3. CREATING A UNIQUE VALUE PROPOSITION SUSTAINABLE COMPETITIVE
ADVANTAGE
4. VARIETY-BASED POSITIONING Subset of industrys products &
services Chooses product & service variety Response to superior
value chain
5. NEEDS-BASED POSITIONING Targets segment of customers Arises
when there is a group of customers with differing needs
6. ACCESS-BASED POSITIONING Targets similar customers whose
needs are different Configures different activities to reach
same-same but different customers
7. VARIETY NEEDS ACCESS
8. OPERATIONAL EFFECTIVENESS STRATEGY
9. MICHAEL PORTER ON STRATEGY
10. WHY?
11. 1997 NOW
12. STRENGTHS
13. HOW WILL YOU DECIDE?
14. KEY STAKEHOLDERS
15. FRONT-LINE MANAGERS
16. WHY? Increase ROI; To reposition your company; To maximize
your strengths and opportunities; and To enable you to make
decisions quickly and take action.
17. THE 5 KEY QUESTIONS
18. WHERE ARE WE NOW? - What is the size of our business? -
What are our strengths and weaknesses? - Who is our target market
and our key competitors?
19. WHAT IS OUR HISTORY? - What steps did we take to get to
where we are now? - What did we do right; what did we do wrong? -
What lessons did we learn from our mistakes, and successes?
20. WHERE DO WE WANT TO BE?
21. How are we going to get there?
22. 5 KEY QUESTIONS Where are we now? How did we get here?
Where do we want to be in the future? How are we going to get
there? What resources or skillset gaps do we need to address in
order to get there?
23. OUTCOMES
24. Client X: Unique products; Deep customer relations;
Bleeding cash; and An obscure strategy.
25. Established Needs-Based Strategy Delivered a tailored set
of products to customers with different, albeit similar needs