งานนำเสนอเรื่อง: "Value Innovation and Strategy Execution"— ใบสำเนางานนำเสนอ:
1Value Innovation and Strategy Execution Session7Value Innovation and Strategy Execution
2กลยุทธ์น่านน้ำสีฟ้า“ในน่านน้ำสีฟ้า อุปสงค์ถูกสร้างขึ้นแทนที่จะแก่งแย่งกัน มีโอกาสมากมายในการเติบโตซึ่งทั้งมีกำไรและรวดเร็ว”How to Create Uncontested Market Space and Make the Competition Irrelevantเขียนโดย W. Chan Kim and Renée Mauborgne จากมหาวิทยาลัย INSEADพิมพ์โดย Harvard Business School Pressวันที่พิมพ์ February 3, 2005
13Blue Ocean Strategiesรู้ว่าควรจะมี แต่ขาดเครื่องมือในการคิดและวิเคราะห์ เป็น Wishful Thinkingย้อนกลับไป 30 หรือ 100 ปีที่ผ่านมา มีอุตสาหกรรมอะไรที่ยังไม่เกิด?อีก 20 ปีข้างหน้า จะมีอุตสาหกรรมไหนบ้างที่จะเกิดขึ้นใหม่ปัจจัยที่ก่อให้เกิด Blue OceanSupply exceeds DemandCommoditization of Products and Servicesผู้บริโภคเลือกสินค้าและบริการ โดยพิจารณาจากราคาเป็นหลัก
14Red Ocean versus Blue Ocean Strategy The imperative for red ocean and blue ocean strategies are starkly differentRed Ocean StrategyCompete in existing market spaceBeat the competitionExploit existing demandMake the value/cost trade offAlign the whole system/activities with either differentiation or low costBlue Ocean StrategyCreate uncontested market spaceMake the competition irrelevantCreate and capture new demandBreak the value/cost trade offAlign the whole system/activities in pursuit of differentiation and low cost
15Blue Ocean examples Red Ocean Strategy Blue Ocean Strategy Airline industry price wars result in bankruptcies and low profit marginsPrime-time television entertainment industry competes with indistinguishable shows for declining viewershipGolf equipment industry competes to win a greater share of existing golf customersThe cosmetic industry creates a red ocean with models, expensive advertising, and promises of youth and beauty.The wine industry gluts the market with a red ocean of thousands of brands competing on the finest oaks and tannins and legacy winery names.Southwest Airlines creates a new market by offering the speed of air travel with the low cost & flexibility of drivingHBO produces “Sex and the City” for a new market of television consumers: single, urban professional womenCallaway Golf creates “Big Bertha,” a golf club with a large head that attracted new customers to golf that had been frustrated by the difficulty of hitting the ballThe Body Shop creates a blue ocean that lasts more than a decade by creating functional cosmetics that defied the industry which sold emotionally appealing cosmetics.Casella wines creates [yellow tail], a blue ocean wine that succeeded by eliminating complexity, elitism and consumer confusion and creating a fun simple image that non-wine drinkers could enjoy.
16Outline Strategy Canvas The Four Actions Framework Three Characteristics of a Good Strategy
17Analytical Tools and Frameworks The Strategy CanvasHorizontal AxisVertical AxisThe Value Curve
19Value Curve (เส้นมูลค่า) การแข่งขันใน Red Ocean จะเกิดขึ้นเมื่อมีการขยับ Curve ขึ้นลงทีละเล็กน้อย แต่ไม่มีการเปลี่ยนแปลง รูปร่างของ Curve ไปจากเจ้าอื่นๆคุณคิดว่า Value Curve ของบริษัทที่ประสบความสำเร็จจะแตกต่างจากบริษัทอื่นๆในอุตสาหกรรมเดียวกันอย่างไร
20Strategy Canvas of Body shop HighThe Body shopOfferingsCosmetics IndustryLowPriceRepresentationGlamorousPackagingHigh-techNaturalImageOf healthyadvertisingscienceIngredientsliving
21The Strategy Canvas of Southwest Airlines FIGURE 2-6Kim&Mauborgne,2005The Strategy Canvas of Southwest AirlinesHighSouthwestAverage AirlinesCar TransportLowLoungesPriceHubSpeedMealsSeatingconnectivityFriendlyFrequentclassPoint-to-servicechoicesPointdepartures
22สร้าง Value Curve ที่ไม่เหมือนใคร ทำไมต้องเหมือนใครเหมือนคนอื่นแล้วได้อะไรทำอย่างไรจึงจะผลิตได้ถูกกว่าอย่างไรจึงจะนำเสนอสิ่งที่แตกต่างทำอย่างไรจึงจะเพิ่มความพึงพอใจ (มูลค่า)ให้ผู้บริโภค
23Reduce Which factors should be reduced well below the industry’s standard? Create Which factors should be created that the industry has never offered?Eliminate Which of the factors that the industry takes for granted should be eliminated?A NEWVALUE CURVERaise Which factors should be raised well above the industry’s standard?
