49
What? What? What? What?

Stanford EPGC Review

  • Upload
    shaned

  • View
    1.843

  • Download
    1

Embed Size (px)

Citation preview

What?What?What?What?

Executive Program For

Growing Companies

At…At…At…At…

In…In…In…In…

Which is 80km Which is 80km Which is 80km Which is 80km south of…south of…south of…south of…

Palo Alto has Palo Alto has Palo Alto has Palo Alto has plenty of…plenty of…plenty of…plenty of…

andandandand

Because it is Because it is Because it is Because it is also home to…also home to…also home to…also home to…

Who made Who made Who made Who made $$$$ from…from…from…from…

Back to…Back to…Back to…Back to…

Learning was Learning was Learning was Learning was based on based on based on based on asking…asking…asking…asking…

And And And And providing…providing…providing…providing…

For For For For everybodyseverybodyseverybodyseverybodysuniqueuniqueuniqueuniquebusinesses.businesses.businesses.businesses.

Food for Food for Food for Food for thought, or…thought, or…thought, or…thought, or…

The Strategy

� to win and keep winning

� control destiny

� doesn’t have to be perfect, just

flexible

� customers place constraints on

execution

� complements the vision

� a future we try to make happen

� clear, simple, compelling

Strategy Framework

� corporate strategy “ what we say”

� competitive advantage “what it takes

to win”

� distinctive competencies “what have we

got”

� strategic actions “what we do”

� internal environment “our culture”

Define the minimum winning

game

Brand Value

� not price, but value - EVC

� brand POD & POP

� POD: healthy POP: taste

� POD: “the customer” POP: market service

provider

� customer intimacy to manage the brand

� the brand is “a promise”

Organisation

� differences

� mr market

� trapped by assumptions

� managing culture

� own behaviour

� involvement

� clear messages

� reward systems

Innovation

� innovation

� exploitive (current) vs exploratory (new)

business

� the ambidextrous organisation

� seperate new from existing business

� maintain exec level oversight & share

resources

� has a common cause

Sticky

� urban legends are sticky

� the principles

� Simple

� Unexpected

� Concrete

� Credible

� Emotional

� Stories

� avoid “the curse of knowledge”

Sticky

“our mission is to become the

international leader in the space

industry through maximum team-centred

innovation and strategically targeted

aerospace initiatives”

“put a man on the moon and return him

safely to Earth by the end of the

decade”

Growth:

� trading marketplace

� “the perfect store”

� evolution

� c2c, c2c & b2c, portfolios

� growth though

� network effects (PODs)

� feedback loops - reputation index

� community

� listening to customers

� acquisitions

� PayPal, Skyke, StubHub, local auction sites

Technology

� lock in forward innovation

� move up the value chain – “value-add”

� set de-facto industry standard

� Windows, iPhone

� leverage economies of scale

� over invest in new era technology,

� Not current

� technology does not always move fast

� the future

� telepresence, RFID, robotics, nano

technology

Anything Anything Anything Anything else?else?else?else?

But also…But also…But also…But also…

And…And…And…And…

Plus…Plus…Plus…Plus…

Finally…Finally…Finally…Finally…