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ADVANCED STRATEGY MANAGEMENT
Mr. Akhavan Alavi(Professor at University of Tehran)
Javad Sha’bani
DELTA MODELCHAPTER 2: CREATING NEW SOURCESOF GROWTH AND PROFITABILITY IN A NETWORKED ECONOMY
LAST CHAPTER IN BRIEF
ARNOLDO C. HAX
The Haxioms
1. The centre of strategy is the customer.2. You don’t win by beating the competition; you win by achieving
customer bonding.3. Strategy is not war; it is love.4. A product-centric mentality is constraining; open your mindset to include the customers, the suppliers, and the complementors as your key constituencies.5. Try to understand your customer deeply. Strategy is done one
customer at a time.6. Commodities only exist in the minds of the inept.7. The foundations of strategy are two: • Customer Segmentation and Customer Value Proposition • The Firm as a Bundle of Competencies 8. Reject the two truisms: • “The customer is always right,”and • “I know the customer needs and how to satisfy them.”
9. The strategic planning process is a dialog among the key executives of the firm – seeking consensus on the direction of the organization.10. Metrics are essential; experimentation is crucial.
CHAPTER 2CREATING NEW SOURCES OF GROWTH AND PROFITABILITY IN A NETWORKED ECONOMY
HOW TO ACHIEVE CUSTOMER BONDING: THE THREE MAJOR STRATEGIC OPTIONS IN THE DELTA MODEL
BEST PRODUCT
MICHAEL E. PORTER
BEST PRODUCT
MICHAEL PORTER'S THREE GENERIC STRATEGIES
ATTENTION
-Product Economics
-The Value Chain
-The Abilities to Develop
the Capacities
Major Strategic Driving Forces
-The Development of an Efficient Supply Chain
-A Proven Internal Capability for New Product Development
-The Securing
of Distribution
Channels
PRICE WAR
فهــزمـوهــم بـإذن الـلـه وقـتل داوود جـــالـوت وآتـاه الـلـه املـلك
ا يـشاء ولـوال دفـع الـلـه الـناس بـعضهم والـحكمة وعـلمه مـم
بـــــــبعض لفســـــــــدت األرض ولــــــــكن الـــــــلـه ذو فـــــــضل عـــــــلى
العاملني.
Strategic Positions of the Best Product Option
LOW COST(COST LEADERSHIP)
EVERYTHING BEING EQUAL
EXCEPTIONS:
EXCEPTIONS:
DIFFERENTIATION
Strategic Positions of the Best Product Option
MICHAEL PORTER'S THREE GENERIC STRATEGIES
FOCUSStrategic Positions of the Best Product Option
BEST PRODUCT
A LIMITED OPTION
Towards a Stronger Bonding with the Customer
Ability to Develop, Make,
and Deliver a Stream
of Innovative Products
An Efficient
Cost
Infrastructure
HOW TO ACHIEVE CUSTOMER BONDING: THE THREE MAJOR STRATEGIC OPTIONS IN THE DELTA MODEL
Total Customer Solution
Total Customer Solution
CUSTOMER ECONOMICS
PRODUCT ECONOMICS
PRODUCT MARKET SHARE
CUSTOMER MARKET SHARE
FIRST POINT
SEGMENTATION
CUSTOMER BONDING‣ Enhancing Customer’s Cost
Position
‣ Enhancing Customer’s Revenue Position
‣ Enhancing Customer’s Profit Position
Total Customer Solution
Total Customer Solution
CUSTOMER INTEGRATION
REDEFINING THE CUSTOMER EXPERIENCE
HORIZONTAL BREADTH
STRATEGIC POSITIONS OF THE TOTAL CUSTOMER SOLUTION OPTION
REDEFINING THE CUSTOMER EXPERIENCE
“Study your competitors not to imitate them.”
