Upload
thag111
View
82
Download
0
Embed Size (px)
Citation preview
1
00:00:03,499 --> 00:00:11,623
[MUSIC]
2
00:00:11,623 --> 00:00:16,727
So, in this section, what I want to focus
on is an introduction of a, a
3
00:00:16,727 --> 00:00:21,831
framework that I think you'll find very
useful for figuring out
4
00:00:21,831 --> 00:00:27,390
how to think competitively to become a
leader in your market.
5
00:00:27,390 --> 00:00:30,080
And what I'm going to go over is based on
a, a
6
00:00:30,080 --> 00:00:33,970
book that was written by Tracy and
Wiersema it's called Market Leadership.
7
00:00:33,970 --> 00:00:36,890
And its based off of their framework,
although I've adapted
8
00:00:36,890 --> 00:00:37,390
it some.
9
00:00:38,640 --> 00:00:43,660
And, the framework or the, well I'm going
to think of it as kind
10
00:00:43,660 --> 00:00:47,870
of the graph or the strategic tool, is
based on a set of principles.
11
00:00:47,870 --> 00:00:50,740
These principles have to be true and you
have to
12
00:00:50,740 --> 00:00:53,400
believe in them in order for this
framework to work.
13
00:00:53,400 --> 00:00:57,090
And they're very strong principles.
They're very strong assumptions.
14
00:00:57,090 --> 00:00:59,950
I don't think they're that controversial,
but they're
15
00:00:59,950 --> 00:01:02,360
not vague, they really are very strong,
and
16
00:01:02,360 --> 00:01:06,520
in order for this technique to work, you
really need to abide by them.
17
00:01:06,520 --> 00:01:10,170
And the first one is; that you have to
know your markets.
18
00:01:10,170 --> 00:01:12,958
Now before I mentioned a lot of, most
businesses
19
00:01:12,958 --> 00:01:16,760
are now in customer fosed market, customer
focused marketing.
20
00:01:16,760 --> 00:01:19,750
That is the type of marketing most
businesses are doing.
21
00:01:19,750 --> 00:01:23,090
because most businesses are very
competitive, they're global.
22
00:01:23,090 --> 00:01:25,830
There's a lot of competition out there and
the only
23
00:01:25,830 --> 00:01:27,970
way they're going to win in their market
place is to
24
00:01:27,970 --> 00:01:29,570
focus on the customer.
25
00:01:29,570 --> 00:01:34,480
So, that's a very important principal in
this framework, it says, in order to
26
00:01:34,480 --> 00:01:39,120
use this framework, we are going to assume
that you know what your customers want.
27
00:01:39,120 --> 00:01:43,390
And furthermore, you know how your
competitors are likely to react.
28
00:01:43,390 --> 00:01:44,740
And so what you are trying to do
29
00:01:44,740 --> 00:01:47,525
is what I mentioned that principle of
differentiation.
30
00:01:47,525 --> 00:01:49,480
You're trying to find a way to
31
00:01:49,480 --> 00:01:52,720
provide customer value, better than the
competition.
32
00:01:52,720 --> 00:01:53,360
And the only
33
00:01:53,360 --> 00:01:57,920
way you can really deliver this.
Is to know your market.
34
00:01:57,920 --> 00:01:59,740
So you.
And you can't just guess.
35
00:01:59,740 --> 00:02:02,090
You have to do market research and you
have to really
36
00:02:02,090 --> 00:02:06,590
understand what your customers want and
how your competition's likely to react.
37
00:02:06,590 --> 00:02:08,600
So that's the first principle.
38
00:02:08,600 --> 00:02:11,860
The second principle and this is where
it's pretty, it's a
39
00:02:11,860 --> 00:02:17,380
pretty defined and pretty It's a definite
assumption that's being made.
40
00:02:17,380 --> 00:02:18,890
And the assumption says and
41
00:02:18,890 --> 00:02:22,460
what I've written here is customers have
the final say.
