Estratégia

EstratEstratégiaégia

TeoriaTeoria

DefiniDefinição militar ção militar de de estratégiaestratégia

A plan of action designed to achieve aA plan of action designed to achieve aparticular goal.particular goal.

How a battle is fought is a matter of tactics: the terms andHow a battle is fought is a matter of tactics: the terms andconditions that it is fought on and whether it should beconditions that it is fought on and whether it should befought at all is a matter of strategy.fought at all is a matter of strategy.

FonteFonte: : http://en.wikipedia.org/wiki/Strategy

DefiniDefinição ção de de estratégia para empresasestratégia para empresasApproach to future that involves:Approach to future that involves:

(1)(1) examination of the current and anticipated factors associated withexamination of the current and anticipated factors associated withcustomers and competitors (external environment) and the firm itselfcustomers and competitors (external environment) and the firm itself(internal environment),(internal environment),

(2)(2) envisioning a new or effective role for the firm in a creative manner,envisioning a new or effective role for the firm in a creative manner,andand

(3)(3) aligning policies, practices, and resources to realize that vision.aligning policies, practices, and resources to realize that vision.

Fonte: http://www.businessdictionary.com/definition/corporate-strategy.html

““It is the customer who really mattersIt is the customer who really matters””“… you must recognize thatmust recognize that it is it is the customer who really mattersthe customer who really matters, and, and

that the customers are always different. Itthat the customers are always different. It is a is a fatal mistake tofatal mistake tocommoditize themcommoditize them..””

““It is critical that you try to It is critical that you try to understand your customersunderstand your customers ʼ̓ needs needs, to segment, to segmentthemthem so that you can recognize their differences, and to so that you can recognize their differences, and to assess yourassess yourcompetenciescompetencies as a as a firm so that you firm so that you can offer not just products, butcan offer not just products, butalso creative and unique solutionsalso creative and unique solutions to each customerto each customer ʼ̓s pressings pressingneeds.needs.””

““……the essence of strategy becomes the essence of strategy becomes not not to achieve sustainableto achieve sustainablecompetitive advantagecompetitive advantage with competitors as the benchmark with competitors as the benchmark –– but to but toachieve achieve customer bondingcustomer bonding, with the, with the customer as the driving force.customer as the driving force.””

Fonte: Prof. Arnoldo Hax - The Delta Model

Definindo estratDefinindo estratégia pelo égia pelo Delta Model (DM)Delta Model (DM)

Delta Model (DM)Delta Model (DM)

8 8 posições estratégicasposições estratégicas

Best ProductBest Product

Total Customer SolutionsTotal Customer Solutions

System Lock-inSystem Lock-in

Outras formas Outras formas de de ver ver o delta model (1/2)o delta model (1/2)

Outras formas Outras formas de de ver ver o delta model (2/2)o delta model (2/2)

10 10 axiomas axiomas do Prof. do Prof. Arnoldo HaxArnoldo Hax1.1. The center of strategy is the customerThe center of strategy is the customer2.2. You donYou don ʼ̓t win by beating the competition; you win by achieving customert win by beating the competition; you win by achieving customer

bondingbonding3.3. Strategy is not war; it is loveStrategy is not war; it is love4.4. A product-centric mentality is constraining; open your mindset to include theA product-centric mentality is constraining; open your mindset to include the

customers, the suppliers, and the customers, the suppliers, and the complementors complementors as your key constituenciesas your key constituencies5.5. Try to understand your customer deeply. Strategy is done one customer at aTry to understand your customer deeply. Strategy is done one customer at a

timetime6.6. Commodities only exist in the minds of the ineptCommodities only exist in the minds of the inept7.7. The foundations of strategy are two:The foundations of strategy are two:

•• Customer Segmentation and Customer Value PropositionCustomer Segmentation and Customer Value Proposition•• The Firm as a Bundle of CompetenciesThe Firm as a Bundle of Competencies

8.8. Reject the two truisms:Reject the two truisms:•• ““The customer is always right,The customer is always right,”” and and•• ““I know the customer needs and how to satisfy them.I know the customer needs and how to satisfy them.””

9.9. The strategic planning process is a dialog among the key executives of theThe strategic planning process is a dialog among the key executives of thefirm firm –– seeking consensus on the direction of the organization seeking consensus on the direction of the organization

10.10. Metrics are essential; experimentation is crucialMetrics are essential; experimentation is crucial

Business ModelBusiness Model GenerationGeneration

CustomerCustomerSegmentsSegments

Key PartnersKey Partners

ValueValuePropositionProposition

CustomerCustomerRelationshipsRelationships

ChannelsChannels

Revenue StreamsRevenue StreamsCost StructureCost Structure

KeyKeyActivitiesActivities

KeyKeyResourcesResources

ExemplosExemplos

Exemplos das Exemplos das 8 8 posições estratégicasposições estratégicas

Segmentação pelo ciclo Segmentação pelo ciclo de de vida vida do do clientecliente

Proposição Proposição de valor - o de valor - o que que e ce c omo omo (DM)(DM)

