STRATEGIC BUSINESS MODEL CANVAS V2.0

© 2014-2015 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V2.0

THE STRATEGICBUSINESS MODEL

CANVAS

THE STRATEGIC BUSINESS MODEL CANVASDESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.

A JOURNEY FROM THE CURRENT STATUS

TOWARDS THE STRATEGIC DESTINATION,

WHERE THE NEW TRANSIENTCOMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.TODAY

THE CURRENT TRANSIENT COMPETITIVE ADVANTAGE

THE NEW TRANSIENT COMPETITIVE ADVANTAGE

STRATEGIC HORIZON

STRATEGIC DESTINATION

TIME

VALUE


STRATEGIC GOALS

2 BUILDING BLOCKS

STRATEGIC CHOICES


8 BUILDING BLOCKS

CORE CAPABILITIES

THE STRATEGIC BUSINESS MODELCOMPONENTS

THE STRATEGIC [CORPORATE] GOALSARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESALONG THE STRATEGIC HORIZON.

THEY REPRESENT THE WINNING ASPIRATIONS.


Growth Profitability Sustainability

STRATEGIC CHOICES

CORE CAPABILITIES


THE STRATEGIC CHOICES DEFINETHE STRATEGIC POSITIONING.

THEY ARE GROUPED IN TWO BUILDING BLOCKS:

• VP VALUE PROPOSITION (HOW-TO-WIN)• MB MARKET BOUNDARIES (WHERE-TO-PLAY)

EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANYREQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BEDIFFERENT FOR EACH PRODUCT/SERVICE LINE.



CORE CAPABILITIES


VP Value Proposition (how-to-win) MB Market Boundaries (where-to-play)

THE CORE CAPABILITIESARE THE ESSENTIAL CAPABILITIESREQUIRED TO SUPPORT THE STRATEGIC POSITIONING.

THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITHTHE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.

ON THE NEXT SLIDE ARE THE 10 BUILDING BLOCKSOF THE STRATEGIC BUSINESS MODEL CANVAS© 2014-2015 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V2.0

KP Key Partners CH Sales Channels CR Customer Relationships

KA Key Activities & Processes TS Tools & Management Systems

OR Organizational Resources CS Core Competences & Skills KB Knowledge & Behaviors




THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING

THE CURRENT STRATEGIC POSITIONING INTO A NEW STRATEGIC POSITIONING,

WHICH IS DEFINED FOR THE STRATEGIC DESTINATION.

THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.

SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODELTO A NEW STRATEGIC BUSINESS MODEL, WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.© 2014-2015 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V2.0







TODAY STRATEGIC DESTINATION TODAY STRATEGIC DESTINATION

THE 8 CORE CAPABILITIES BUILDING BLOCKS, SUPPORTING THE STRATEGIC POSITIONING

EXISTING REQUIRED

THE 2 STRATEGIC CHOICES BUILDING BLOCKS OF THE STRATEGIC POSITIONING

THE 10 BUILDING BLOCKSOF THE STRATEGIC BUSINESS MODEL CANVAS:

• 2 STRATEGIC CHOICES BUILDING BLOCKS• 8 CORE CAPABILITIES BUILDING BLOCKS

INSIDE EACH STRATEGIC CHOICES BUILDING BLOCKTHERE ARE 10 CHOICE ITEMS.

INSIDE EACH CORE CAPABILITIES BUILDING BLOCKTHERE ARE 7-12 CAPABILITY ITEMS(CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).

THE NEXT SLIDE PRESENTS THE DEFAULT CAPABILITY ITEMS.YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.




VP Value Proposition (how-to-win) A1 Low Cost C1 Exclusive Channel A2 Differentiation C2 Dominant Exchange B1 Customer Intimacy C3 Proprietary Standard B2 Added Value D1 Disruptive Value B3 Horizontal Breadth D2 Disruptive Innovation

MB Market Boundaries (where-to-play) E1 Key Segments Market G1 Collateral Market E2 High-End Market G2 Substitutes Market E3 Long-Tail Market G3 New Existing Market F1 Proximity Market H1 New Concept Market F3 End-Customer Market H2 Trend Market

KP Key Partners KP1 Supplier Intimacy / Alternate Suppliers KP2 High-end Market & Specialty Suppliers KP3 R&D and Industry Expertise Partners KP4 Advanced / New Technology Suppliers KP5 Customer-Proximity & Partners KP6 Value-added & SI Partners Eco-system KP7 Trendsetters & Market Researchers

CH Sales Channels CH1 Low-cost / Outsourced Sales Channels CH2 Specialized / Expert Sales Channels CH3 Direct Pre-Sales & Sales Channels CH4 Automated Sales / e-Commerce CH5 Retail & Customer-Proximity Channels CH6 Integrated Solutions Sales Channels CH7 Indirect Channels / Franchise System

CR Customer Relationships CR1 Low Cost /Outsourced Customer Support CR2 Dedicated / Expert Customer Support CR3 Customer Advocacy / Ambassadors CR4 Automated / Web Customer Support CR5 Customer-Proximity Support CR6 Partners & Sales Channels Support CR7 Customer Communication / Co-Creation

KA Key Activities & Processes KA1 Backward Integration KA2 Forward Integration KA3 Supplier Management KA4 Outsourcing KA5 Market Research, MarCom. KA6 Product Portfolio Mgmt. KA7 Innovation, R&D, Prototyping KA8 Customer Lifecycle Mgmt. KA9 Retail / Category Mgmt. KA10 Sales Channels Mgmt. KA11 Logistics / Warehousing KA12 Partners Management

