from a cost-obsession, but a value-obsession. Check out this white paper from Northpoint Advisors.
How to hire a CINO that can build lasting innovation capabilities.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” The Rising Billion is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
This document discusses 10 principles for linking strategy and execution in companies. It begins by describing how most companies struggle to be effective at both strategy creation and execution. The 10 principles discussed are: 1) Aim high with both strategic ambitions and execution excellence. 2) Build on your company's distinctive strengths. 3) Be "ambidextrous" in understanding both strategy and execution. 4) Clarify everyone's role in strategic success. 5) Align organizational structures to support the strategy. 6) Continuously learn through experimentation. 7) Communicate relentlessly. 8) Make strategy a continuous process. 9) Develop strategic talent throughout the organization. 10) Treat strategy as a way of life. Effective strategy execution requires seamless
The document proposes a one-day strategic creativity workshop hosted by Kai Method for venture capital firms and their portfolio companies. The workshop would help portfolio companies generate at least 20 innovative strategic business ideas to overcome hurdles to growth. It is argued that a 1% conversion rate of generated ideas into additional revenue could yield a 75% return on investment for the venture capital firm. Key details of the workshop format and benefits for participating management teams and venture capital firms are provided.
While Uncle Sam props up the markets and maintains record low interest rates, brands’ greater engagement with consumers, along with a readiness to respond to emergencies, forms a central role. In a new era of cash-flow constraints, brand rationalization and no-risk methods to regain trust, what are the best methods for protecting it?
The majority of CMOs (67%) say they’re either unaware of programmatic marketing, don’t understand it or need to learn more about how to apply it to their marketing campaigns. Ten percent claim they understand it, but haven’t used it. Which leaves less than one-quarter of CMOs who actually get programmatic marketing.
CMOs and their agencies need to embrace programmatic advertising to better target customers, associate their brands with relevant content, and increase customer loyalty. Programmatic allows ads to be bought in real-time based on extensive consumer data and analytics to find the best ad for each targeted audience. While programmatic is more efficient than traditional media planning, CMOs must ensure their ads are shown alongside high-quality content to protect their brand reputation. As programmatic continues to grow significantly, CMOs who do not adopt this new approach risk falling behind competitors who are optimizing their advertising in this programmatic world.
No other moment in history has produced such remarkable times in a rapidly changing world and programmatic marketing is the future. That said CMOs don’t wish for their brand showing up against dicey or low quality content due to automated placement, but more CMOs and their agency partners need to take advantage of emergent programmatic.
No other moment in history has produced such remarkable times in a rapidly changing world and programmatic marketing is the future. That said CMOs don’t wish for their brand showing up against dicey or low quality content due to automated placement, but more CMOs and their agency partners need to take advantage of emergent programmatic.
This document discusses brand jacking, which is when an organization hijacks another brand's identity for their own purposes. It notes that Greenpeace successfully jacked Lego's brand to pressure them to end a partnership with Shell. Brand jacking works well in the digital age when consumers want an intense connection. However, social media companies are moving to a paid model, which could reduce fake paid advertising and brand jacking. The document also discusses how brands struggle to control the fallout when they are brand jacked and lose revenue, credibility, and customer trust.
How CMOs Should Use Service Innovation To Break Out In Saturated MarketsOdem Global, Inc.
CMOs should look to service innovation to stand out in saturated markets. Service innovation is the first attempt to carry out, improve on, or make a significant contribution to an existing product, process or service. It enables companies to focus on their ultimate goals of cross-selling, upselling and retention to build deep lifetime value. Companies that plan for new growth by determining their service innovation goals and required resources are more likely to succeed, while those that treat it as an afterthought risk costly overhead and failure to create new revenue streams.
The document discusses the differences between mobile advertising and mobile marketing, with mobile advertising occurring before a click and mobile marketing after. It notes that while mobile advertising currently accounts for a small percentage of total advertising budgets, mobile marketing provides more opportunities for agencies to generate revenue. The document advocates that for chief marketing officers to succeed with mobile, they must treat it as its own unique marketing channel rather than just an extension of other channels.
