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Strategic Acumen and Blue Ocean Strategy at Barco

Handouts of the workshop hosted at Barco, Noida with the senior management team on Strategic Acumen and Blue Ocean Strategy. Topics were as follows:
Ecosystem assessment
Customer analysis
Organizational assessment
Opportunity identification
Prioritization
A winning business case

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Strategic Acumen and Blue Ocean Strategy at Barco

  1. 1. Strategic Acumen and Blue Ocean Strategy Dr. Pavan Soni Innovation Evangelist and Founder Inflexion Point Consulting Innovation.evangelist@gmail.com www.InflexionPoint.net
  2. 2. About Dr. Pavan Soni • PhD from IIM Bangalore (Corporate Strategy & Policy) • Former Innovation Evangelist atWipro (6 years) • Only Indian to be shortlisted for the Financial Times and McKinsey Business Book of theYear Award- 2016 • Bachelor of Engineering- MBM Engineering College Jodhpur (Branch Topper) and PGDIE- NITIE Mumbai • Recipient of ‘On-the-Job Achiever Award’- Lakshya- CII Mumbai in 2007 for the work on Innovation • Associated with ASSOCHEM, CII, NASSCOM, Bangalore Chamber of Industry and Commerce, and Karnataka Knowledge Commission • Columnist atYourStory, Inc42, Entrepreneur, and People Matters • Five times TEDx speaker • Coach at NSRCEL of IIM Bangalore and Founder Institute • Advisory Board member at World Trade Center and Utilis Capital READING | WRITING |TEACHING | COACHING www.PavanSoni.com linkedin.com/in/pavansoni facebook.com/drpavansoni @Pavan_Soni youtube.com/user/innov6 www.PavanSoni.com 2
  3. 3. Corporate clients (indicative ) www.PavanSoni.com 3
  4. 4. Organizational priorities Develop a big picture thinking ability amongst the team members such that they go beyond the specs Decision making under uncertainty and ambiguity, both internal and external Going beyond the most obvious solutions by adopting creative insights Ability to look at happening in a more rational and dispassionate manner Graduate from a tactical/ operational viewpoint to a more strategic one Developing a comprehensive understanding of the customers and external forces shaping the business How to create a greater value add for the internal and external customers by looking beyond the local optima
  5. 5. Intended outcomes Mindset ToolsetsSkillsets www.PavanSoni.com 5 ✓ Big picture thinking ✓ Outcome ownership ✓ Outside-in perspective ✓ Setting stretched goals ✓ Customer first ✓ Beyond competition ✓ Strategy Canvas ✓ Three-tiers of non- customers ✓ Buyer Utility Map ✓ Six Paths Framework ✓ Business Model Canvas ✓ Value Innovation ✓ … ✓ Translating strategy to achievable goals ✓ Ecosystem assessment ✓ Customer assessment ✓ Communicating strategy ✓ Measuring progress ✓ …
  6. 6. Agenda Ecosystem assessment Customer analysis Organizational assessment Opportunity identification Prioritization A winning business case www.PavanSoni.com 6
  7. 7. Ecosystem assessment Porter’s Five Force Model PESTEL Analysis Tech frontiers Strategy Canvas (as-is) Competitive positioning Scenario planning
  8. 8. Your pricing is subjected to where to are positioned!
  9. 9. PESTEL Analysis
  10. 10. Tech frontiers
  11. 11. 11
  12. 12. Strategy Canvas (as is) www.PavanSoni.com 12
  13. 13. Competitive Positioning Source: Porter (1980)
  14. 14. 14
  15. 15. Scenario planning www.PavanSoni.com 15
  16. 16. www.PavanSoni.com 16
  17. 17. Possible scenarios www.PavanSoni.com 17
  18. 18. Customer analysis Empathy mapping Customer journey map Pain-Gain Analysis Buyer personas
  19. 19. Empathy mapping
  20. 20. www.PavanSoni.com 20
  21. 21. The power of Design Thinking www.PavanSoni.com 21
  22. 22. Customer journey map
  23. 23. A value proposition is not same as the product! www.PavanSoni.com 23
  24. 24. Kano Model and Pain-Gain Analysis
