Strategic Business Model Canvas v3

© 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0

THE STRATEGICBUSINESS MODEL

CANVAS

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

A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE

ADVANTAGE TOWARDS THE STRATEGIC DESTINATION,

WHEREOUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE

WILL BECOME EFFECTIVE© 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0

Time

Economic Results


CURRENTCompetitive Advantage

NEXTCompetitive Advantage

Strategic DestinationA

Strategic DestinationB

Improve theCompetitive Advantage Develop the

Competitive Advantage

The STRATEGIC TENSION between the focus onthe CURRENT and the NEXT Competitive Advantages

ResourcesAllocation∆

STRATEGIC GOALS

2 BUILDING BLOCKS

STRATEGIC CHOICES(Value Proposition)


10 BUILDING BLOCKS

CAPABILITIES SYSTEM

THE STRATEGICBUSINESS MODEL

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

THEY ARE QUANTIFIED WINNING ASPIRATIONSAND THE ROOTS OF OUR TARGETS TREEE


Growth Profitability Sustainability

STRATEGIC CHOICES(Value Proposition)

CAPABILITIES SYSTEM


THE STRATEGIC CHOICES DEFINEOUR STRATEGIC POSITIONING AND OUR VALUE PROPOSITION

THEY ARE GROUPED IN TWO BUILDING BLOCKS:• CF COMPETITIVE FACTORS (HOW-TO-WIN)• MB MARKET BOUNDARIES (WHERE-TO-PLAY)

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



CAPABILITIES SYSTEM


CF Competitive Factors (how-to-win) MB Market Boundaries (where-to-play)A. Improving Products & ProcessesB. Focusing on the Customer ExperienceC. Extending the Transaction ControlD. Leveraging Complementors / Unique AdvantagesE. Creating Disruption / New Value

F. Improving Market TargetingG. Focusing on Customer ConvenienceH. Extending the Market IntegrationI. Leveraging Corporate ResourcesJ. Creating New Markets

THE CAPABILITIES SYSTEMREPRESENTS THE ESSENTIAL CAPABILITIESREQUIRED TO SUPPORT OUR STRATEGIC POSITIONING

THERE ARE 10 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITHTHE STRATEGIC CHOICES THAT THEY ARE SUPPORTING

ON THE NEXT SLIDE ARE THE BUILDING BLOCKSOF THE STRATEGIC BUSINESS MODEL CANVAS


KP Key Partners CH Sales Channels CR Customer Relationships

KA Key Activities MS Management Systems

OR Organization & Resources

CS Competences & Skills AB Attitudes & Behaviors


CF Competitive Factors (how-to-win) MB Market Boundaries (where-to-play)


TI Tools & Instruments

KI Knowledge & Information

A. Improving Products & ProcessesB. Focusing on the Customer ExperienceC. Extending the Transaction ControlD. Leveraging Complementors / Unique AdvantagesE. Creating Disruption / New Value

F. Improving Market TargetingG. Focusing on Customer ConvenienceH. Extending the Market IntegrationI. Leveraging Corporate ResourcesJ. Creating New Markets

The Required Partners and Suppliers The Go-To-Market Channels The Customer Experience

The Core Processes The Methods and Procedures The Instrumentation andInformation Systems

The Core Infrastructure and Special Business Units The Technology Know-how and Market Databases

The Professional Expertise and Qualifications The Leadership, Collaborative and Innovation Culture

THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING

THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING, WHICH IS DEFINED FOR OUR STRATEGIC DESTINATION

THIS CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CAPABILITIES

SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODELTO A NEW STRATEGIC BUSINESS MODEL, WHICH WILL BECOME FULLY EFFECTIVE AT OUR STRATEGIC DESTINATION


KP Key Partners CH Sales Channels CR Customer Relationships

KA Key Activities MS Management Systems

OR Organization & Resources

CS Competences & Skills AB Attitudes & Behaviors


CF Competitive Factors (how-to-win) MB Market Boundaries (where-to-play)

TI Tools & Instruments

KI Knowledge & Information


TODAY STRATEGIC DESTINATION TODAY STRATEGIC DESTINATION

THE 10 CAPABILITIES SYSTEM BUILDING BLOCKS, SUPPORTING THE STRATEGIC POSITIONINGEXISTING REQUIRED

THE 2 STRATEGIC CHOICES BUILDING BLOCKS OF THE STRATEGIC POSITIONING

THE 12 BUILDING BLOCKSOF THE STRATEGIC BUSINESS MODEL CANVAS:

• 2 STRATEGIC CHOICES BUILDING BLOCKS• 10 CAPABILITIES SYSTEM BUILDING BLOCKS

INSIDE EACH STRATEGIC CHOICES BUILDING BLOCKTHERE ARE 10 CHOICE ITEMS, GROUPED IN 5 POSITIONS.INSIDE EACH CAPABILITIES SYSTEM BUILDING BLOCKTHERE ARE 5-10 CAPABILITY ITEMS(CAPABILITIES OR CAPABILITY COMPONENTS)

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




CF Competitive Factors (how-to-win) A1 Lowest Cost A2 Product Differentiation B1 Customer Intimacy B2 Customer Added Value C1 Exclusive Channel C2 Dominant Exchange D1 Proprietary Standard D2 Unique Resources / Capabilities E1 Disruptive Innovation E2 Conceptual Innovation

MB Market Boundaries (where-to-play) F1 Market Segmentation F2 Market Edges (High/Long-queue) G1 Proximity Markets G2 Customer Re-definition H1 Value Chain Integration H2 Adjacent Markets I1 New/Substitute Markets I2 New Geographies J1 Trend/Future Markets J2 Market Re-definition