‘Time spent with the brand’ will be advertising’s most sought after metric entering 2020 as the current concept of brand value, traditional marketing and retail outlets will have further eroded. With the convergence of TV, computers and the Internet, new century advertising’s bright lights and trumpets will unleash their sophistry in 2020 on the US Presidential election, Europe’s UEFA Cup Final and the Olympic Games. All massive media events enjoyed by billions around the world that will be empowered by the new normal in smarter advertising.
By 2020 we no longer subscribe to the old ‘sales funnel’ approach where consumers hold
a large number of brand options and narrow their choices to an eventual decision aided
by advertising. Consumers already limit their brand options at the first consideration stage, seeking out input from peers, reviewers, vendors and competitors. Increasingly consumers are delaying purchase decisions until they're actually in-store or about to hit purchase – that opens up when and what touch points consumers are most open to influence and how to create positive consumer experiences at those points. Ever more powerful will be point of purchase and Near Field Communications (NFC) offers radical potential to push tailored content and brand offers to a customer’s specific location or share social coupons with their friends.
Encouraging customers to interact, manipulate, and engage with the product by proactively taking part in sharing the brand is the Holy Grail for advertising today: Bain & Co. found that the most recommended company in any given category grows 2.5x the category average. To ensure time spent with the brand, advertising needs to develop its social skills to a whole new level to exploit the huge shift in post-sale behavior. Boomers will be center stage for advertisers in Western countries, a hugely powerful consumer segment that has migrated online and adopted technology with alacrity. New mass audiences have also formed, including one billion young digitized middle-class, ‘Gen C’: connected, community-oriented and content-centric consumers for whom digital is second nature and by 2020 they make up 40% of the world’s population.
Consumption patterns will be tied to the exponential increase in social networking threaded throughout our day, mostly using mobile devices. Six billion “Broadcast Braggarts” will be sharing their lifestream offering hyper personalized information from friends, online status, location, preferred communication, hobbies and shopping habits. This will transform social media advertising opportunities with how we work and how we consume. ABI Research estimate over 136 billion apps will be downloaded worldwide by 2017, much of which is currently unverified. This represents a huge opportunity for advertising to enable content creation by inviting ideas from consumers via co-creation, collaboration and crowdsourcing as viral marketing and peer reviews am
The document discusses different types of personalities ("The Gang of Four") that are involved in business decisions: Analyticals, Drivers, Amiables, and Expressives. It provides descriptions of each type and recommendations on how to best communicate and work with each to improve success rates. The overall message is that understanding these different personality types, referred to as "The Gang of Four", can help business leaders improve their chances of winning decisions and opportunities.
DCA 4 Trends That Will Drive Marketing Growth In 2013Odem Global, Inc.
Hundreds of the world’s leading brands, from UNICEF to Coca-Cola to Twitter, have created an environment in which consumers can compete to get what they want. With the advent of hybrid media intertwining mobile technology with social media and cloud-based content, four growing consumer trends have emerged that change how brands, in turn, compete:
While Uncle Sam props up the markets and maintains low interest rates, brands’ greater engagement with consumers, along with a readiness to respond to emergencies, forms a central role. CMOs need three actions to optimize the situation.
Seven triggers that can slow accelerated business growth are identified: 1) existing staff may not have the skills needed for higher growth levels, 2) failing to hire quickly enough to meet increasing demand, 3) lacking the proper systems, 4) running out of funds due to cash flow issues, 5) being unable to keep up with demand, 6) overleveraging the business, and 7) the business owner's inability to grow with the business. Dean Crutchfield Associates provides growth consulting services to help ambitious companies seize opportunities, increase sales, and win new business through customized programs.
Luxottica controls over 80% of the luxury eyewear market through owning major brands like Ray-Ban and Oakley and licensing deals. This raises questions about whether brands maintain authenticity and provide real consumer choice. While Luxottica aims to deliver the brands' visions through new designs, some argue true authentic brands reflect their core values through every aspect. As consumers seek more meaningful connections, the public perception of brands could be damaged if they knew one company controlled so much of the market.
While there are
impressive tomes on crisis management, we still are littered with
embarrassing reminders of the recurring gap between preparation and
accomplishment. It's time to stop repeating the same mistakes when it
comes to crisis management.