42
00:02:22,460 --> 00:02:26,980
And what that means is the customers are
going to choose what they want.
43
00:02:26,980 --> 00:02:29,230
But the assumption is a strong assumption
because
44
00:02:29,230 --> 00:02:33,520
we assume the customers go through this
decision process.
45
00:02:33,520 --> 00:02:35,800
They look at all the data and all the
values
46
00:02:35,800 --> 00:02:38,120
and all the attributes and all the
products in the market.
47
00:02:38,120 --> 00:02:40,380
And, there's so much information out
there.
48
00:02:40,380 --> 00:02:42,780
That they can't consider everything.
49
00:02:42,780 --> 00:02:43,950
And, so what they do is they
50
00:02:43,950 --> 00:02:49,810
kind of chunk a bunch of different things
together into kind of three bundles.
51
00:02:49,810 --> 00:02:51,060
And the three bundles are.
52
00:02:51,060 --> 00:02:54,170
One is all sorts of operations factors.
53
00:02:54,170 --> 00:02:56,180
Which includes price and cost.
54
00:02:56,180 --> 00:02:58,710
But delivery, service, reliability, those,
all of
55
00:02:58,710 --> 00:03:01,841
those kinds of things are considered
operational things.
56
00:03:01,841 --> 00:03:08,660
The other bundle is product features or
designs, so product attributes style,
57
00:03:08,660 --> 00:03:12,680
innovation, technology and they put that
in another bundle.
58
00:03:12,680 --> 00:03:15,060
And the third bundle is.
59
00:03:15,060 --> 00:03:20,210
Whether or not it meets my needs, so is it
customized to meet my needs?
60
00:03:20,210 --> 00:03:23,150
And what the customers have the final say
says,
61
00:03:23,150 --> 00:03:26,490
is that customers look at these three,
they kind of classify
62
00:03:26,490 --> 00:03:28,870
the products into these three bundles and
they kind of give
63
00:03:28,870 --> 00:03:31,960
them a score in each one of these three
dimensions.
64
00:03:31,960 --> 00:03:33,690
And then they decide which one
65
00:03:33,690 --> 00:03:38,450
of those dimensions is the most important
to them and they pick the product
66
00:03:38,450 --> 00:03:42,850
that's the best on one of those dimensions
and good enough on the other two.
67
00:03:44,030 --> 00:03:47,490
So, it's says, you can't be pretty good in
all three of them.
68
00:03:47,490 --> 00:03:50,570
Because then the customer won't pick you
but the customers going to
69
00:03:50,570 --> 00:03:53,762
pick something not that's kind, if they
care about price they're
70
00:03:53,762 --> 00:03:56,450
not going to pick something that's kind of
a good price they
71
00:03:56,450 --> 00:03:58,746
going to go for the lowest price or if
they care about
72
00:03:58,746 --> 00:04:02,218
design it's not going to be something
that's kind of good design, they're
73
00:04:02,218 --> 00:04:05,800
going to go for the very best design that
they like the most.
74
00:04:05,800 --> 00:04:07,310
Or if they care about how much it meets
75
00:04:07,310 --> 00:04:10,410
their own needs, they're going to go for
something that meets
76
00:04:10,410 --> 00:04:13,620
their needs the best, as long as the
product
77
00:04:13,620 --> 00:04:17,460
delivers satisfactorily or good enough on
the other two dimensions.
78
00:04:17,460 --> 00:04:19,610
So, that's a very strong assumption.
79
00:04:19,610 --> 00:04:21,320
But if you think about it, it
80
00:04:21,320 --> 00:04:23,599
kind of approximates the way customers
make decisions.
81
00:04:24,890 --> 00:04:28,200
If you believe that assumption, that the
customers have the final
82
00:04:28,200 --> 00:04:31,510
say and they choose the product that
delivers the best on the
83
00:04:31,510 --> 00:04:35,300
bundle of attributes they care the most
about, that suggests that
84
00:04:35,300 --> 00:04:38,540
if you want to be the first in the markets
that you serve.