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 Value-added & Partners Eco-system

CH Sales Channels CH1 Low-cost / Outsourced Sales Channels CH2 Specialized / Expert Sales Channels CH3 Direct Pre-Sales & Sales Channels CH4 Retail & Customer-Proximity Channels CH5 Indirect Channels / Franchise System

CR Customer Relationships CR1 Low Cost /Outsourced Customer Support CR2 Dedicated / Expert Customer Support CR3 Customer Advocacy / Co-creation CR4 Automated / Web Customer Support CR5 Partners & Sales Channels Support

KA Key Activities KA1 Backward /Forward Integration

KA2 Outsourcing Management KA3 Product Portfolio Management KA4 Innovation, R&D, Prototyping KA5 Retail / Category Management/Logistics

MS Management Systems MS1 SCM System, Outsourcing System MS2 Partner Management System

MS3 Innovation Management System MS4 Operational Performance Mgmt. System

MS5 Quality Assurance System

OR Organization & Resources OR1 Low-Cost Workforce OR2 Product Testing Facilities OR3 Customer Support Center OR4 MIS & Web Presence OR5 Direct Delivery Infrastructure OR6 Customer -Proximity Locations OR7 Logistics and WH Facilities OR8 Comms. & Netw. Infrastructure

CS Competences & Skills CS1 Continuous Improvement CS2 Acquisition & Retention CS3 Solution & Consultative Selling CS4 Logistics and Order Fulfillment CS5 Retail Category Management CS5 Tender Bid Management CS7 Innovation & Creativity CS7 Project Portfolio Management

AB Attitudes & Behaviors AB1 Leadership & Coaching AB2 Teamwork problem-solving AB3 Customer-Focus AB4 Performance-Focus AB5 Procedures Adherence AB6 Reversed Accountability AB7 Creativity Enablement AB8 Delegation & Succession

TI Tools & Instruments TI1 Cost-Control System / ERP TI2 CRM & Trouble-Ticket System TI3 Sales Force Automation TI4 Sales & Ops. Planning System TI5 JIT/Retail / Logistics /WMS System

KI Knowledge & Information KI1 New Advanced Technologies KI2 Customer Job-to-be-Done KI3 Production Formulas /Recipes KI4 Market Demographics/Behaviors KI5 Process BPM Best Practices KI5 Product/Service Value Curve KI7 Specific Equipment Specs KI8 Competitive Intelligence

EACH STRATEGIC CHOICE REQUIRES FULLY DEVELOPED AND MATURE SUPPORTING CAPABILITIES.SEE TWO EXAMPLE ON THE NEXT SLIDES.

COMPARE THE EXISTING CAPABILITIESWITH THE 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.





MB Market Boundaries (where-to-play) F1 Market Segmentation F2 Market Edges (High/Long-queue) G1 Proximity Markets G2 Customer Re-definition H1 Value Chain Integration H2 Adjacent Markets I1 New/Substitute Markets I2 New Geographies J1 Trend/Future Markets J2 Market Re-definition




KA Key Activities KA1 Backward /Forward Integration KA2 Outsourcing Management KA3 Product Portfolio Management KA4 Innovation, R&D, Prototyping KA5 Retail / Category Management/Logistics

MS Management Systems MS1 SCM System, Outsourcing System MS2 Partner Management System

MS3 Innovation Management System MS4 Operational Performance Mgmt. System MS5 Quality Assurance System




TI Tools & Instruments TI1 Cost-Control System / ERP

TI2 CRM & Trouble-Ticket System TI3 Sales Force Automation TI4 Sales & Ops. Planning System TI5 JIT/Retail / Logistics /WMS System





MB Market Boundaries (where-to-play) F1 Market Segmentation F2 Market Edges (High/Long-queue) G1 Proximity Markets G2 Customer Redefinition H1 Value Chain Integration H2 Adjacent Markets I1 New/Substitute Markets I2 New Geographies J1 Trend/Future Markets J2 Market Redefinition




KA Key Activities KA1 Backward /Forward Integration

KA2 Outsourcing Management KA3 Product Portfolio Management KA4 Innovation, R&D, Prototyping KA5 Retail / Category Management/Logistics

MS Management Systems MS1 SCM System, Outsourcing System MS2 Partner Management System MS3 Innovation Management System

MS4 Strategy & Performance Mgmt. System MS5 Quality Assurance System




TI Tools & Instruments TI1 Cost-Control System / ERP TI2 CRM & Trouble-Ticket System TI3 Sales Force Automation TI4 Sales & Ops. Planning System TI5 JIT/Retail / Logistics /WMS System


SOURCE REFERENCE:

PLAYING TO WIN – ROGER MARTIN, A.G. LAFLEYTHE DELTA MODEL – ARNOLDO C. HAXBLUE OCEAN STRATEGY – W. CHAN KIM, RENEE MAUBORGNETHE INNOVATOR’S DILEMMA – CLAYTON CHRISTENSENGOOD STRATEGY / BAD STRATEGY – RICHARD RUMELTTHE ESSENTIAL ADVANTAGE – PAUL LEINWAND, CESARE MAINARDICOMPETITIVE ADVANTAGE – MICHAEL PORTERBUSINESS MODEL GENERATION – ALEXANDER OSTERWALDERTHE END OF COMPETITIVE ADVANTAGE – RITA GUNTHER McGRATH © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0

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

DEFINING THE NEW STRATEGIC BUSINESS MODELDETERMINING THE STRATEGIC GAPS, REQUIRED FORTHE STRATEGIC PLAN DEVELOPMENT & EXECUTION

E-MAIL:[email protected]


Date post:	16-Apr-2017
Category:	Business
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