Invention and innovation are totally different. To redefine a category, the innovation needs a brutal assessment of what business you are currently in, your target customer, studying the business from the outside-in to develop a sophisticated 6Ps business model, checking regulatory conditions, and yielding a strong leadership team to frame the financial and strategic objectives of the business and rally the magnetic core inside the firm that will draw together the company. Phew.
The document discusses strategies for managing change and people through change. It provides tips for communication, scheduling, and using email effectively. These include holding regular staff meetings to share information, walking with executives between meetings, compiling a daily "top 5" email, and sending an end-of-day email to avoid interrupting employees. The goal is to help executives and their teams adapt to change, build rapport, and ensure everyone stays informed and on the same page.
Dean Crutchfield Associates is a growth consulting firm that helps ambitious leaders and their teams achieve rapid growth. They offer programs to [1] create targeted outreach campaigns to generate immediate impact, [2] grow teams by improving selling skills and personal branding, and [3] sharpen offers through brand building and business activation. By deploying real-world strategies through hands-on collaboration, Dean Crutchfield Associates helps clients seize opportunities, increase sales, and win new business within weeks. They have worked with many global brands to inspire growth and push boundaries of what is possible.
DCA 75% of M&As fail or add no value. Here are 10 steps that make them work.Odem Global, Inc.
75% of M&As fail or add no value. This discussion guide is based on extensive research and looks at the hurdles, how to avoid them and a check list to assure a successful approach.
The document provides 6 ways for a company's office to encourage growth fast. It suggests having client service teams engage clients and vendors to generate opportunities. It also recommends sending handwritten notes to influential people, demonstrating expertise by emailing articles to clients, writing provocative articles and pitching them for publication, hosting informal discussion groups with important contacts, and creating a competitive initiative that promotes the business through persistence and determination. The overall goal is to inspire teams to seize opportunities and win new business through hands-on collaboration and real world growth strategies.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
2. Surviving the Flood
Markets are drowning as a
result of commoditization,
reliance on cost
containment, glib value
propositions, and price
competition. How can
businesses differentiate
themselves while creating
valuable products, services,
and experiences for their
customers? Planning for
growth and innovation
requires a robust and
ambitious business model.
Dean Crutchfield Associates
3. If people aren’t telling
you that your idea is
crazy, then it is likely
not a very big idea.”
Francis Ford Coppolla
This six-step process aims to help
businesses differentiate in
crowded markets and position
them for successful
implementation of innovation.
Dean
Crutchfield
Associates
4. Plan Ahead
A pugnacious CEO once told me
that there are three ways to lose
money: gambling, divorce, and
innovation. With annual US
research and development
spending amongst Booz & Co’s
Global Innovation 1000 at over $500
billion, companies are paying
heavily for the ambition to create.
But how do you plan for new growth
and innovate in those markets
where too many businesses are
armed against commoditization
with glib value propositions and
over-reliance on cost containment,
promotions, product extensions,
and price competition?
Dean
Crutchfield
Associates
5. Plan Ahead
According to a global study by IBM,
today’s CIO spends an average of
55% of his or her time on activities
that spur innovation, and the key
component underpinning all
successful innovations is the
business model.
For a business model to be of value,
it must have three core elements: a
unique central idea that defines
who you are, a grasp of future
market trends, and profitability
from either lower cost base or an
offering that cannot be easily
copied.
Dean
Crutchfield
Associates
6. Plan Ahead
Implementing a differentiated
business model can successfully
unite silos across the enterprise,
turn around opportunities faster,
get customers to stay longer and
pay a premium, resolve internal
crises quicker, and better leverage
the allocation of resources.
Nice to have, but where do you
start? The solution is a combination
of insights from Booz & Company,
Michael Porter, and Philip Kotler
that blend into a six-step process
that can guide organizations to
conquer the challenge of building a
business model geared for
innovation and business
transformation.
7. 1. Know Thyself
The first step of this process is a
brutal assessment of what
business you are in, how the
business is differentiated, and if
and why it is trapped in price
competition hell.
It is then a question of knowing
the appropriate innovation
strategy for an ambitious,
audacious, and imaginative
response. Identifying which
approach is relevant for the
business model has huge
implications for the outcome of
the innovation process and the
allocation of resources.
