Life after the crisis - welcome to the new business world

Page 1

Life after the crisis ...

Welcome to the dawn of a new business world

peterfisk@peterfisk.com www.theGeniusWorks.com


London Olympics Italian Destruction Obama Part 2 Chinese Leadership Worldwide Grid

Welcome to 2012


Networked markets Consumer p power Social entrepreneurs Virtual business Leaders love change g

... the new business world


Globally networked Transparent and trusted People power

The world’s favourite bank


Mobilising 2 billion people New business models Game changing

The world’s largest g airline


Social networked Business connected Instant and Interactive

The world’s most trusted brand


Daily y space p departures p Time and carbon negative Redefining aspirations

The world’s best day y out


Life after the crisis ...

What happened?


Crisis was the cries of a changing g g world


West to East Product to Service Business to Customer

Reallocating g power p


Connected Convergent Complex

Reshaping p g markets


Global and local Virtual and agile Fast and efficient

Redefining g structures


Transparent p Sustainable Thoughtful

Rethinking g priorities p


“The The Chinese symbol for crisis means both threat and opportunity�


Life after the crisis ...

What’s What s changed?


Competitive advantage

The new business world

Rethinking markets


Competitive advantage Geography and capability

The new business world

Rethinking markets Opportunity and partners


Competitive advantage Geography and capability Consumption and image

The new business world

Rethinking markets Opportunity and partners Conscience and individuality


Competitive advantage Geography and capability Consumption and image Channels and promotions

The new business world

Rethinking markets Opportunity and partners Conscience and individuality Networks and advocacy


Competitive advantage Geography and capability Consumption and image Channels and promotions Scale and share

The new business world

Rethinking markets Opportunity and partners Conscience and individuality Networks and advocacy Focus and profit


Life after the crisis ...

Who were the winners?


Innovators

Connectors

Three kinds of winners

Adaptors


Connectors

The connectors: Linked In


Connectors

The connectors: Amazon


Connectors

The connectors: MoneySupermarket y p


Connectors

The connectors: Li & Fung g


Innovators

Connectors

Three kinds of winners

Adaptors


Adaptors

The adaptors: p McDonalds


Adaptors

The adaptors: p Avon


Adaptors

The adaptors: p Zara


Adaptors

The adaptors: p Lovefilm


Innovators

Connectors

Three kinds of winners

Adaptors


Innovators

The innovators: Nintendo Wii


Innovators

The innovators : Team Obama


Innovators

The innovators : Zipcars p


Innovators

The innovators : Grameen


Life after the crisis ...

What did they do?


Strategy is about making choices

Where should we compete?

Focus resources on the most attractive markets.

How should we be different? d ee t

Secure competitive advantage d t in chosen markets

What should we do to win?

Create an approach to do this profitabl profitably and in a sustainable way.

Source: Marketing Genius

Strategic g choices


5 yearr average growth rate

Bulk water

Sports drinks Retail water Juice drinks

Ready-to-drink tea

Juices and nectars

Bubble size reflects estimated global beverage profits The Coca-Cola Company

Ready-to-drink coffee Carbonated Soft-drinks

Other brands Industry unit margins ($)

Coca-Cola


Customers

Countries

Categories

Capabilities

Adjacent j markets

Source: Marketing Genius


Source: Marketing Genius

Disney


Consumer broader view Business Business narrow narrow view view

Business

Consumer

Source: Marketing Genius

Customer p perspective p


Individual

Me Expression

Belonging

Simplicity

My world

The world

Participation

Customers

Desire

Protecting

Connection

Exploration


“You You cannot solve a problem with the same thinking that created it�


Life after the crisis ...

Why did they win?


Innovate

Adapt

Reduce

Three p phases of change g


Reduce relevant costs Focus portfolio Retain best customers Focus p pricing g Reduce risk exposure

Phase 1: Reduce

Reduce


Explore p better markets Research customers Develop new propositions Redesign g solutions Realign the competition

Phase 2: Adapt p

Adapt


Enter new markets Rethink business models Reposition brand Launch innovative p products Redefine standards

Phase 3: Innovate

Innovate


“Times Times of turbulence provoke the greatest ideas and opportunities�


Wikipedia born in a recession

2001 MTV born in a recession

1981 Microsoft born in a recession

1975 HP GE born in a recession

born in a recession

1929

1876

Lessons from p previous recessions


Life after the crisis ...

What did their leaders do?


When everyone y else is losing g their minds ...


Performance

Perform

Gain to achieve

Change

Change to manage

Shock Resolve Denial

Explore

Risk to overcome

Anger Accept

Time Š GeniusWorks 2009

... seizing g the opportunity pp y of change g ...


Heads down

Heads up

Inside out Leading by control Managing the steady-state Ensuring consistency Reserved and controlling Cautious and corporate Overseeing work Managing hierarchically Process and tasks Doing what always done Enforcing regulations Products and transactions Evaluating past performance Generating more sales

Outside in Leading by inspiration Managing sustained growth Catalyst of change Passionate and energising Open and personal Doing work Facilitating communities Knowledge and innovation Embracing ideas from outside Reinventing the rules People and relationships Supporting future performance Creating extraordinary value

© GeniusWorks 2009

... it’s time for “heads up” p leadership p


“Learn Learn to love recessions ... with passion, optimism and courage�


MAKING GENIUNE

IMPACT

Seeing g things g differently y


Thinking g different things g


Achieving extraordinary results


peterfisk@peterfisk.com www.theGeniusWorks.com


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