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Planning for Rapid Growth and Economic Uncertainty Online Retail Logistics Conference 18-19 November 2014 Charles E. Crouch Lecturer in e-Business & Digital Marketing Chisholm Institute CC by 4.0

Planning for Rapid Growth and Economic Uncertainty

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Page 1: Planning for Rapid Growth and Economic Uncertainty

Planning for Rapid Growth and Economic Uncertainty

Online Retail Logistics Conference 18-19 November 2014

Charles E. CrouchLecturer in e-Business & Digital MarketingChisholm Institute

CC by 4.0

Page 2: Planning for Rapid Growth and Economic Uncertainty

Images: BBC

Several years ago science historian James Burke hosted a TV show on the BBC, Connections, an Alternative View of Change, discussing the history of science, invention and accompanying changes.

Page 3: Planning for Rapid Growth and Economic Uncertainty

Images: Wikipedia, C. Crouch

For example: The invention of the stirrup in China let people sit securely on horses. Mounted cavalry led to heavily armored knights on massive horses with accompanying squires and attendants. Supporting these knights required major changes to agriculture, estates and towns, leading to centralized commerce.

However, for centuries the rate

of change was slow.

Page 4: Planning for Rapid Growth and Economic Uncertainty

1978! 1979!

Image: BBC

In the last episode of Connections, James Burke discussed change itself, noting that “The ease with which information can spread is critical to the rate at which change occurs.”

But this episode was televised in 1979!

Page 5: Planning for Rapid Growth and Economic Uncertainty

Photos: Wikipedia, Twentieth Century Fox

This was the world in 1979:

The Apple II was a hot computer.

The Internet did not exist. Several universitiesand government labs were connected by something called the ARPANET.

Mobile phones were still a decade away.

Social Media?What’s that?

Page 6: Planning for Rapid Growth and Economic Uncertainty

Photos: Microsoft, iStockPhoto

Today we are overwhelmed by change. Let’s look at a few things you can do to address the challenge of continuous change.

Page 7: Planning for Rapid Growth and Economic Uncertainty

Strategy as Simple Rules

Image: iStockPhoto

Page 8: Planning for Rapid Growth and Economic Uncertainty

Photos: TheOldMotor.com, C. Crouch

When business was simple, one could afford complex strategies

Now complex business needs to simplify

Page 9: Planning for Rapid Growth and Economic Uncertainty

Establish Position

Leverage Resources

Simple Rules

Strategy TypesThe classic view often taught in school. A unique position is exploited in the market.

Photos: C. Crouch

A newer approach in which differentiating resources are used across separate markets

Knowing when to act, seizing fleeting opportunities

Adapted from: Kathleen Eisenhart & Donald Sull, “Strategy as Simple Rules”, Harvard Business Review, 2001

Page 10: Planning for Rapid Growth and Economic Uncertainty

Simple Rules StrategyQuickly recognize positive/negative situations in the marketplace.

Act accordingly.

Military forces have used a simple rules strategy for years by publishing clear, brief Rules of Engagement to tell troops how to act.

Page 11: Planning for Rapid Growth and Economic Uncertainty

3 Approaches ComparedPosition Resources Simple Rules

Competitive Advantage

Unique, valuable position

Unique, valuable resources

Unique, simple rules &

processes

Works Best

Well-structured slowly

changing markets

Well-structured moderately

changing, markets

Ambiguous rapidly changing

markets

RiskHard to alter position as

markets change

Slow to build new resources

as markets change

Hesitant to take promising opportunities

Source: K. Eisenhart & D. Sull, “Strategy as Simple Rules”, Harvard Business Review, 2001

Page 12: Planning for Rapid Growth and Economic Uncertainty

Establish Position

Leverage Resources

Simple Rules

TAXI

Both the Established Position and Leveraged Resources Strategies are under attack today by nimbler, digital-based companies. But having a Simple Rules strategy is one way to adapt.