Dean
Crutchfield
Associates
8. 1. Know Thyself
Booz & Co. have identified 3 types of
businesses strategically placed for
innovation:
Need Seekers – research customers
to explore new products and
services based on insights
Market Readers – focus on value
through incremental change with
proven market trends
Technology Drivers – constantly
rolling out new releases, seeking to
solve the unarticulated needs of
customers via new technology.
Dean
Crutchfield
Associates
9. 2. Know Thyself
Consequently, it is essential to become the ruthless enemy of ambiguity and
ask entirely different sets of questions about the business framework for
analysis can be found in Michael Porter’s five forces: the degree of rivalry in the
category, threat of new entrants, the
chance of substitution, buyer power,
and supplier power. In basic terms,
the framework requires that an
organization evaluate their strategic
position relative to the forces.
By understanding influences such as
competitive threat and supplier
bargaining power, a business can
generate an edge in the category.
Behemoths like McDonald’s, PepsiCo,
and Amazon are thriving global businesses because they fully understand the
dynamics of Porter’s five forces and have successfully adapted their business
models to influence the category in their favor.
Dean
Crutchfield
Associates
10. 3. Aim Past The Target
The third step of creating is to redefine
the business and ascertain whether the
aims are to attract more users and/or
innovate new uses for the product,
service, or experience. Critical for a
successful business model is Philip
Kotler’s 6 Ps:
People – who is your target customer
and why are they buying your product?
Product – what is it/could it be and why
is it unique in the category?
Price – what must be set to cover fixed
and variable costs with a just profit?
Place – where have you chosen to do
(e)business and why?
Promotion – how do customers buy the
products and how should you sell?
Performance – what are the key metrics
that success will be judged?
11. 3. Aim Past The Target
Companies like Penske have built
efficient, hyper-competitive
businesses by consistently honing
their business model to the ever-
changing dynamics of the market
place using the 6 Ps.
Roger Penske, Founder and
Chairman of Penske Corporation
starts with People: “Want more
customer focus or more sales? Ask
every manager at every level to call
“Want more customer focus or
on at least ten customers per week.
more sales?” Roger Penske
It is also a great way to stay atop of
trends. Twenty percent of my time is
spent actively calling customers.”
Dean
Crutchfield
Associates
12. 3. Aim Past The Target
A robust plan must also layer in
government regulations and laws
currently in the market space – an
essential component often
overlooked.
When evaluating countries for
investment or opportunities, look
first at a country’s geopolitical
stability and its laws protecting
property rights: these issues tend to
provide a better long-term view on
market risk and opportunity than
economic indices,” says Dr. Alan
Greenspan, former Chairman of the
U.S. Federal Reserve.
Dean
Crutchfield
Associates
13. 4. Lead Follow Or Get The
Hell Out Of Way
The fourth step requires formulating
a strong leadership team with a shared
vision that will be at the center,
balancing contention with compromise
while simultaneously maintaining focus
on the brand and business goals.
Contrary to popular belief, business
innovation is not about isolation and
competition; it is more often about
cooperation and collaboration inside
the business.
This is best achieved by treating the
leadership team as venture capitalists
that have a stake in the program’s
success.
Dean
Crutchfield
Associates
14. 4. Lead Follow Or Get The Hell
Out Of Way
Success, however, should never be
just about reaching targets: without
non-financial goals, the ship is
rudderless. Therefore the leadership
team needs to define the overarching
ambition for the business that can
help steer the future and act as a
compressed management tool when
making decisions.
Richard Branson of Virgin Group,
confirms that ambitions must come
before financial goals: “I can honestly
say that I have never gone into any
business purely to make money. If
that is the sole motive, then I believe
you are better off doing nothing.”
15. 5. Big Results Require
Big Ambitions
Crucial to success is framing the
financial and strategic objectives of
the business that separates
immediate appetite from real
business requirements. Jim Collins,
author of Good to Great and Built to
Last, asserts that “a conservative,
disciplined approach to growth is a
critical factor in sustaining a great
business model. Though it may
seem counterintuitive, great
companies willingly leave short-
term growth on the table if it means
abandoning proven methods of
long-term growth.”
Dean
Crutchfield
Associates
16. 5. Big Results Require
Big Ambitions
According to McKinsey, 84% of
executives believe innovation is
extremely important for their
company’s growth strategy.