Segmentação Segmentação + + proposição proposição de valor (DM)de valor (DM)

Competências Competências (DM)(DM)

Business Model - Business Model - NespressoNespresso

Business Model - Business Model - iPod iPod + + iTunesiTunes

FerramentasFerramentaspara entender para entender o o clientecliente

Formas Formas de de segmentasegmentação ção de de clientes clientes (DM)(DM)•• desejo desejo do do cliente fazer negócio conoscocliente fazer negócio conosco:: compreende trcompreende três tipos ês tipos dede

relecionamento relecionamento ((transação transação - - compra compra e e vai emboravai embora, , suporte suporte - - compra mas pede ajudacompra mas pede ajudae e relacionamento relacionamento - - não só compra como interage constantementenão só compra como interage constantemente). É). É a a segmentaçãosegmentaçãomais mais simples.simples.

•• graus graus de valor de valor que conseguimos adicionar ao clienteque conseguimos adicionar ao cliente:: nas palavras nas palavras do Prof.do Prof.Arnoldo Hax Arnoldo Hax "this is perhaps the most effective way of segmenting the customer when"this is perhaps the most effective way of segmenting the customer whenbusiness conditions allow its use".business conditions allow its use".

•• ciclo ciclo de de vida vida do do clientecliente:: serve serve para quando para quando as as necessidades necessidades do do cliente evoluemcliente evoluemcom o tempo. com o tempo. Por exemploPor exemplo, um , um profissional recprofissional recém formado ém formado tem tem necessidadesnecessidadesdiferentes diferentes se se comparado comparado com um com um profissional profissional com 20 com 20 anos anos de de carreiracarreira..

•• diferentes padrões diferentes padrões de de compracompra:: é é baseado em quanto baseado em quanto o o cliente está disposto cliente está disposto aapagarpagar. . Faz sentido para produtos físicos Faz sentido para produtos físicos (VW, (VW, desde Gol até Touaregdesde Gol até Touareg). Tb ). Tb pode fazerpode fazersentido para serviços sentido para serviços ((Itaú Itaú x x Itaú Personnalite ou restaurantesItaú Personnalite ou restaurantes).).

•• canaiscanais:: de de acordo acordo com o Prof. com o Prof. Arnoldo Hax Arnoldo Hax "if we are dependent upon a third party to"if we are dependent upon a third party toreach our customer, it is a top priority to seek and obtain a full strategic alignment withreach our customer, it is a top priority to seek and obtain a full strategic alignment withthe channel".the channel".

Shifting the perspectiveShifting the perspective

Organization-centric business model designOrganization-centric business model design

What can we sell to customers?What can we sell to customers?How can we reach customer most efficiently?How can we reach customer most efficiently?What relationshipsWhat relationships do we need to establishdo we need to establish with customers?with customers?How can we make money from our customers?How can we make money from our customers?

Customer-centric business model designCustomer-centric business model design

What job(s) does our customer need to get done and how can we help?What job(s) does our customer need to get done and how can we help?What are our customerWhat are our customerʼ̓s aspirations and how can we help him live up to them?s aspirations and how can we help him live up to them?How do our customers prefer to be addressed?How do our customers prefer to be addressed?How do we, as an enterprise, best fit into their routines?How do we, as an enterprise, best fit into their routines?What relationship do our What relationship do our custumers custumers expect us to establish with them?expect us to establish with them?For what value(s) are customers truly willing to pay?For what value(s) are customers truly willing to pay?

Mapa Mapa de de empatiaempatia

Mapa Mapa de de empatia empatia (see, hear, think and feel)(see, hear, think and feel)

Mapa Mapa de de empatia empatia (say and do, pain/gain)(say and do, pain/gain)

FerramentasFerramentaspara definirpara definir

proposiproposição ção de valorde valor

ProposiProposição ção de valor (BMG)de valor (BMG)A Value Proposition creates value for a Customer Segment through aA Value Proposition creates value for a Customer Segment through a

distinct mix of elements catering to that segmentdistinct mix of elements catering to that segment ʼ̓s needs. Valuess needs. Valuesmay be quantitative (e.g. price, speed of service) or qualitative (e.g.may be quantitative (e.g. price, speed of service) or qualitative (e.g.design, customer experience).design, customer experience).

Lista Lista não exaustiva de proposições de valor:

• Newness• Performance• Customization• “Getting the job done”• Design• Brand / status• Price• Cost reduction• Risk reduction• Accessibility• Convenience / usability

ProposiProposição ção de valorde valor

FonteFonte: Guerrilla Consulting (: Guerrilla Consulting (http://bit.ly/9mqHFthttp://bit.ly/9mqHFt))

FerramentasFerramentaspara entenderpara entender

competcompetências existentes ências existentes eedesejadasdesejadas, , ameaças ameaças ee

fraquezasfraquezas

Bundle of competencies (DM)Bundle of competencies (DM)

LiLições ções do Delta Model (1/2)do Delta Model (1/2)Think of your firm as a bundle of competencies, not merely as an engine for

developing, making and distributing products.

