Levers, or how to succeed at disrupting your business model

LEVERSHOW TO SUCCEED AT DISRUPTING YOUR BUSINESS MODEL

Gabriela Lemoine

Friday, May 13, 2016 10:30am

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

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

@gablemoine #alc16buzz

The Value Proposition Canvas

Strategyzer : http://www.businessmodelgeneration.com




@gablemoine #alc16buzz http://www.lanacion.com.ar/1485894-cerro-la-empresa-de-aceitunas-nucete

@gablemoine #alc16buzz http://www.lanacion.com.ar/1856514-por-que-cresta-roja-quebro

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

@gablemoine #alc16buzz http://www.eltribuno.info/en-crisis-cresta-roja-dejo-morir-millones-pollos-n639025

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

@gablemoine #alc16buzz 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 dodifferently.

• It may not be much, and it may not last long.•To find it, think of nouns, not adjectives, UNLESS youclearly justify it. “We are faster because we always replywithin the hour”:. Be specific.

DIFFERENTIATION in the OFFER




•What unique skills do our people have as compared tocompetitors?Where in our organization are they?

•What can we do that others can’t? Know-how•How do we retain and develop these differentiators inpeople?

•How do we recruit and retain talents with these skills?

PEOPLE


•What processes create more value for our clients and arecompetitively unique?

•Are we continually improving our processes?•How far are my competitors from implementing theseprocesses?

•What am I doing now to be ready when this process is nolonger a differentiator?

PROCESSES




•What specific industry knowledge does our company have?•What formulas for products, design, image or technologyare unique to us?

•Do we have a reputation?•What equipment, facility, building or location makes usdifferent 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 strategicpartner?

•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: wherethey go for vacation, what music they like, everything.

•Don’t fall in love with your differentiators: analyze themcritically.

DIFFERENTIATION in the

DEMAND


•What is our original formula to catch the attention of ourpotential 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 moreabout their needs and wants?

•Do we learn everything we can from our clients?•How do we use our knowledge about our clients in order toserve them better?

INTEGRATION


Vincent


•How (do you think) your business is doing vs. How it’s reallydoing = 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 andlevers?

•What are we going to do when what we do now is nolonger profitable?

•Have we thought how we are going to do it?With whom?

LEVERS


•What COMBINATION of my differentiators will I use tocreate the next lever?

NEW LEVERS?


–Johnny Appleseed

“Type a quote here.”


•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?

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


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

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


#RememberTheChicks

@gablemoine #HLAtranscreation

https://ar.linkedin.com/in/gablemoine

Business

Levers, or how to succeed at disrupting your business model