A Quote by Robert S. Kaplan
Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.
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Value Proposition Design is a 'must have' for anyone creating a new venture. It captures the core issues around understanding and finding customer problems and designing and validating potential solutions.
The Value Proposition Canvas functions like a plug-in to the Business Model Canvas and zooms into the value proposition and customer segment to describe the interactions between customers and product more explicitly and in more detail.
Before you can pick a social-media strategy, you have to think of your customer and what the value proposition is for them. Social media is a way to engage customers, not to give your business a 'shout out.'
Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. Those who execute always have the upper hand.
Alignment of business strategy and risk appetite should minimize the firm's exposure to large and unexpected losses. In addition, the firm's risk management capabilities need to be commensurate with the risks it expects to take.
I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience. That is the key.
Any approach to strategy quickly encounters a conflict between corporate objectives and corporate capabilities. Attempting the impossible is not good strategy. It is just a waste of resources.
What got repressed-sometimes viciously repressed-by the strategy-concept makers, consultants, and data gatherers was a consciousness of people and their importance in the creation and execution of any strategy.
To make HP a great company once again, we need more than competitive costs and operational efficiency. We're in the process of assessing and refining our growth strategy, and the same concepts that were behind our operational changes will be at work here: simplicity, focus, alignment, and execution.
My view is that, as management, the focus has to be on having a strategy and executing it. As you do the strategy and execution, it is important to communicate it consistently.
Strategy is indeed about choosing what not to do as well as what to do. A business unit needs to decide what need it aims to satisfy in what group of people and with what value proposition that distinguishes the business from its competitors.
Targeted marketing delivers a lower customer acquisition cost and gets you to profitable growth faster. The goal is to quickly identify the costs associated with acquiring your most profitable segment of customers and the incremental value - if any - of going beyond your core.
Reengineering posits a radical new principle: that the design of work must be based not on hierarchical management and the specialization of labor but on end-to-end processes and the creation of value for the customer.
Take information technology. We have winners implementing CRM (customer relationship management systems) and losers implementing CRM. What mattered in technology is that the technology actually drives either cost reduction or superior strategy execution.
It is crucial to have a strategy in place before problems hit, precisely because no one can accurately predict the future direction of the stock market or economy. Value investing, the strategy of buying stocks at an appreciable discount from the value of the underlying businesses, is one strategy that provides a road map to successfully navigate not only through good times but also through turmoil.
A right to privacy is at the very foundation of American freedoms. It's a core value. It's a mistake to undermine a core value because we don't like the way a billionaire exercises it.
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