Defining what where means Deciding where to play is the decision about which jobs you will do for your customers and which jobs you wont 2 Be worstinclass on attributes that are least important to the job you are doing so you can free up the resources to be bestinclass ID: 373840
Download Presentation The PPT/PDF document "Deciding Where to Play" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Deciding Where to PlaySlide2
Defining what “where” means?
Deciding where to play is the decision about “which jobs you will do for your customers” and “which jobs you won’t”
2Slide3
Be worst-in-class on attributes that are least important to the job you are doing so you can free up the resources to be best-in-class on the attributes that matter most
3
The decision about where to play demands tradeoffsSlide4
And this decision requires the courage to break away from the herd
4
When too many companies follow the herd, things don’t end wellSlide5
The d
ecision about where to play becomes even more important as competition intensifies
5Slide6
Effective “where to play” decisions answer 3 important questions
6
What jobs can we be best in the world at doing?Slide7
Effective “where to play” decisions answer 3 important questions
7
What jobs can we be best in the world at doing?
What jobs can we do profitably?Slide8
Effective “where to play” decisions answer 3 important questions
8
What jobs can we be best in the world at doing?
What jobs can we do profitably?
What jobs are we passionate about doing?Slide9
Examples of companies that have made effective decisions about “where to play”
9
Where to playSlide10
Attribute map for the airline industry
10
Most important to price sensitive travelers
Least important to price sensitive travelers
* Uncommon Service, Frances
Frei
, Anne Morriss, 2012Slide11
11
* Uncommon Service, Frances
Frei
, Anne
Morriss
, 2012
Most important to price sensitive travelersLeast important to price sensitive travelers
Attribute map for the airline industrySlide12
Attribute map for the furniture industry
12
Most important to customers seeking style @ low cost
Least important to customers seeking style @ low cost
* Uncommon Service, Frances
Frei
, Anne Morriss, 2012
Self serviceSlide13
Attribute map for the furniture industry
13
* Uncommon Service, Frances
Frei
, Anne
Morriss
, 2012Least important to customers seeking style @ low cost
Most important to customers seeking style @ low cost
Self serviceSlide14
Examples of unsuccessful “where to play” decisionsSlide15
Examples of companies that made unsuccessful “where to play” decisions
15
Where to playSlide16
16
Where to play
Examples of companies that made unsuccessful “where to play” decisionsSlide17
17
Where to play
Examples of companies that made unsuccessful “where to play” decisionsSlide18
Summary
One of the most critical strategic imperatives is the decision about where to play
The decision about where to play is the decision about “which jobs you’ll do for your customers” and “which jobs you won’t”
This decision demands tradeoffs, requires courage to ignore the herd and becomes even more important as the level of competition intensifies
Effective “where” decisions must answer three fundamental questions:
What jobs can you be best in the world at doing?
What jobs can you do profitably?What jobs are you passionate about doing?18