Do the Right Thing or Do the Thing Right?
It's not actually a choice, but thirty years in
business have convinced me that you had better work
on figuring out the right thing to do, rather than
focusing on operational excellence, quality,
re-engineering, right-sizing -- or any of the other
trendy activities for corporate executives.As Warren
Buffett put it in one of his famous annual letters to
shareholders, "One of the lessons your management has
learned and, unfortunately, sometimes re-learned, is
the importance of being in businesses where tailwinds
prevail rather than headwinds."
Corporate strategy is the expression of the current
hypothesis for what the corporation should be doing.
It is, inevitably, a hypothesis, because we cannot
get absolute data about matters like customer needs;
competitor's plans; the future state of the economy
I usually spend a lot of time with my clients working
on strategy, often the key part of my assignment is
to provide the data and to facilitate the discussions
that will result in the company having a strategy.
Here is the outline that I usually start with. It
helps companies who have usually succeeded to date
thanks to an intuitive or experienced-based
understanding of these issues. At some point in the
company's growth, it becomes necessary to codify and
communicate the strategy more widely.
1. Corporate Strategy
A business provides a mix of product features and
services to its customers. Strategy is based on the
simple principle that for a business to be profitable
it must: provide a better set of features and service
than its competitors or provide an equivalent set of
features and service at lower cost than its
competitors. It can be dangerous to oversimplify a
complex subject like this, but if everyone understands
that "better" means "superior to the competition as
judged by customers in our target segments" and
"cheaper" means "based on a sustainable cost
advantage" , then we can subject all of our plans
to the simple test,
"Is this going to make us better or cheaper?"
Strategic management is the understanding, planning
and above all the implementation of business policies
based on this principle. It means the company
undertakes coherent policies to direct its actions
towards those areas where market value and
competitive advantage can be achieved. This note
tries to describe some key approaches that should
help in developing and implementing a strategic plan
1.1 Background
Before trying to construct a strategic plan there is an
enormous amount of information that needs to be
understood, interpreted creatively and used as the
basis for action. This is a huge task, it is also one
which is never finished. You can always understand
customers, competitors and costs better. You can always
gain new insights from existing information. And as the
world changes, so strategy needs to be refined and
updated. Alone, even the best CEO is unlikely to pull
all these elements together and interpret them in a
fresh and creative manner. So, when developing
strategy, involve other people; both those inside the
Organization, and, after the information has been
assembled, expose it to others who can constructively
criticize the approaches taken. The following section
describes some basic approaches which help to identify
actions which can lead to customer value and
competitive advantage.
1.2 Purchase Criteria
It is surprising how few companies understand
explicitly the criteria by which their customers choose
to purchase a product, and how they decide who to
purchase it from. But if value to the customer is to be
the basis of a business, it is critical that customer
values are fully, and explicitly understood.
Understanding the purchase criteria and, if
necessary, getting independent verification of the
criteria is therefore a key element in understanding
how customer value is created.
1.3 Segmentation
Customers are not identical. Strategically they can be
thought of in two ways. Different customers have
different purchase criteria. And different customers
require different types of activities and skills to
provide the product and services they value. Where
groups of customers differ from one another in terms of
these characteristics, they are known as market
segments. By understanding these segments a company
can:
-
Target a different product and service offering to
different customers, thus generating greater
customer value
-
Gain a competitive advantage in cost or product and
service by tailoring its operation to better match
the needs of its customers.
By reinforcing its expertise and costs to service a
segment a company can gain a structural advantage
within its chosen segment
Creative segmentation is particularly important for
companies that have a low market share relative to
competition, where it is difficult to find a clear
trading advantage. However defining a segment is not
a panacea. Unless there is a structural advantage
that can be gained from segmentation, the gain is
likely to be short term since competition will find
it easy to copy any segment based strategy.
1.4 Growth
Growth is a key element in identifying attractive
markets in which to compete. And it is critical to
understanding the timing and size of the investment and
commitment of managerial resource that should be made.
Predicting future growth is not possible just from
understanding what has happened in the past. It is
necessary to know why it has happened. Extrapolation
of historic trends is just not good enough.
2. Competitor Evaluation
2.1 Products/Service Offering
The key element that distinguishes strategy from
marketing is the explicit consideration of competitive
advantage. Just as it is critical to know what are the
customer purchase criteria, it is also critical to know
how our company and our competitors respond to these
needs. After all it is the interaction of customer
needs and competitor response that will ultimately
determine who makes the sale.
Therefore as part of its strategy development a
business should understand how it "rates" in terms of
its satisfaction of the purchase criteria relative to
each of its competitors. It is only in this way that
a company can know where its current competitive
advantage lies. From this it is possible to develop
clear ideas as to those skills in which it can create
a structural advantage over its competition, and of
those areas of relative weakness that will require
attention. These in turn should be linked back to the
different purchase criteria for each market segment,
in order to gauge those parts of the market where the
business will be most competitive.