However, the successful
implementation of innovative
products, services, and experiences
is a road paved with strain and
failure.
While building the business, do not
let short-term growth override the
long-term vision that provides a
strong, steadfast strategy to move
forward.
Dean
Crutchfield
Associates
17. 6. Don’t Say, Do
The secret of business innovation is
to “think big, act small, fail fast and
learn rapidly.” It is key not to let pre-
determined goals undermine future
success. As Paul Graham,
entrepreneur and Founder of
Y Combinator said, you need to “get
up and running (bugs and all),
gather feedback, tweak and grow.”
Therefore, to avoid flailing around
like a loose fitting part in a machine,
you need to find the magnetic core
inside the business that will draw
together the company.
Dean
Crutchfield
Associates
18. 6. Don’t Say, Do
“A common vocabulary is not a common
culture” former IBM CEO Lou Gerstner
said of business transformation. “It
requires focus, leadership, and
commitment” to create an authentic
community of motivated thinkers and
doers that can open new channels for
the business and industry.
Google encourages its engineers giving
them one day a week to work on a side
project. The policy has yielded more
than half of the company’s new
offerings in a typical year! So, whether it
is busting a new category or pushing
the boundaries of the establishment,
people are organized and compelled by
ideas that have a clear strategy, form,
and expression.
Dean
Crutchfield
Associates
19. On The Front Foot
With the 21st Century on fast forward,
never has there been a more important
time to innovate in the face of new
faster global competition. Entire new
industries and many existing ones have
transformed to become creators of
valuable ideas and experiences.
Increasingly, civilization is organizing
itself to maximize the generation of new
and better ideas, creating the
infrastructure, education systems, and
innovative organizations that will solve
problems, create value, and change the
world.
So let us say yes to delighting
customers and celebrate imagination
and indefensible creativity to advance
humanity into a brighter future.
Dean
Crutchfield
Associates
20. DCA Help Clients
Sell More Services
Selling
Presentation Skills
Ambition Planning
Pitch Forum
Seize More Opportunity
Brand Strategy
Team Building
Personal Branding
Brand Building
Business Activation
Win More Business
Sharpen Offers
New Business 101
Pitch Boot Camp
Growing Clients
Pitch Doctoring
Dean Crutchfield Associates
21. Our Mission
Achieving growth
For ambitious leaders who are driven to grow fast
Creating new business
Orchestrating and activating accelerated outreach programs
Building efficiencies
Rapidly sourcing the best talent for the business
Improving margins
Rallying teams behind the brand and go-to-market strategy
Boosting win rates
Delivering your best case and winning face forward
Dean Crutchfield Associates
22. Working with DCA
Catalyzing top line growth for clients is what we
thrive on: delivering your best case and winning face,
encourage your people to move the needle north and
sharpen the product offering. DCA (Dean Crutchfield
Associates) achieve growth for clients by tailoring
brand-led techniques that are uniquely participant
centered. We guarantee results. Whether it’s a better
pitch, winning new mandates, a better team or more
fees, you will find our fee in your business within
weeks.
DCA programs have been thoroughly tested and
proven with start-ups and the world’s greatest
brands, uniquely adding immediate value.
When you hire DCA, you get results. If you have the
right people attend the sessions and complete all of
your committed decisions and pilot initiatives and are
still not satisfied or seeing results by the agreed time
frame, we will coach and advise you free until you do!
Dean Crutchfield Associates
23. Global Client Experience
Aviva* McKinsey
BP Metsä Serla*
BT* Nomura*
BSkyB* PepsiCo
Camper & Nicholson PG&E
Carter’s Pitney Bowes
Cellcom* RBS*
CITI Scanfinest*
Comcast Shell
“Dean always cuts to the core of what needs General Electric Smirnoff
to be done and said. He helps bring clarity and Kraft Staples
provides value by being an outsider with no
agenda, so he can help you stand back and see Fila Sunglass Hut
things from different perspectives. Frito-Lay Target
Dean helped us think through solutions and Littlewood’s* Tower of London*
then form the best way to present those McDonald’s Warburg Pincus
solutions in a persuasive and compelling way.”
M50 WGM
*References upon request
* Overseas Project
Dean Crutchfield Associates