文档介绍：Ideas and Strategy
PRESENTATION TO *** BUSINESS PLAN COMPETITION PARTICIPANTS
AT-CZG002-120199Coyne-MSTR
Today
Dev and Jerry’s have in common?
3. How would I do things differently if I had perfect information?
4. Where are the search, order entry, and tracking costs a large percentage of total costs?
4 killer questions
5
AT-CZG002-120199Coyne-MSTR
Raw material suppliers
Volume
Costs
Concentrate surplus from suppliers
2
Costs
Compete for surplus
1
Client
OEM
Costs
Concentrate surplus from channels
2
Retailer
Capture surplus from customers
3
Price
Cooperate to capture surplus
5
Create new demand
4
The 5Cs model
6
AT-CZG002-120199Coyne-MSTR
Today
Developing an idea
Assessing your idea
How powerful?
How large?
Describing your strategy
A couple of wrinkles
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AT-CZG002-120199Coyne-MSTR
Create a new standard of performance that previously was not recognized as important but becomes one of the critical buying factors for a target market
Invent: create a new standard
Accelerate pace of innovation in a critical performance dimension by 3-5 years
Innovate: radically improve an existing important standard
Unique performance
Performance enhancement
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AT-CZG002-120199Coyne-MSTR
* Compared to The Gap
** Compared to IBM and Compaq
Percent below competitors
50
50
20
20
Home Depot
Amazon
Staples
Office Depot
Old Navy*
CompUSA
Dell**
Gateway**
Commodore
America West
People Express
E-Plus
Orange
Mobilcom
Retailers
PC manufacturers
Airlines
Telecom
Iomega Zip Drive
Other
Average price discounts of 30-45%
20-50
20-80
40
50
30
40-50
50-70
60-70
30-50
20-30
15
Price-based value propositions must offer extreme discount to market
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AT-CZG002-120199Coyne-MSTR
Primary effects
Secondary effects
Estimating market size
10
AT-CZG002-120199Coyne-MSTR
Today
Developin