experience vlerick day - kurt verweire

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Page 1: Experience Vlerick Day - Kurt Verweire
Page 2: Experience Vlerick Day - Kurt Verweire

STRATEGY IMPLEMENTATION

PROF. DR. KURT VERWEIRE

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© Vlerick Business School6

DEFINING STRATEGY

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© Vlerick Business School8

DEFINING STRATEGY

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© Vlerick Business School9

DEFINING STRATEGY: EASYJET CASE

Whom do we serve?

How do we realize this?

What do we provide?

What is our value proposition?

People paying a ticket out of their own pocket; not the ‘fat cats’

Short-haul flights, no longer than 4hEuropean destinations

Operational excellence: standardization, no-frills, the basics

Low priceConvenience: fast and easy

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© Vlerick Business School11

DEFINING A COMPETITIVE THEME

What is our value proposition?

What is our operating model?

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© Vlerick Business School13

A MODEL FOR STRATEGY IMPLEMENTATION

Source: Vlerick Business School/Electrabel (GDF Suez) (2004, 2013)

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© Vlerick Business School14

ALIGNMENT

Operational Excellence Product Leadership Customer Intimacy

Orchestrating theme ‘Best price’ and/or ‘Best access’ (‘fast, easy,

painless’)

‘Best product’

‘Best service’ and/or ‘Best connectivity’

(‘relationship orientation’)

Direction and goal setting processes

Efficiency through process thinking

Zero-defect service

Best product through continuous product innovation

Clear innovation strategy: where to place the bets?

Understanding the broader problem

Having expertise about the customer’s business

Customers carefully selected

Operational processes The operations department drives the company

Attention is paid to process speed and quality

R&D is key: idea management

Marketing is also key: educate people with a missionary zeal

Get engineers, designers, and marketers systematically together

Demonstrate expertise and experience

Strengthen the relationship

Build loyalty: focus on customer retention

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ALIGNMENT

Operational Excellence Product Leadership Customer Intimacy

Support processes Highly automated processes

Information systems increase control and coordination and streamline tasks

World-class supply chain management

Clear innovation governance process

Systematic process for allocating resources to innovation programs

Knowledge sharing and networks

Systematic collection of customer and market information (through Customer Relationship Management)

Structured sales process

Evaluation and control processes

Rigid, centralized control Detailed measures on

various aspects of the process

Setting higher thresholds

Innovation performance measures

Control, learning, and experimentation

Detailed measures about account penetration and loyalty

Lifetime value of the customer

Organizational behavior processes

Centralized structure Organization structured

around core processes Culture of continuous

improvement

Fluid organization structure

Stimulate diversity, tolerate mavericks

Low levels of formalization

Entrepreneurial culture

Decentralized organization

Employee retention Focus on quality, defined

from the customer’s point of view

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© Vlerick Business School16

ALIGNMENT

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© Vlerick Business School17

ALIGNMENT

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© Vlerick Business School23 Op Weg naar een Strategiegerichte Organisatie

the committed organization

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© Vlerick Business School24

A MODEL FOR STRATEGY IMPLEMENTATION

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FEEL LIKE SOME MORE?

Essentials in Strategy – fall 2013

Successful strategy execution – Spring 2014

Senior executive programme: middle managers – fall 2013