Strategic market management chapter 12

Chapter Twelve © 2007 2005 John Wiley & Sons Creating New Businesses Copyright © 2010 John Wiley & Sons, Inc All rights reserved Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful Requests for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc The purchaser may make back-up copies for his/her own use only and not for distribution or resale The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein Chapter 12 – Creating New Businesses PPT 12-1 The New Business • Change what the customer is buying © 2007 2005 John Wiley & Sons • Transformational innovation • Different business strategy including new assets & competencies Chapter 12 – Creating New Businesses PPT 12-2 © 2007 2005 John Wiley & Sons Blue • New market space • Create demand • Make competitors irrelevant • Create new strategy • Transformational innovation • High risk-high return Chapter 12 – Creating New Businesses vs Red Oceans • • • • Existing market space Beat competitors Improve market share Improve existing strategy • Incremental innovation • Lower risk PPT 12-3 Barriers to Long-Term Success of Improving Existing Businesses • Competitors response – fast and vigorous © 2007 2005 John Wiley & Sons • Hard to hide incremental innovations • Market dynamics – easy to get behind & become less relevant • Overcapacity Chapter 12 – Creating New Businesses PPT 12-4 The Innovator’s Advantage • Competitors inhibited from responding – Fear cannibalization – Fear taking eye off existing business © 2007 2005 John Wiley & Sons • Competitors unable to respond – Lack assets, competencies, culture etc • Innovator can create customer loyalty & authenticity Chapter 12 – Creating New Businesses PPT 12-5 Early Market Leaders Strategy • Envision the Mass Market • Managerial Persistence © 2007 2005 John Wiley & Sons • Financial Commitment • Relentless Innovation • Asset Leverage Chapter 12 – Creating New Businesses PPT 12-6 Managing Category Perceptions © 2007 2005 John Wiley & Sons • Focus at outset on attributes and functional benefits • Labels help define the category—use them Make your brand the exemplar (the best example of the new category) Chapter 12 – Creating New Businesses PPT 12-7 © 2007 2005 John Wiley & Sons Creating New Business Arenas • • • • • • Creating a dramatically lower price point Technological innovation From components to systems Customer insights—unmet needs Market trends Niche markets Chapter 12 – Creating New Businesses PPT 12-8 From Ideas to Market © 2007 2005 John Wiley & Sons • Fatal Biases Inhibiting New Business Creation – – – – – – The short-term financial pressure curse The silo curse The curse of success The incumbent curse The commitment curse The size curse • Making New Business Viable in Established Organizations Chapter 12 – Creating New Businesses PPT 12-9 © 2007 2005 John Wiley & Sons Key Learnings • In general, above-average earnings come from new business arenas, and those attempting to excel in existing business arenas on average less well financially • A business can vary in its “newness” depending on how much it departs from existing businesses in terms of value proposition, target market, assets and competencies employed, and how it defines what a customer is buying • An innovator has an advantage because it can build up a core loyal customer segment and because competitors, committed to their own business, may lack the motivation and capability to respond • Successful market leaders envision a mass market, are persistent, make a commitment, continue to innovate, leverage firm assets, and manage category perception Chapter 12 – Creating New Businesses PPT 12-10 © 2007 2005 John Wiley & Sons Key Learnings • Transformational new business arenas can be based on offering a dramatically lower price point, analyzing alternative industries to find white space, offering systems rather than components building on customer insights or market trends, and by collaborating with other people and firms • Established firms tend to be focused on their own business and regard new ventures as a distraction that is unlikely to help their financials and may make them worse To overcome these biases they need to create a space for entrepreneurial initiatives and a mechanism that ensures new ventures will get the resources they need Chapter 12 – Creating New Businesses PPT 12-11 © 2007 2005 John Wiley & Sons Ancillary Slides Chapter 12 – Creating New Businesses PPT 12-12 © 2007 2005 John Wiley & Sons “The most effective way to cope with change is to help create it.” - I.W Lynett Chapter 12 – Creating New Businesses PPT 12-13 © 2007 2005 John Wiley & Sons “Only the paranoid survive.” - Andrew Grove, Former CEO Intel Chapter 12 – Creating New Businesses PPT 12-14 “The unexpected is the best source of inspiration.” © 2007 2005 John Wiley & Sons - Peter Drucker Chapter 12 – Creating New Businesses PPT 12-15 ... get the resources they need Chapter 12 – Creating New Businesses PPT 12- 11 © 2007 2005 John Wiley & Sons Ancillary Slides Chapter 12 – Creating New Businesses PPT 12- 12 © 2007 2005 John Wiley &... components to systems Customer insights—unmet needs Market trends Niche markets Chapter 12 – Creating New Businesses PPT 12- 8 From Ideas to Market © 2007 2005 John Wiley & Sons • Fatal Biases... Lynett Chapter 12 – Creating New Businesses PPT 12- 13 © 2007 2005 John Wiley & Sons “Only the paranoid survive.” - Andrew Grove, Former CEO Intel Chapter 12 – Creating New Businesses PPT 12- 14