24Lift Buyer value and create New Demand Value InnovationDrop Cost StructureWhich of the factorsThat the industry takesFor granted should beEliminated?Which factors shouldBe reduced well belowThe industry’sStandard ?EliminateReduceLift Buyer value and create New DemandWhich factors shouldBe raised well aboveThe industry’sStandard?RaiseWhich factors should beCreated that the industryHas never offered?Create
27The Strategy Canvas of U.S. Wine Industry HighPremium wineOfferingsBudget wineLowPriceAbove theVineyardLine mktgTerminologyAgingPrestigeWinewineWine rangeWine rangequalitylegacycomplexitycommunication
28Casella Wines, Australia How to make a fun and nontraditional wine that’s easy to drink toeveryone?Demand side for beer, spirits, and RTD cocktailsWine = Turnoff, intimidating, too complex[yellow tail] = social drink accessible to everyone : beer drinkers,cocktail drinkersFastest growing brand in the history to U.S. and Australia wineindustries#1 imported wine in to U.S.#1 red wine sold in U.S.
29Eliminate – Reduce – Raise - Create Grid : The case of [yellow tail]Eliminate- Enological terminology andDistinctions- Aging qualities- Above-the-line marketingRaise- Price versus budget wines- Retail store involvementReduce- Wine complexity- Wine range- Vineyard prestigeCreate- Easy drinking- Ease of selection- Fun and adventure
30The Strategy Canvas of U.S. Wine Industry [ yellow tail ]HighPremium wineOfferingsBudget wineLowPriceAbove theVineyardEasy drinkingEase ofFun &Line mktgTerminologyselectionAdventureAgingPrestigeWinewineWine rangequalitylegacycomplexitycommunication
31Test of Good Strategy อย่าซับซ้อน ต้นทุนสูง Focusอย่าซับซ้อน ต้นทุนสูงเน้นแค่ 3-4 ปัจจัยที่ดีที่สุด มากไป => ไร้ค่าDivergenceNo Me-too StrategyValue Curve แตกต่างจากคู่แข่งเด่นชัด or Red OceanCompelling Taglineกลยุทธ์ชัดเจน ส่งสารให้ผู้ซื้ออย่างจริงใจCommercial Potential
32Create a Blue Ocean Strategy in Four Steps Australian Casella wines created a blue ocean strategy that, in just two years, caused its [yellow tail] wine to become the fastest growing brand in the histories of both the Australian and the U.S. wine industries and the number one imported wine into the United States, surpassing the wines of France and Italy. Below are the steps they took to create a blue ocean strategy—steps that any company can take to get out of the red ocean of competition:Eliminate factors that the industry takes for granted but adds no perceived value to customers.Casella Wines recognized that most wineries touted aging and tannin qualities, two factors that intimidated customers. Casella decided to focus their efforts on different qualities.Reduce factors well below the industry’s standard to avoid the mistake of over delivering in order to beat the competition.To avoid customer confusion, Casella Wines limited their offerings to just one white wine and one red wine.Raise factors well above the industry’s standard so your customer won’t have to make compromises.Casella Wines raised the involvement of retailers with [yellow tail]’s success by giving retail employees Australian outback clothing that made [yellow tail} seem friendly instead of intimidating like other wines.Create new sources of value that the industry has never offered.Casella wines created new customer experiences for wine drinking: easy drinking, ease of selection, and a sense of fun and adventure.
