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CENTRO DE INNOVACIÓN
1
TECNOLÓGICO DE MONTERREY
www.gda.itesm.mx/innovar
CERTIFICADO EN INNOVACIÓN
G2 - ENERO-MAYO 2009
FACULTY TEAM
Ing. Jorge Valdez Simancas
Ing. Angel Tonatiuh Flores (atflores@itesm.mx)
Strategy is About:
1. Searching for New Sources of
Competitive Advantage,
2. Being Unique,
3. Creating Wealth:
Reduce Risk, Investment and Time,
4. Inventing New Rules and New Games
CAP
Time
Competitive Advantage Period
– Barriers to entry
–Market share dominance
–Blocking patent
–Switching costs
–Brand loyalty
GAP/CAP matrix
Where are Your Offers on this Grid?
high
Differentiation
GAP
low
low CAP high
Sustainability
Competitive Advantage, Resource Based View,
Delta Model
Source: www.valuebasedmanagement.com
DELTA MODEL
The model on the right
represents the Hax´s point
of view regarding the
development and
implementation of the
corporate strategy.
1. Strategic positioning
2. Define Mission
3. Competitive positioning &
assessment of the
industry structure
4. Select strategic agenda
(i.e. value discipline)
5. Repeat iterations as the
competitive environment
changes
A Dynamic View of Strategy
Markides (1999)
reinforces the
importance of
viewing the stra-
tegic manage-
ment agenda as
a dynamic pro-
cess that is di-
rected for con-
tinously explo-
ring New Emer-
ging competitive
Positions!
Markides (1999). A Dynamic View of Strategy. IEEE Engineering Management Review. Winter 1999.
URL: http://ieeexplore.ieee.org/iel5/46/17508/00808247.pdf?arnumber=808247
The Delta Model | Three Distinct Strategic Options
Option 1: Best Product
Best Product
Product Economics
Value chain of the product
Intrinsic value (Standard)
Faceless customers
Mass distribution channels
- First to market
- Dominant Design Rivalry
The Delta Model | Three Distinct Strategic Options
Option 1: Best Product
Costos bajos:
• Southwest
• Nucor
MEJOR PRODUCTO
Competencia basada en
economía del producto
Diferenciación:
• Sony Wega
• Rolls Royce
The Supplier-Customer Relationship:
Traditional and New Economy Structures
ESTRATEGIAS NATURALES Y DE MIGRACION
Altamente
Valuación de
los clientes I II
Mercadotecnia Mercados meta
masiva nichos
Uniforme Altamente
diferenciado
Necesidades del cliente
MAPA ESTRATEGICO
H-P Competencias
Uniforme
Necesidades
satisfechas
Clientes
contactados
The Delta Model | Three Distinct Strategic Options
Option 2: Total Customer Solutions
Necesidades
satisfechas
Clientes
contactados
Soluciones completas para los clientes
Hay tres maneras de lograr la solución total al cliente:
Redefinir la experiencia con el cliente.
Alterar la relación con los clientes desde el punto de adquisición hasta el final
de la vida del producto o servicio.
Saturn
Disney
Amplitud horizontal.
Proveer un conjunto completo de productos y servicios acerca de las
necesidades del cliente.
Amazon
Wal Mart.
Home Depot
Integración en el cliente. Esto es una forma de outsourcing facilitando
actividades que antes las hacia el cliente.
Dell
Transferir trabajo del cliente a la empresa o de la empresa al cliente.
Aquí se transfiere trabajo al cliente a cambio de una reducción de costos.
Autoservicio en las gasolineras
Knowledge Capital Dynamics
SOLUCIONES TOTALES
PARA LOS CLIENTES
Competencia basada en MEJOR
economía del cliente: PRODUCTO
Reducción de costos de servir Competencia basada en
a clientes o incremento de economía del producto.:
ventas / utilidades. Costos bajos o
diferenciación.
The Delta Model
Options for Strategic Positioning
Dominant Exchange
System Lock-In
Exclusive Channels Proprietary Standard
Horizontal Breadth
Low Cost
Network Complementors
Open Architecture -
Product & Service Portfolio
Complementors as Key
Extended by
Complementors
Complementos
Retroalimentación
Distribuidores/
Proveedores
positiva
Producto
Producto Producto Look in Producto
Ventaja de ser el primero: Aprendizaje del cliente. Distribución del espacio en Desarrollo de redes de complementos de 3as
el anaquel. partes para incrementar el atractivo del
Atributos. Producto Customizado producto.
Servicio. Activos Colaterales. Marcas. Posición de apalancamiento como líder en
Precio. Marcas Innovaciones implacables. participación de mercado en la atracción de
complementos.
Estructura de precios. Patentes.
Los clientes buscan los productos que tenga
el mayor numero de complementos.
Algunas veces los clientes pueden ser el
complemento, como en el caso de
intercambios.
Complementos
Producto
Clientes
SISTEMA DOMINANTE
Intercambio Dominante Estándar Propietario
Acceso Restringido
Product Premium
Technology Products
Specialty Products
Specification Products
Source: Castrol
Competitive Driving Forces
Product Differentiation
Before Future
Source: Castrol
Competitive Driving Forces
Service Differentiation
Significantly
Services
Differentiated
Occasionally
Differentiated
Responsive
Source: Castrol
Competitive Driving Forces
Service Differentiation
Before Future
Source: Castrol
5. De-commoditize your customer.
1. Start with segmentation:
segment your markets,
your customers,
your customers’ customers, and
customers’ attitudes (productivity, cost, and price
consciousness). (The case of Castrol.)
Glass Cement
Sugar
Mining
Pulp &
Paper
Wood Textile
Food &
Beverage
Source: Castrol
Market Segmentation: AFTER
Source: Castrol
Market Segmentation: AFTER
Cost
Conscious
Customers
Source: Castrol
Market Segmentation: AFTER
These customers
are not necessarily
conscious of total Price
costs and generally conscious
customers
buy on price/unit
Source: Castrol
6. Rethink the customer engagement process.
Client Engagement
Process
Initial Information
Exchange
Continuous
Improvement
Documentation
Management
Survey
Implementation Proposal
Source: Castrol
7. Prevent the customer from commoditizing you.
Distributors • Appliances
• Metal office furniture
Tier 1- Full alignment with EC
Tier2- Large power bargainers
Tier 3- Fragmented local
agents
Tier 4- Specialty distributors
8. Channels are essential, they “own” the customers.
push
Unilever Bestfoods
Food Service Distributors Operators Final Consumer
pull
• Corporate broad line Tier 1- 100 chains
(e.g. Sysco)
Tier 2/3- 1500 chains
• Specialized
Tier 4/5- Thousands of
distributors
independents
• Other
national,regional and
local distributors
9. Use technology wisely: This is a very hard task.
Palgrave, 2001
http://www.palgrave.com
http://www.amazon.co.uk