85
00:04:38,540 --> 00:04:42,260
You better be the best at something and
good enough at the other two things.
86
00:04:42,260 --> 00:04:46,730
And that should be your market strategy
and once you decide on which
87
00:04:46,730 --> 00:04:50,150
type of thing you going to be the best at,
the market leader
88
00:04:50,150 --> 00:04:54,650
at, then that have indications for the way
you structure your business, the way you
89
00:04:54,650 --> 00:04:57,730
prioritize resources, the way you allocate
resources, the
90
00:04:57,730 --> 00:05:00,150
type of people you hire into your company.
91
00:05:00,150 --> 00:05:04,850
It has all sorts of implications for your
business organization so that you can
92
00:05:04,850 --> 00:05:08,290
deliver total value and total quality and
93
00:05:08,290 --> 00:05:10,910
guarantee the customer satisfaction on
this dimension.
94
00:05:12,050 --> 00:05:13,450
So, those are the assumptions.
95
00:05:13,450 --> 00:05:15,560
Now, before I show you the framework I
have to introduce
96
00:05:15,560 --> 00:05:21,090
one other concept and this concept is what
I'm going to call, fair value.
97
00:05:21,090 --> 00:05:24,090
And what I have on the screen here is a
value map.
98
00:05:24,090 --> 00:05:28,120
And you have on the vertical axis,
relative costs to the customer.
99
00:05:28,120 --> 00:05:31,480
And on the horizontal axis, relative
benefits.
100
00:05:31,480 --> 00:05:34,160
And what the map says is that if you offer
101
00:05:34,160 --> 00:05:38,090
more benefits, customers are willing to
pay a higher price.
102
00:05:38,090 --> 00:05:40,120
If you charge a lower price,
103
00:05:40,120 --> 00:05:46,620
customers will expect fewer benefits, as
long as what you offer appears to be fair.
104
00:05:47,710 --> 00:05:50,210
If you offer something inferior and it's
105
00:05:50,210 --> 00:05:54,070
not fair value, then customers won't buy
that.
106
00:05:54,070 --> 00:05:56,030
So it, you won't make it in the market.
107
00:05:56,030 --> 00:05:58,110
You'll be, it'll be cancelled out of the
108
00:05:58,110 --> 00:06:00,930
market because you're not offering a fair
value.
109
00:06:00,930 --> 00:06:05,770
And what the framework says is that you
need to offer fair value
110
00:06:05,770 --> 00:06:10,620
on two of those bundles, but offer
something better than fair value on one
111
00:06:10,620 --> 00:06:13,810
of the bundles, on the bundle you are
going to be the leader on.
112
00:06:13,810 --> 00:06:16,830
So if you can imagine a marketplace where
everybody is trying
113
00:06:16,830 --> 00:06:21,550
to deliver fair value and somebody is
delivering something of superior value.
114
00:06:21,550 --> 00:06:25,900
Think about what's going to happen in that
marketplace, in a very competitive market.
115
00:06:25,900 --> 00:06:30,920
Somebody comes out, let's say Apple comes
out with a better design and so the iPad
116
00:06:30,920 --> 00:06:33,070
comes out and it's a much better design.
117
00:06:33,070 --> 00:06:35,530
It, it fair price on these other axis, but
118
00:06:35,530 --> 00:06:38,520
there are, their tablet is better than
everything else.
119
00:06:38,520 --> 00:06:39,780
What happens in the marketplace?
120
00:06:41,180 --> 00:06:46,300
And what happens is everybody tries to
copy and mitigate the advantage.
121
00:06:46,300 --> 00:06:49,510
And so what happens is what's perceived to
be fair
122
00:06:49,510 --> 00:06:52,850
value, that fair value line is not a
static line.
123
00:06:52,850 --> 00:06:56,050
It's constantly moving up, moving to the
lower
124
00:06:56,050 --> 00:06:59,550
right as the market gets more and more
competitive.