Page 13: Planning for Rapid Growth and Economic Uncertainty

Maximum 75 employees1.

Smaller companiesGrowth phase

Cheaper

Technology skills75% must be engineers2.

Some years ago Cisco was acquiring small companies at the rate one per week. They

used a set of simple rules to quickly decide which companies to investigate farther.

Page 14: Planning for Rapid Growth and Economic Uncertainty

In Silicon Valley, Mergers Must Meet the Toothbrush TestBy DAVID GELLES AUGUST 17, 2014 9:22 PM

When deciding whether Google should spend millions in acquiring a new company, Larry Page, asks whether the acquisition passes the toothbrush test:

Is it something you will use once or twice a day,and does it make your life better?

http://dealbook.nytimes.com/2014/08/17/in-silicon-valley-mergers-must-meet-the-toothbrush-test

Quickly evaluating potential opportunities is still a vital skill today.

Page 15: Planning for Rapid Growth and Economic Uncertainty

Tall Timber Café

Photo: Eddie Jim, goodfood.com.auSource: Fiona Smith, Australian Financial Review, 25 Oct 14

Steve Rowley, co-owner of the Tall Timber Café in Melbourne, Australia was asked by a customer for some old coffee grounds to use as a scrub for cellulite. Did he just give the customer the grounds…?

Page 16: Planning for Rapid Growth and Economic Uncertainty

No, he built a product and started a business. After18 months FrankBody.com is now selling one pack per minute and shipping to countries around the world.

Page 17: Planning for Rapid Growth and Economic Uncertainty

Business Processes

Photo: C. Crouch

Companies can apply this same idea of Simple Rules to their internal business processes.

Page 18: Planning for Rapid Growth and Economic Uncertainty

Social Media?

Photo: C. Crouch

For example, social media is acommon marketing tool today,but many companies make mistakes using it.

Page 19: Planning for Rapid Growth and Economic Uncertainty

Social MediaPolicy

To provide guidance, many organizations prepare a social media policy (probably because their lawyers or HR told them to). They instruct everyone to read the policy, but how many people actually use it?Could “simple rules” make this easier?

Page 20: Planning for Rapid Growth and Economic Uncertainty

Source: Air Force Public Affairs Agency, Emerging Technology Division, 2009

Respond to online blogs

Flow chart

Easy to use

The US Air Force has a one-page policy/flow chart showing how to respond to online blogs.

Page 21: Planning for Rapid Growth and Economic Uncertainty

Which makes more sense? A heavy document no one reads or a light page everyone can use?

Page 22: Planning for Rapid Growth and Economic Uncertainty

Think Lean

Photo: AngMoKoi, Wikipedia

The Lean Startup movement is popular now as entrepreneurs around the world start their own businesses.

Page 23: Planning for Rapid Growth and Economic Uncertainty

Build Test

Feed

back

Feed

back

Feedback

GatherRequire- cents

Releaseto

Market

Customers

Customer Development

Lean startup began in the software industry where the classic model involved customers at the start, but then ignored them until the final product was delivered. Steve Blank popularized “customer development” which involved customer feedback at all stages in the software development process.

Page 24: Planning for Rapid Growth and Economic Uncertainty

‣ Blank’s Customer Development

‣ Agile Software processes

‣ Toyota Lean Production

Lean: efficient resource use

Especially Time

Agile development uses collaboration and continuous improvement to evolve requirements and solutions.Lean production focuses on reducing waste to improve customer value.

Eric Ries combined Steve Blank’s customer development ideas with agile software development and Toyota’s lean production into the Lean Startup

Page 25: Planning for Rapid Growth and Economic Uncertainty

Business Idea Development

Frontload

Time

Classic

Lean

Classic development loads lots of resources at the front end of a project.

Lean methods run many small trials to continually improve as the project progresses

Page 26: Planning for Rapid Growth and Economic Uncertainty

The Lean Startup idea has proved so useful that a whole ecosystem has evolved.

