Competitive Discontinuity: Anticipating and Acting (Summer 2010)
Competitive Discontinuity is an external competitive event that turns the existing marketplace upside down and displaces the former market leaders. It is something managers need to think about and plan for and often worthy of a bit of outside help. This piece highlights the issues and gives a few real-life examples in order to give a context to the issue.
Designing a Manufacture and Service Strategy (Spring 2010)
This case study documents the development of a four year, three phase strategy for manufacturing operations of a $280 million turnover engineering group. The group had grown quickly through acquisition funded by private equity was now facing failing its bank covenants if it could not secure a drastic reduction in EBITDA whilst maintaining its operations. The development of a flat-pack approach to servicing some of the most demanding customers in the engineering sector was not unique; instead it built on an innovation used by a company in a different sector 20 years ago. Sometimes the answer is waiting for us to ask the question.
Creating Value Propositions – Experiences, Expectations and Emotions (Spring 2010)
It is a simple fact that organisations succeed by delivering greater value to their customers than their competitors. But how do they actually do it? This short article reflects on how an understanding of customers’ experiences, their expectations and their emotional responses to ‘doing business with us’ can help organisations ‘deliver greater value than their competitors.’