125
00:06:59,550 --> 00:07:03,580
So what's fair value is constantly
changing over time.
126
00:07:03,580 --> 00:07:05,630
So although I say what you need to do
127
00:07:05,630 --> 00:07:09,050
in this framework is to deliver the best
of something
128
00:07:09,050 --> 00:07:12,100
and state fair value on the other two
bundles,
129
00:07:12,100 --> 00:07:16,990
the problem is fair value's not a static
constant concept.
130
00:07:16,990 --> 00:07:21,550
It's constantly changing as a function of
competitive reaction.
131
00:07:21,550 --> 00:07:25,330
So, with that said as background, here's
the framework.
132
00:07:25,330 --> 00:07:28,755
And here are the three bundles; one of
them is operational excellence, the
133
00:07:28,755 --> 00:07:31,120
other's performance superiority, that's
the bundle
134
00:07:31,120 --> 00:07:34,300
that delivers on product design and style.
135
00:07:34,300 --> 00:07:38,290
And the third is customer intimacy, which
says give the customers what they want.
136
00:07:38,290 --> 00:07:40,526
And, you're intimate with customer needs
and you
137
00:07:40,526 --> 00:07:44,190
try to deliver something that's responsive
to their needs.
138
00:07:44,190 --> 00:07:46,800
And so the three crosshatches here
139
00:07:46,800 --> 00:07:48,370
are fair value lines.
140
00:07:48,370 --> 00:07:53,290
Now I had them drawn symmetrically on this
axis, but it doesn't have to be symmetric.
141
00:07:53,290 --> 00:07:56,160
What you need to do is, if you want to use
this framework.
142
00:07:56,160 --> 00:07:59,620
Is in your marketplace, figure out, what
are the
143
00:07:59,620 --> 00:08:04,450
product attributes that relate to
operational excellence in your market.
144
00:08:04,450 --> 00:08:06,780
And define that dimension.
145
00:08:06,780 --> 00:08:10,770
So that you understand what operational
excellence is in your market.
146
00:08:10,770 --> 00:08:11,880
You have to do the same thing, or
147
00:08:11,880 --> 00:08:14,310
what are the product attributes that
matter to the customer?
148
00:08:14,310 --> 00:08:16,570
Are they design, technology, whatever it
is,
149
00:08:16,570 --> 00:08:19,230
what are those attributes and define that
dimension.
150
00:08:19,230 --> 00:08:22,130
And then you have to figure out how much
151
00:08:22,130 --> 00:08:25,630
customization is there in your market and
define that dimension.
152
00:08:25,630 --> 00:08:26,660
That's the first thing you do.
153
00:08:26,660 --> 00:08:27,950
The second thing you do with this
154
00:08:27,950 --> 00:08:31,240
framework, is anticipate where fair value
is.
155
00:08:31,240 --> 00:08:33,630
This is the trickiest part of this
framework.
156
00:08:33,630 --> 00:08:37,020
What are customers expectations on each.
Think of these
157
00:08:37,020 --> 00:08:39,840
as axis.
Like an x, y, and z axis.
158
00:08:39,840 --> 00:08:41,790
And where is the reference point or the
159
00:08:41,790 --> 00:08:44,480
fair value line on each of these axis
points.
160
00:08:45,540 --> 00:08:50,190
Sometimes people think about fair values,
the average of what everybody offers.
161
00:08:50,190 --> 00:08:52,540
Sometimes fair value, nobody offers.
162
00:08:52,540 --> 00:08:54,600
Like for example, I would say in the
airline
163
00:08:54,600 --> 00:09:00,650
business, people expect an operational
excellence, constant on time arrival.
164
00:09:00,650 --> 00:09:02,510
And we know very few airlines
165
00:09:02,510 --> 00:09:05,020
deliver to that fair value.
But that is.
166
00:09:05,020 --> 00:09:07,320
What I think people expect and I would
say, most
167
00:09:07,320 --> 00:09:09,960
of the competitors in the market are below
fair value.