Page 27: Planning for Rapid Growth and Economic Uncertainty

Thinking LeanDetermine best plan

Identify riskiest parts

Test these first

Small experiments

Build Something

No One Wants

You can use lean startup methods in your own organization. The biggest risk is building something no one wants or uses, so find this out early, rather than at the end.

Photo: iStockPhoto

Page 28: Planning for Rapid Growth and Economic Uncertainty

Source: Botsman, R. “Sharing’s Not Just for Startups” Boss Magazine, Oct 2014

Staff at Marriott hotels noticed people wandering through their lobbies, looking for places to meet and work for short periods. Also, Marriott had loads of underused conference rooms.

Page 29: Planning for Rapid Growth and Economic Uncertainty

Meeting Space: by the hour

They decided to test a new service, renting conference rooms by the hour. One risk was the expense of building a room reservation system. Another was no one would want to use the service.

Photo: Marriott

Page 30: Planning for Rapid Growth and Economic Uncertainty

To reduce these risks they partnered with LiquidSpace to run the booking system and had a trial run at hotels in Washington DC and San Francisco, places where people were used to working remotely.

Page 31: Planning for Rapid Growth and Economic Uncertainty

http://www.workspaces.marriott.com

The test was successful and todayWork[Space] on Demand is operating at over 400 hotels and reaching a new customer base of local lawyers, consultants and independents.

Page 32: Planning for Rapid Growth and Economic Uncertainty

Pascale Helyar-Moray

I wanted to be able to create jewelry exactly

as I wanted it.

StyleRocks is an online Australian company offering customized jewelry.

The owner started StyleRocks when she was home with children and frustrated

she could not get out to shop.

Page 33: Planning for Rapid Growth and Economic Uncertainty

The company provides different options to customize each piece. They offer a free resizing service

for rings but noticed many people still got this wrong.

Page 34: Planning for Rapid Growth and Economic Uncertainty

The website offered a sizing guide which had to be printed, cut, pulled to fit and measured.

Page 35: Planning for Rapid Growth and Economic Uncertainty

3D Ring Printing

Check sizing

Credit on purchase

More committed

Alternatively, customers can order a test ring made on a 3D printer.

Page 36: Planning for Rapid Growth and Economic Uncertainty

This program has recently launched as a test to see how

the market reacts.

The design files for the rings were already at hand, and an outside service prints the 3D rings, reducing the cost of this trial.

Page 37: Planning for Rapid Growth and Economic Uncertainty

Takeaways

Photo: C. Crouch

Page 38: Planning for Rapid Growth and Economic Uncertainty

Today we live in a whack-a-mole world where new products, competitors, services and customers pop up at any time.

Video: YouTube

Page 39: Planning for Rapid Growth and Economic Uncertainty

Simple Rules

Can you simplify your own rules and processes to make them easier to use when conditions change - and they will!

Photo: ad:tech/dmg events

Page 40: Planning for Rapid Growth and Economic Uncertainty

Think Lean

Experiment with new ideas, see what works for you, then do more of them.

Photo: C. Crouch

Page 41: Planning for Rapid Growth and Economic Uncertainty

Assignment

1. What complex process

can I replace with a

simple rule?

2. That new idea I have.

How can I try simple

experiments to test it?

I am a teacher. Now it’s your turn.

Here is your assignment.

Page 42: Planning for Rapid Growth and Economic Uncertainty

Other Presentationson SlideShare

Photo: C. Crouch

Page 43: Planning for Rapid Growth and Economic Uncertainty

Questions?

Charles E. [email protected]

+61 447 413 070 CharlesECrouch

Photo: iStockPhoto

Page 44: Planning for Rapid Growth and Economic Uncertainty

Planning for Rapid Growth and Economic Uncertainty

Online Retail Logistics Conference 18-19 November 2014

Charles E. CrouchLecturer in e-Business & Digital MarketingChisholm Institute

CC by 4.0

END