33Formulating BOSHow to have a new look at old perceived truth?How to reconstruct a new buyer’s value curve?How do we get good ideas and think outside a box?6 paths to formulate BOS!
34Six Paths to BOS Look Across Alternative Industries Look Across Strategic Group within IndustriesLook Across the Chain of BuyersLook Across Complementary Product & Service OfferingLook Across Functional or Emotional Appeal to BuyersLook Across Time
37Leadership Activities of the Strategy Implementer 1. Stay on top of what’s happening2. Put constructive pressure on company to achieve good results3. Keep company focused on operating excellence4. Lead development of stronger core competencies and competitive capabilities5. Exercise ethics leadership6. Take corrective actions to improve overall strategic performanceCarly FiorinaHewlett-Packard
38Role #1: Stay on Top of What’s Happening Develop a broad network of formal and informal sources of informationTalk with many people at all levelsBe an avid practitioner of MBWAObserve situation firsthandMonitor operating results regularlyGet feedback from customersWatch competitive reactions of rivals
39Approaches to Instilling a Spirit of High Achievement Treat employees with dignity and respectMake champions out of people who excelEncourage employees to use initiativeSet stretch objectives and expectations that employees are to give their bestGrant employees autonomy to contributeUse full range of motivational techniques and compensation incentives toInspire employeesNurture a results-oriented climateEnforce high-performance standardsCelebrate individual, group, company successes
40Role #3: Keep Organization Focused on Operating Excellence Promote openness to improving how things are doneSupport mavericks with creative ideas to improve ways of operatingEnsure rewards for successful champions are large and visibleUse all kinds of ad hoc organizational forms to support experimentationUse tools of benchmarking, best practices, reengineering, TQM, and Six Sigma to focus attention on continuous improvement
41Role #4: Promote Stronger Core Competences and Capabilities Top management intervention is required to establish better or newResource strengths and competencesCompetitive capabilitiesSenior managers must lead the effort becauseCompetences reside in combined efforts of different work groups and departments, thus requiring cross-functional collaborationStronger competencies and capabilities can lead to a competitive edge over rivals
42Role #5: Exercise Ethics Leadership Set an excellent example inDisplaying ethical behaviors andDemonstrating character and personal integrity in actions and decisionsMake it a duty for employees toObserve ethical codesReport ethical violationsEncourage compliance and establish tough consequences for unethical behaviorOur ethicscode is . . .
43Roles of a Manager in Enforcing Ethical Behavior Set an excellent ethical exampleProvide training to employees about what is ethical and what isn’tDeclare unequivocal support of ethics codeAct as final arbiter on hard callsRemove people from key positions if found guilty of a violationReprimand people lax in monitoring ethical compliance
44Actions Demonstrating Commitment to a Strategy of Social Responsibility Craft a strategy that positively improves well-being of employees, environment, communities, and societyUse social and environmental metrics to evaluate company performanceTie social and environmental performance to executive compensationTake special pains to protect environmentTake an active role in community affairsGenerously support charitable causes and projects benefiting societySupport workforce diversity and commit to overall well-being of employees
45Role #6: Lead the Process of Making Corrective Adjustments Requires decidingWhen adjustments are neededWhat adjustments to makeInvolvesAdjusting long-term direction, objectives, and strategy on an as-needed basis in response to unfolding events and changing circumstancesPromoting fresh initiatives to bring internal activities and behavior into better alignment with strategyMaking changes to pick up the pace when results fall short of performance targets
47A Project is ...A unique set of activities that are meant to produce a defined outcome, with a specific start and finish date, and a specific allocation of resourcesA complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs
48Stakeholder - Who is Involved ? ProjectManagerClientsTeamCorporateManagementManager’sMembers’ManagersContractorsConsultantsOtherInterestedPartiesAuditors/Reviewers
49Define and Organise Project Monitor and Control Project Project Life CycleDefine and Organise ProjectPlan ProjectMonitor and Control ProjectImplement ProjectTerminate Project
50Dimensions of Project Management McGraw-Hill/Irwin