This is a major switch in mindset. So many firms are frustrated, particularly withthe low returns that they get from their technology investments, because theytend to apply that technology strictly to the development of new products or tomaking them more efficient. Because of the pervasive nature of technology, it canseldom be the source of singular competitive advantage. However, if we use ourknowledge base to provide solutions for our customers, it is most likely that wewill produce singular answers.

Understand deeply your customer needs. Segment the customer base todifferentiate meaningful value propositions to each customer tier.

This is another task that sometimes is neglected in the business world.Companies tend to give much more attention to their competitors than to theircustomers. It is much easier to search for sources of growth and profitability onceyou understand in a granular way your customer base.

LiLições ções do Delta Model (2/2)do Delta Model (2/2)The key to exploit opportunities for growth and profitability is to match your

competencies with your customer needs. Try to be creative, bold, and fast.

Customer segmentation and value proposition, plus existing and desiredcompetencies analysis are the genuine foundations of a proper strategy.Understanding your competencies and your customers and matching yourcapabilities with your customers’ needs is of the essence.

The great companies play simultaneously in the three vertices of the Triangle:

• Best Products: All of them enjoy outstanding operational effectiveness whichproduces a low-cost infrastructure and a differentiated stream of products of greatquality.

• Total Customer Solutions: All of them have a deep understanding of theircustomers, who receive creative and unique value propositions.

• System Lock-In: All of them have at least one legitimate leadership claim toachieve some form of System Lock-in. This is normally achieved throughadmirable innovation and effective use of information technology.

Unbundling the corporationUnbundling the corporation

Unbundling the corporationUnbundling the corporation

•• Foco em apenas Foco em apenas um um tipo tipo de de negócionegócio

•• Caso contrário haverá conflitosCaso contrário haverá conflitos..

•• ExemploExemplo: Amazon: Amazon

–– Foco em Foco em Customer Relationship Management e Customer Relationship Management e ememInfrastructure ManagementInfrastructure Management

–– Programa Programa de de Afiliados usa Afiliados usa a a infraestrutura da infraestrutura da AmazonAmazonmas como garantir mas como garantir a a qualidade da relaqualidade da relação ção com ocom oclientecliente??

Blue Ocean StrategyBlue Ocean Strategy

Eliminate:Eliminate: which factors can you eliminatewhich factors can you eliminatethat your industry has long competed on?that your industry has long competed on?Reduce:Reduce: which factors should be reduced which factors should be reducedwell below the industrywell below the industryʼ̓s standard?s standard?Raise:Raise: which factors should be raised wellwhich factors should be raised wellabove the industryabove the industryʼ̓s standard?s standard?Create:Create: which factors should be created thatwhich factors should be created thatthe industry has never offered?the industry has never offered?

SWOTSWOT

Avaliando ameaAvaliando ameaçasças



Avaliando oportunidadesAvaliando oportunidades



FerramentasFerramentaspara definirpara definir

objetivos objetivos e e indicadoresindicadores

Objetivos estratObjetivos estratégicos égicos e e indicadoresindicadores

Objetivos estratObjetivos estratégicos égicos e e indicadoresindicadores

Objetivos estratObjetivos estratégicos égicos e e indicadores indicadores ((exemploexemplo))

Objetivos estratObjetivos estratégicos égicos e e indicadores indicadores ((exemploexemplo))

SMART SMART KPIsKPIs

RecapitulandoRecapitulando

Definindo estratDefinindo estratégia pelo égia pelo Delta Model (DM)Delta Model (DM)

8 8 posições estratégicasposições estratégicas

Business ModelBusiness Model GenerationGeneration

CustomerCustomerSegmentsSegments

Key PartnersKey Partners

ValueValuePropositionProposition

CustomerCustomerRelationshipsRelationships

ChannelsChannels

Revenue StreamsRevenue StreamsCost StructureCost Structure

KeyKeyActivitiesActivities

KeyKeyResourcesResources

MMãos ãos à à obraobra

MMãos ãos à à obraobra•• Definir Definir segmentasegmentação ção de de clientes clientes e e respectivas propostas respectivas propostas de valor.de valor.

•• Colocar essas informações Colocar essas informações no no triângulo triângulo do Delta Model.do Delta Model.

•• Entender quais sEntender quais são ão as as competcompetências existentes ências existentes e e necessárias necessárias eequal qual o gap o gap entre elasentre elas..

•• Entender Entender o o ambiente da empresaambiente da empresa..

•• Definir quais segmentos atender Definir quais segmentos atender e e quais não atender quais não atender ((missãomissão,,purpose).purpose).

•• Baseado nos itens acimaBaseado nos itens acima, , planejar osplanejar os passos para chegar passos para chegar nessesnessesobjetivosobjetivos..

•• Monitorar Monitorar a a execução desses passos por meio execução desses passos por meio de de processoprocessoorçamentário orçamentário e e indicadores indicadores ((KPIsKPIs).).