CASE STUDY
GOLRANG
MANAGERS NEGOTIATION
STRATEGIC POSITIONS OF THE TOTAL CUSTOMER SOLUTION OPTION
SATISFACTION GUARANTEED OR YOUR MONEY BACK, NO QUESTION ASKED
CUSTOMER INTEGRATION
HORIZONTAL BREADTH
STRATEGIC POSITIONS OF THE TOTAL CUSTOMER SOLUTION OPTION
SUPPLIERS
STRATEGIC POSITIONS OF THE TOTAL CUSTOMER SOLUTION OPTION
COMPANY
COMPLEMENTORS
STRATEGIC POSITIONS OF THE TOTAL CUSTOMER SOLUTION OPTION
TOWARD A CUSTOMER LOCK-IN
TOWARD A CUSTOMER LOCK-IN
STRATEGIC POSITIONS OF THE TOTAL CUSTOMER SOLUTION OPTION
HOW TO ACHIEVE CUSTOMER BONDING: THE THREE MAJOR STRATEGIC OPTIONS IN THE DELTA MODEL
SYSTEM LOCK-IN
THE HAXIOMS
4. A PRODUCT-CENTRIC MENTALITY IS CONSTRAINING; OPEN YOUR MINDSET TO INCLUDE THE CUSTOMERS, THE SUPPLIERS, AND THE
COMPLEMENTORS AS YOUR KEY CONSTITUENCIES.
EXTENDED ENTERPRISETHE
ENTIRE SYSTEM OF COMPANIES
80% Market Share
Among Complementors
90% Market Share
In Its Industry
THREE WAYS TO GET SYSTEM LOCK-IN
PROPRIETARY STANDARDS ▸ The highest margins
▸ The greatest market share
▸ The most enduring sustainability
PROPRIETARY STANDARDS
EXAMPLE
PROPRIETARY STANDARDS
DOMINANT EXCHANGE
THREE WAYS TO GET SYSTEM LOCK-IN
PIERRE OMIDYAR
THREE WAYS TO GET SYSTEM LOCK-IN
85% Market Share
THREE WAYS TO GET SYSTEM LOCK-IN
THE SOURCE OF PROFITS FOR THE YELLOW PAGES
THE GENERAL AND
ADMINISTRATIVE EXPENSE
RESTRICTED ACCESS
THREE WAYS TO GET SYSTEM LOCK-IN
SAM WALTON
WALMART
“A FULL LINE DISCOUNT STORE NEEDS A POPULATION BASE OF AT LEAST 100,000”
BUT HOW IT COULD BE POSSIBLE IN RURAL AREA?
‣ Economic store places
‣ Integrated network
‣ Bargaining power
‣ Coordination between branches
‣ Many choices
SYSTEM LOCK-IN: A HIGHLY DESIRABLE STRATEGIC OPTION
OFTEN IT IS NOT AVAILABLE AS A FEASIBLE WAY OF DEVELOPING A STRATEGY
SYSTEM LOCK-IN: A HIGHLY DESIRABLE STRATEGIC OPTION
‣ Not very many industries allow for standards to be developed, and if they are, for those to be appropriated by a single player.
‣ Few industries permit the consolidation of a single Dominant Exchange in the hands of one player.
‣ Restricted Access is even more carefully guarded, because its consolidation raises regulatory concerns.
SYSTEM LOCK-IN CARRIES AN ETHICAL RESPONSIBILITY
THE VARIOUS DIMENSIONS OF THE TRIANGLE: A SUMMARY
BEST PRODUCT
BENCHMARKING
BUSINESS RE-ENGINEERING
TOTAL QUALITY MANAGEMENT
TIME-BASED COMPETITION
PROFILING THE THREE STRATEGIC OPTIONS OF THE TRIANGLE
TOTALLY DIVORCED FROM A
NETWORK-BASED ECONOMY
ENABLED BY
THE NETWORK-BASED
ECONOMY
THIS STRATEGY IS CENTERED ON THE SYSTEM, PARTICULARLY THE
COMPLEMENTORS.
THANKS FOR YOUR ATTENTION