168
00:09:09,960 --> 00:09:12,230
Sometimes, everybody's above fair value.
169
00:09:12,230 --> 00:09:15,640
In some mature markets, people don't care
about
170
00:09:15,640 --> 00:09:17,610
some of the bells and whistles that come
out.
171
00:09:17,610 --> 00:09:20,170
And everybody's delivering at least what
they need.
172
00:09:20,170 --> 00:09:21,110
And some people more.
173
00:09:21,110 --> 00:09:22,870
But people didn't even care about that.
174
00:09:22,870 --> 00:09:27,570
So figuring out exactly where fair value
is and each of these axis is
175
00:09:27,570 --> 00:09:30,420
a very tricky thing and you need market
research to do that.
176
00:09:31,430 --> 00:09:36,490
Once you figure out where your value is,
on these, the next part is to plot, where
177
00:09:36,490 --> 00:09:42,600
your company is delivering, on each of
these axes relative to fair value.
178
00:09:42,600 --> 00:09:45,030
Are you above fair value in operations?
179
00:09:45,030 --> 00:09:49,600
Are you meeting fair value or below fair
value on each one of these axes?
180
00:09:49,600 --> 00:09:53,920
Then you figure out where you competition
is on each one of these axes and
181
00:09:53,920 --> 00:09:56,570
then you start playing the market strategy
game.
182
00:09:56,570 --> 00:10:02,110
You think about a short-term strategy, a
long-term strategy and you figure out
183
00:10:02,110 --> 00:10:06,610
What should you be doing right now in
order to beat the competition?
184
00:10:06,610 --> 00:10:10,470
And what you're ultimately looking for in
a long term strategy is to
185
00:10:10,470 --> 00:10:15,410
be the best at one dimension and good
enough on the other two.
186
00:10:15,410 --> 00:10:18,990
That's the long term strategy.
In the short term it might be that
187
00:10:18,990 --> 00:10:21,030
let's say your long term strategy is to be
188
00:10:21,030 --> 00:10:25,090
customer intimate, but you're not at fair
value in operations.
189
00:10:25,090 --> 00:10:29,060
So in the short term you might be looking
to hit fair value in
190
00:10:29,060 --> 00:10:31,170
operations, but in the long term you're
191
00:10:31,170 --> 00:10:34,140
looking to be the leader in customer
intimacy.
192
00:10:34,140 --> 00:10:37,890
And once you decide what your leadership
strategy is then
193
00:10:37,890 --> 00:10:41,400
that has implications for everything you
do in your firm.
194
00:10:41,400 --> 00:10:43,990
So for example if you are an operational
company and
195
00:10:43,990 --> 00:10:47,160
that's what you want to be your leadership
strategy, that tends to be a
196
00:10:47,160 --> 00:10:51,080
very hierarchical strategy that, with
allocation of
197
00:10:51,080 --> 00:10:55,482
resources prioritized to information
technology et cetera.
198
00:10:55,482 --> 00:10:58,400
If you are a performance superiority
company, that tends
199
00:10:58,400 --> 00:11:00,820
to be more of an R and D company.
200
00:11:00,820 --> 00:11:03,400
You tend to hire kinds of people that are.
201
00:11:03,400 --> 00:11:06,600
Very innovative, they don't like
structure, they don't
202
00:11:06,600 --> 00:11:09,080
like top-down organization, you really
need to give
203
00:11:09,080 --> 00:11:12,780
them a lot of free reign.
And in a customer intimacy, you
204
00:11:12,780 --> 00:11:16,660
really have to focus on prioritizing
market research, customer
205
00:11:16,660 --> 00:11:20,600
knowledge and you kind of have a
consulting, a yes culture.
206
00:11:20,600 --> 00:11:27,079
You have to let the customer come first.
So each, once you decide on your
207
00:11:27,079 --> 00:11:34,146
leadership strategy has a lot of
implications for the rest of the firm.
208
00:11:34,146 --> 00:11:41,150
[MUSIC].