  25. 25. www.PavanSoni.com 25
  26. 26. Buyer personas 6/28/2018 Pavan Soni | www.PavanSoni.com | 26
  27. 27. Organizational assessment The Golden Circle Three-Horizons of Growth SWOT Analysis PMS Grid Core competence assessment Business Model Canvas (as-is)
  28. 28. Three horizons of growth
  29. 29. www.PavanSoni.com 30
  30. 30. SWOT Analysis 31 Strengths Weaknesses Opportunities Threats
  31. 31. PMS Grid www.PavanSoni.com 32
  32. 32. Core competence assessment Valuable to the customer Scalable across products and markets Inimitable by the competitor www.PavanSoni.com 33
  33. 33. Business Model Canvas (as-is) 34
  34. 34. PSP/ Xbox versus Wii focus 6/28/2018 Business Model Generation (Osterwalder and Pigneur, 2010) 35 Key Partners Key Activities Value Proposition ✓ High performan ce console ✓ Console audience Customer Relation Customer Segments ✓ Hardcore gamers ✓ Game developers Key Resources Channels Cost Structure Revenue Streams ✓ Hardware sales at a loss ✓ Royalties from developers Key Partners Key Activities Value Proposition ✓ Family console ✓ Access to console users ✓ Cheap game development cost Customer Relation Customer Segments ✓ Casual gamers ✓ Game developersKey Resources Channels Cost Structure Revenue Streams ✓ Profitable hardware sales ✓ Royalties from developers
  35. 35. www.PavanSoni.com 36
  36. 36. Opportunity identification Design across value-chain Design for non-customers Design for the extremes Analogous design Intuitive Design Tech led disruptions
  37. 37. Design across value chain www.PavanSoni.com 38 Pre-purchase Purchase Usage Dispose Value for money Risk reduction Convenience
  38. 38. Maruti Suzuki value chain 6/28/2018 Pavan Soni | www.PavanSoni.com | 39 The Maruti-Suzuki story
  39. 39. Design for the non-customers Soon to be non- customers Refusing non-customers Unexplored non- customers
  40. 40. www.PavanSoni.com 41
  41. 41. www.PavanSoni.com 42 Extreme Design Extreme contexts Extreme customers Design for the extremes
  42. 42. Analogous design www.PavanSoni.com 43
  43. 43. Intuitive Design www.PavanSoni.com 45 Subtraction Division Task unification Attribute dependence
  44. 44. www.PavanSoni.com 46
  45. 45. Leveraging technology to disrupt markets www.PavanSoni.com 47
  46. 46. What pricing model suits you the best? 48 1. Asset sales 2. Usage-based 3. Subscription 4. Renting/ Leasing 5. Licensing 6. Advertising 7. Brokerage 8. Freemium 9. Affiliate 10. Razor Blade 11. Surge pricing 12. Success-based 13. Per-module
  47. 47. Prioritization The right fit Urgency Importance Matrix
  48. 48. The right fit www.PavanSoni.com 50
  49. 49. Urgency- Importace Matrix www.PavanSoni.com 51
  50. 50. A winning Business Case Strategy canvas (to-be) Business Model canvas (to-be)
  51. 51. Strategy Canvas (to-be) www.PavanSoni.com 53
  52. 52. Business Model Canvas (to-be) www.PavanSoni.com 54
  53. 53. Three horizons of growth
  54. 54. Summary of key takeaways • Always start with the industry analysis • Take into account the business environment and ecosystem • Bolster your competitive positioning • Identify and build upon your core competence • Stick to the knitting • Erect and maintain imitation barriers • Think of the overall business model • Be creative in your business model • Be careful of the substitutes and alternates 56

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  • VinodhPremkumar

    Jun. 28, 2018
  • EleniTzinakos

    Aug. 3, 2018
  • AlexisZink1

    Aug. 25, 2018

Handouts of the workshop hosted at Barco, Noida with the senior management team on Strategic Acumen and Blue Ocean Strategy. Topics were as follows: Ecosystem assessment Customer analysis Organizational assessment Opportunity identification Prioritization A winning business case

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