How to Disrupt Your Business Model Using Levers

LEVERS
HOWTO SUCCEED AT
DISRUPTINGYOUR BUSINESS MODEL
Gabriela Lemoine
Friday, May 13, 2016 10:30am

@gablemoine #alc16buzz
Strategyzer: http://www.businessmodelgeneration.com

TheValue Proposition Canvas
Strategyzer: http://www.businessmodelgeneration.com

http://www.lanacion.com.ar/1485894-cerro-la-empresa-de-aceitunas-nucete

http://www.lanacion.com.ar/1856514-por-que-cresta-roja-quebro

http://www.eltribuno.info/en-crisis-cresta-roja-dejo-morir-millones-pollos-n639025

http://materiabiz.com/palancas-modelo-de-creacion-de-empresas-perdurables/
TODAY TOMORROW

–Johnny Appleseed
“Type a quote here.”

• What is the deepest reason why we do what we do?
• Why do we have this company, and not another one?
• Why languages?
• Did we choose?
• If not, who chose for us?
• Why did we choose this?
MOTIVATION

• If we exist as a company, there must be something we do
differently.
• It may not be much, and it may not last long.
• To ﬁnd it, think of nouns, not adjectives, UNLESS you
clearly justify it. “We are faster because we always reply
within the hour”:. Be speciﬁc.
DIFFERENTIATION
in the
OFFER

• What unique skills do our people have as compared to
competitors? Where in our organization are they?
• What can we do that others can’t? Know-how
• How do we retain and develop these differentiators in
people?
• How do we recruit and retain talents with these skills?
PEOPLE

• What processes create more value for our clients and are
competitively unique?
• Are we continually improving our processes?
• How far are my competitors from implementing these
processes?
• What am I doing now to be ready when this process is no
longer a differentiator?
PROCESSES

• What speciﬁc industry knowledge does our company have?
• What formulas for products, design, image or technology
are unique to us?
• Do we have a reputation?
• What equipment, facility, building or location makes us
different from our competitors?
ASSETS

• Who (that we can’t hire) can help us build a different offer?
• Who could be potential strategic partners for?
• Which areas in our BM could be boosted with a strategic
partner?
• What do we give, and what do we get (in that order)?
• What else can we give? To whom (else)?
PARTNERS

• Listen to your clients to ﬁnd your differentiators.
• Find out everything you can about potential clients: where
they go for vacation, what music they like, everything.
• Don’t fall in love with your differentiators: analyze them
critically.
DIFFERENTIATION
in the
DEMAND

• What is our original formula to catch the attention of our
potential clients?
• What is that unique message?
• What channels do we use that others haven’t explored
(yet)?
ATTRACTION

• Who are our sales people?
• What’s their proﬁle, skills, knowledge, different background?
• When do we sell?
• When do we meet only potential clients?
• How do we sell?
• Do we have different discourses, actions?
SALES

• How do we deliver our product/service?
• When do we deliver?
• Who delivers?
DISTRIBUTION

• What are we doing to integrate our clients?
• Are we using all the chances we have to get to know more
about their needs and wants?
• Do we learn everything we can from our clients?
• How do we use our knowledge about our clients in order to
serve them better?
INTEGRATION

Vincent

• How (do you think) your business is doing vs. How it’s really
doing = RATIOS (ROE, ROI, ROA)
• How much of our results are extraordinary?
• What is the margin of each product/service?
• What’s the proportion between ﬁxed and variable costs?
• What’s the market trend in pricing?
• How sustainable are sales in this period?
• What’s the effect of taxes?
ECONOMIC/FINANCIAL
SITUATION

Proﬁtability = (results/revenue) x (revenue/assets)
Proﬁtability = margin x turnover
12% = 4 x 3
12% = 6 x 2

One minute I held the key
Next the walls were closed on me
And I discovered that my castles stand
Upon pillars of salt and pillars of sand

• Do we actively think about creating differentiators and
levers?
• What are we going to do when what we do now is no
longer proﬁtable?
• Have we thought how we are going to do it? With whom?
LEVERS

• What COMBINATION of my differentiators will I use to
create the next lever?
NEW LEVERS?

• What COMBINATION of levers will I use to:
• reach new clients with my current product?
• create new products for my current clients?
• create new products for new clients?
NEW LEVERS?

Knowledgeable, qualiﬁed staff (People) + Know-how
building machines (Process) + Cutting tools (Asset) +
Brand (Intangible asset)
= Abreu for the food industry
Team Olmo (People + Partner) + Brand positioning
(Intangible asset)
= Olmo Competition
Branding knowledge of GM (People) + Branches
(Asset) + Unique product (Asset) + History
(Intangible asset)
= Perramus for women and children

#RememberTheChicks

@gablemoine #HLAtranscreation
https://ar.linkedin.com/in/gablemoine

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