This interaction of purchase criteria and competitive
offering should be apparent from the growth of the
different companies involved. If it is not it is
likely that something is wrong with the analysis. So
it is important to test that historic company growth
reflects market perceptions. If it does not, think
again.
2.2 Costs
Ultimately competitive advantage depends on the ability
to offer customers the best possible response to their
purchase criteria. However, such an advantage can be
transitory, because competitors can imitate such a
product/service offering. (A good example of this would
be in the computer industry where IBM has been
responsible for very few new technical developments,
but has been able to deliver better products and
services than those introduced by competitors).
It is only where a fundamental cost advantage exists
that a better competitive position is sustainable in
the long term. It is therefore critical to understand
one's costs relative to competition. These can be
based on a number of factors. Understanding and
building structural cost advantages is now critical
to creating and sustaining a successful strategy.
2.3 Costs/Profitability
Successful strategy leads to increased profits.
Therefore the successful strategist should be able to
demonstrate that the success of the chosen plan from
its profitability. This is already often apparent from
the company's current trading, (though often obscured
by inaccurate costing systems based on averaging and
allocation). These are some of the elements that go to
make up an understanding of the background on which to
base a strategic plan. Each should be understood before
embarking on a plan, and many other elements may be
required to produce a comprehensive background. This is
likely to be a long process. Good strategic thinking
can take years to develop. However, if data is not
available, it is important that working hypotheses be
developed that explicitly address the questions posed.
These can then be tested as time and resources allow.
With such a background if it is then possible to create
exciting options for a business based explicitly on
customer value and competitive advantage.
3. Business Options
3.1 Generating Options
The objective of this process is to create as
interesting a set of options for the business as
possible. A business option is one that is of major
significance to the business and that requires that a
definite decision be made. "Improve marketing" is
unlikely to be a business option. "Attack the French
market by opening a warehouse and hiring ten
salespeople" is.
The work involved in understanding a company's
strategic position is long and difficult. It tends to
narrow the focus of one's thinking. This can prevent
the generation of exciting differentiated options for
the business. Therefore the process of option
generation is a creative one that tries to break any
deterministic analysis that may have entered into the
work. It is unlikely to be very successful if it is
attempted individually. Creative ideas are more
likely to be "brainstormed" out of a group. Equally,
you may find that outsiders are able to help generate
interesting options that are not obvious to people
inside the company.
When you have spent some time generating options you
should have a list of at least half a dozen clear
commitments that the business should make, that can
be evaluated either separately or together (in the
case of complementary options). It is one (or some)
of these options that will be the strategy that will
determine the success of your business in the future.
Therefore the creativity that can be brought to bear
at this stage is of real importance in determining
your company's future. Option generation is not a
static process. It is something that should be
constantly at the back of your mind as you seek new
and creative ways to satisfy customer demands and
gain competitive advantage.
3.2 Option Choice
The option generation process is one that is designed
to avoid tunnel vision, to promote creativity, and to
make explicit the different alternatives available to a
business. However, only one strategy can ultimately be
pursued. In choosing options we are therefore deciding
which options will be pursued. There are two important
points to bear in mind about this process. First the
chosen options should be consistent and complementary.
Second, that those options that have been rejected
should be rejected explicitly. If you have gone through
this process you should never be surprised by the
question 'Why don't you do this?"
Most options can be rejected on qualitative grounds.
others will require some analysis to decide if they
are worthwhile or not. In each case, remember to ask
the two fundamental questions "How does it create
customer value?" and "How does it create competitive
advantage?". And try to assess explicitly the return
and risk associated with each option.
Ultimately, the chosen option(s) will be transformed
into a budget. In rejecting alternatives it is a
useful discipline to do a "draft" calculation of what
the budget would look like for the most attractive
alternative strategy. Clearly, if the alternative
strategy produces greater profits, the choice was
wrong!
4. Implementation
Strategy only creates value if it is implemented.
Otherwise it is just a time consuming intellectual
exercise. Strategy must therefore be turned into
action. To do this, two processes can help. First
everyone in the Organization should understand broadly
the company strategy, and what it means for their
actions. This will ensure that the actions that they
take day to day are geared towards the company's
strategic objectives.
Secondly, each individual should be charged and
evaluated with undertaking key actions that will
further the company's strategy. "Improve
distribution" is not an action on which someone can
be easily evaluated, whereas, "Ensure 99.5% on-time
delivery for the second quarter is". This might be
one of the actions for the marketing manager. The
manufacturing manager might have an action to
"introduce flexible manufacturing and stocking to
ensure 2 day lead time for top 200 items'. These
managers in turn would give appropriate tasks and
actions to their subordinates.
These key actions should be limited in number, in
order to ensure they are manageable. And they should
form at least one of the bases for performance
evaluation at the year-end.
Implementation, translating strategy into action is
the last, and most important aspect of company
strategy. If it is done correctly you will create an
Organization that is devoted to the creation of
customer value and competitive advantage.
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