TS Tools & Management Systems TS1 SCM System TS2 Outsourcing Mgmt. System TS3 Partner Management System TS4 Cost-Control System / ERP TS5 CRM & Trouble-Ticket System TS6 Sales Force Automation TS7 Innovation Mgmt. System TS8 Performance Mgmt. System TS9 Sales & Op Planning System TS10 Retail / Logistics / WMS TS11 JIT Production System TS12 Quality Assurance System

OR Organizational Resources OR1 Low-Cost / Outsourced Workforce OR2 Product Testing Facilities OR3 Customer Support Center OR4 MIS & Web Presence Infrastructure OR5 Customer -Proximity Infrastructure OR6 Logistics, WH and Retail Facilities OR7 Direct Delivery Infrastructure

CS Core Competences & Skills CS1 Cost-Control & Continuous Improvement CS2 Customer Acquisition & Retention CS3 Solution & Consultative Selling, SI CS4 Supply & Distribution Management CS5 Logistics and Order Fulfillment CS6 Retail & Category Management CS7 Innovation & Creativity

KB Knowledge & Behaviors KB1 Detailed Processes Mapping KB2 Market Demographics, Buying Behaviors KB3 Competitive Intelligence KB4 Job To Be Done for Customer Segments KB5 Advanced Technology Solutions KB6 Leadership, Problem-solving, Teamwork KB7 Engagement and Performance-Focus

EACH STRATEGIC CHOICE REQUIRES FULLY DEVELOPED AND MATURE SUPPORTING CORE CAPABILITIES.SEE AN EXAMPLE ON THE NEXT SLIDE.

COMPARE THE EXISTING CORE CAPABILITIESWITH THE CORE CAPABILITIES REQUIREDTO SUPPORT THE STRATEGIC CHOICESOF THE NEW STRATEGIC BUSINESS MODEL.

THE COMPARISON WILL COMPLETE THE PICTUREOF THE STRATEGIC GAPS THAT HAVE TO BE CLOSED

THROUGH THE DEVELOPMENT & EXECUTION OF THE ANNUAL STRATEGIC PLANS.© 2014-2015 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V2.0







A1 Low Cost C1 Exclusive Channel A2 Differentiation C2 Dominant Exchange B1 Customer Intimacy C3 Proprietary Standard B2 Added Value D1 Disruptive Value B3 Horizontal Breadth D2 Disruptive Innovation

E1 Key Segments Market G1 Collateral Market E2 High-End Market G2 Substitutes Market E3 Long-Tail Market G3 New Existing Market F1 Proximity Market H1 New Concept Market F3 End-Customer Market H2 Trend Market

KP1 Supplier Intimacy / Alternate Suppliers KP2 High-end Market & Specialty Suppliers KP3 R&D and Industry Expertise Partners KP4 Advanced / New Technology Suppliers KP5 Customer-Proximity & Partners KP6 Value-added & SI Partners Eco-system KP7 Trendsetters & Market Researchers

CH1 Low-cost / Outsourced Sales Channels CH2 Specialized / Expert Sales Channels CH3 Direct Pre-Sales & Sales Channels CH4 Automated Sales / e-Commerce CH5 Retail & Customer-Proximity Channels CH6 Integrated Solutions Sales Channels CH7 Indirect Channels / Franchise System

CR1 Low Cost /Outsourced Customer Support CR2 Dedicated / Expert Customer Support CR3 Customer Advocacy / Ambassadors CR4 Automated / Web Customer Support CR5 Customer-Proximity Support CR6 Partners & Sales Channels Support CR7 Customer Communication / Co-Creation

KA1 Backward Integration KA2 Forward Integration KA3 Supplier Management KA4 Outsourcing KA5 Market Research, MarCom. KA6 Product Portfolio Mgmt. KA7 Innovation, R&D, Prototyping KA8 Customer Lifecycle Mgmt. KA9 Retail / Category Mgmt. KA10 Sales Channels Mgmt. KA11 Logistics / Warehousing KA12 Partners Management

TS1 SCM System TS2 Outsourcing Mgmt. System TS3 Partner Management System TS4 Cost-Control System / ERP TS5 CRM & Trouble-Ticket System TS6 Sales Force Automation TS7 Innovation Mgmt. System TS8 Performance Mgmt. System TS9 Sales & Op Planning System TS10 Retail / Logistics / WMS TS11 JIT Production System TS12 Quality Assurance System

OR1 Low-Cost / Outsourced Workforce OR2 Product Testing Facilities OR3 Customer Support Center OR4 MIS & Web Presence Infrastructure OR5 Customer-Proximity Infrastructure OR6 Logistics, WH and Retail Facilities OR7 Direct Delivery Infrastructure

CS1 Cost-Control & Continuous Improvement CS2 Customer Acquisition & Retention CS3 Solution & Consultative Selling, SI CS4 Supply & Distribution Management CS5 Logistics and Order Fulfillment CS6 Retail & Category Management CS7 Innovation & Creativity

KB1 Detailed Processes Mapping KB2 Market Demographics, Buying Behaviors KB3 Competitive Intelligence KB4 Job To Be Done for Customer Segments KB5 Advanced Technology Solutions KB6 Leadership, Problem-solving, Teamwork KB7 Engagement and Performance-Focus

SOURCE REFERENCE:

“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY

“THE DELTA MODEL” – ARNOLDO C. HAX

“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE

“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN

“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT

“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PWC

“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER

“BUSINESS MODEL GENERATION” – ALEXANDER OSTERWALDER

“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH


FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON

DEFINING THE NEW STRATEGIC BUSINESS MODEL

DETERMINING THE STRATEGIC GAPS, REQUIRED FORTHE STRATEGIC PLAN DEVELOPMENT & EXECUTION

E-MAIL:

[email protected]


STRATEGIC BUSINESS MODEL CANVAS V2.0

Business

Transcript of STRATEGIC BUSINESS MODEL CANVAS V2.0