1. Building a Magnet Business Master Class 1 UCC, 13 th April 2015

2. Putting the customer at the heart of strategy

3. Dartmouth | OUBS | EMLYON | Imperial | Cambridge

4. Is your strategy fit for purpose?

5. Discussion

7. What’s the ultimate strategy for growth? Breakout

8. Photo by HKmPUA - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/74519410@N00Created with Haiku Deck

9. GROWTH OPPORTUNITIES Emergent Markets Established Markets BREAKOUTTYPEBREAKOUTTYPE Taking by Storm True OriginalsRevolutionaries Laggard to Leader Wave RidersBig Improvers

10. Photo by Dagwald - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/74218837@N00Created with Haiku Deck

11. GROWTH OPPORTUNITIES Emergent Markets Established Markets BREAKOUTTYPEBREAKOUTTYPE Expanding Horizons Boundary BreakersConquistadors Shifting Shape Early AdaptersPower Players

12. How do you become a shapeshifter?

13. …through breakout strategy + innovation Projects and Programs Business Model Value Proposition VisionStrategic Leadership Strategic Enactment Strategic Alignment Strategic Definition Strategic Thinking Routes to breakout Non-market + market environmentCorporate environment M&A, alliance, internationalisation Tactics © Finkelstein, Harvey, Lawton, 2007

14. Schedule 9:00-10:30 Session One Strategic purpose evaluation 11:00-12:30 Session Two Value proposition assessment 14:00-15:30 Session Three Strategic asset audit

15. Master class objectives Objectives 1.Clarify and sharpen your unique offering to clients/customers. 2.Enable you to increase the competitive distance between you and your nearest rivals. Key questions  How are you perceived by existing and potential customers?  What are these customers closest alternative options?  How do you create more space for yourselves in the market and greater value for the customer?

16. Projects and Programs Business Model Value Proposition Vision Strategic Leadership Strategic Enactment Strategic Alignment Strategic Definition Strategic Thinking © Finkelstein, Harvey, Lawton, 2007 Adapting your strategic value proposition

17. Create a magnet company Configure your value proposition to… - excite markets - attract and retain customers - repel new entrants/substitutes - render competitors unable to respond

18. Extracting value from a value proposition Clarifying what you are and what you offer Ensuring consistency to customer Making all elements of the value proposition synchronize Leveraging up to gain competitive advantage

19. Added value for customers or clients AVC = (TB + IB) – P Where: AVC = added value to customer or client TB = value of tangible benefits of purchase IB = value of intangible benefits of purchase P = price paid by customer or client

21. Ryanair’s original value proposition 1. Comprehensive 2. Comprehensive/ Standard 3. Standard 4. Standard/ Minimal 5. Minimal 1. Premium 2. Premium/ Competitive 3. Competitive 4.Competitive/ Leader 5. Leader 1. Original 2. Original/ Customized 3. Customized 4. Customized/ Basic 5. Basic 1. Excellent 2. Excellent/ Average 3. Average 4. Average/ Acceptable 5. Acceptable 1. Restricted 2. Restricted/ Selective 3. Selective 4. Selective/ Universal 5. Universal 1. Prestigious 2. Prestigious/ Respected 3. Respected 4. Respected/ Functional 5. Functional PRICE FEATURESQUALITYSUPPORTAVAILABILITYREPUTATION VISION FOR THE FUTURE

22. 22 Group work

24. Your value proposition 1. Comprehensive 2. Comprehensive/ Standard 3. Standard 4. Standard/ Minimal 5. Minimal 1. Premium 2. Premium/ Competitive 3. Competitive 4.Competitive/ Leader 5. Leader 1. Original 2. Original/ Customized 3. Customized 4. Customized/ Basic 5. Basic 1. Excellent 2. Excellent/ Average 3. Average 4. Average/ Acceptable 5. Acceptable 1. Restricted 2. Restricted/ Selective 3. Selective 4. Selective/ Universal 5. Universal 1. Prestigious 2. Prestigious/ Respected 3. Respected 4. Respected/ Functional 5. Functional PRICE FEATURES QUALITYSUPPORTAVAILABILITY REPUTATION VISION FOR THE FUTURE