Commerclallzauon for capsLone

pro[ecLs CLCS
Sesslon 3
WHO, WHAT and HOW??
WHO are really your customers.
• Look for new or different customer segment
(different WHO) to go for.
WPA1 ls your value proposluon
WhaL beneñLs Lhe cusLomer goL ouL from your
producL or servlce LhaL ls dlñerenL from slmllar
producLs or servlce

value Þroposluon = beneñLs Lo Lhe cusLomer
Þrlce
now do you de||ver va|ue to the customer?
- WhaL dlsLrlbuuon meLhods do you use? WhaL
lnvenLory meLhod do you use?
- WhaL dellvery meLhod do you use?
- WhaL markeung meLhod do you use?
- WhaL manufacLurlng meLhods do you use?
Lmc|ency
M|n|mum use
of resources

Lñecnveness
Ach|evement
rate us|ng the
ava||ab|e
resources
1he selecuon of
Lhe rlghL Lhlng Lo
do and ñndlng
Lhe besL way of
dolng Lhem
rlghL, ls Lhe
responslblllLy of
Lhe manager.
Lmc|ency and eñecnveness
Pow So....?

1he answer ls
Monopoly
What |s Monopo|y
• S|mu|ated Monopo|y: ñrsL enLry or Lhere are barrlers
Lo enLry because ñrms are proLecLed
• Natura| Monopo|y: produclng for a markeL LhaL ls
naLurally small or due Lo hlgh speclallzauon lL makes
no sense Lo compeLe. (e.g. uullues requlres blg
lnvesLmenL)
• Compennve Monopo|y: speclal klnd of naLural
monopoly. become domlnanL ln a markeL by
overcomlng compeuLors or develop markeLs LhaL do
noL have compeuLors yeL
What |s Monopo|y?
A Monopo|y has no compentors: lL ls unconLesLed.
lLs earnlng are only compared Lo pasL performance,
ln a sense a monopoly by deñnluon ls guaranLeed Lo
make more money LhaL lLs compeuLors as lL can
dlcLaLe Lerms.

ln Lhe 8MS an enLerprlse come close Lo a posluon
where lL faces no compeuuon. uncompeuuve ñrm ls
consLralned and challenged by compeuuon.

Compennve Monopo|y
1he goa| of an enterpr|se |s to become a Compennve
Monopo|y... Why??
kent = Þroht w|thout compennon - Þroht w|th compennon
now can we ach|eve th|s?
– Sub[ugaung compeuLors
– llnd a new markeL wlLh no compeuLors
(e.g. lnnovauons)
Is th|s easy?

Compennve Monopo|y
• We need Lo dlvlde Lhe markeL lnLo sub-
segmenLs : segmentanon
• ueslgn ÞroducLs and / or servlces on Lhe basls
of conñrmed markeL preference = Þos|non|ng




Segmentanon + Þos|non|ng ! Compennve
Monopo|y
Sub[ugate Compentors
Compennve Monopo|y
Sub[ugaung compeuLors can be done noL only
Lhrough producL posluonlng buL also by:
1. Monopollzlng Lhe sources of supply
2. Monopollzlng Lhe dlsLrlbuuon channels

Compeuuve monopoly means |nnovanon, lL naLurally
makes Lhe enLerprlse Lhe only one ln a glven markeL,
!"#$%" '( )*)+$,-$!,.,+/ '( ,--'0$10" 2'),1'-
Capablllues, resources, skllls
• Managlng resources
• uslng new Lechnologles
• lnnovauon ln managemenL
key Acuvlues
• WhaL acuvlues do our value proposluon
requlre?
• ulsLrlbuuon channels/ markeung channels?
• CusLomer relauonshlp
• 8evenue sLreams?
key acuvlues
• Þroducuon acuvlues
• ManagemenL acuvlues
• Markeung acuvlues
key resources
• WhaL resources do our value proposluons
requlre?
• ulsLrlbuuon channels/ markeung channels?
• CusLomer relauonshlp
• 8evenue sLreams?
key resources
• klnd of resources:
– Þhyslcal
– llnanclal
– lnLellecLual (8rand paLenLs, daLa, copyrlghLs)
– Puman
Manag|ng kesources
Informanon abouL markeLs,
employees, economlc and
legal envlronmenL,
Lechnology, machlnes
numan: skllls needed,
number of sLañ, eLc
ke|anonsh|ps Lo acqulre
resources and new cllenLs
I|nanc|a|: cash, machlnes,
Lools, bulldlngs
1he
Lnterpr|se
Informanon
& know now
numan
kesources
I|nanc|a| &
Þhys|ca|
Assets
Network &
ke|anonsh|ps
Manag|ng kesources
• uullze resources Lo serve more Lhan one Lask
• AllocaLe resources Lo prlorlLy Lasks on a umely
manner
• 1he ßow of resources ls conunuous and reclprocal

kesources
8us|ness
Lnv|ronment
1he
Lnterpr|se
Non-
8us|ness
Lnv|ronment
What |s the Manager's ko|e?
• ueclde on whaL needs Lo done for Lhe enLerprlse Lo
achleve lLs ob[ecuves
• Pow Lhe selecLed Lhlngs should be done when and
by whom?
• ueclde on resources requlred for lmplemenLauon
• Acqulre resources
• uevelop measures Lo know when Lhlngs have been
done eñecuvely and emclenLly (kÞls)
• Assess lf Lhey should do Lhlngs dlñerenLly
1he Manager's ko|e
Þ|ann|ng:
• ueclde what Lhlngs need Lo be done
• !usufy whaL wlll be done ln Lerms of expected
resu|ts
• ldenufy how Lhlngs should be done
• ueLermlne by whom Lhey should be done
• ueLermlne when Lhlngs should be done
1he Manager's ko|e
Lxecunng:
• ldenufy Lhe resources requlred for
lmplemenLauon
• CbLaln and allocaLe resources
1he Manager's ko|e
Mon|tor
• uevelop measures Lo know when Lhlngs are
done
• Check LhaL Lhey are done sausfacLory
• Assess wheLher Lhlngs should be done ln a
dlñerenL way nexL ume


Ana|ys|s and Þ|ann|ng









Mon|tor|ng and Improv|ng Crgan|z|ng and Coord|nanng
Manag|ng an Lnterpr|se
Þ|an
Lxecute
Contro|
Management Acnv|nes
for Þ|ann|ng, Lxecunng and Contro|||ng
• 8esources needed Lo achleve Lhe acuvlues lles
under Lhe 4 resource-caLegorles
1. lnformauon and know how
2. Puman 8esources
3. llnanclal and physlcal asseLs
4. neLworks and relauonshlps

1. Analysing Business Management Requirements 13. Developing Organizational Plans
2. Appraising Reactions 14. Describing and Evaluating Jobs
3. Calculating and Using Standard Costs 15. Installing Activities
4. Conducting Development Experiments 17. Preparing Wage and Salary Administration Plans6
5. Conducting Market Potential Studies 18. Forecasting Work Force
6. Conducting Audits 19. Arbitrating
7. Conducting Economic Studies 20. Collective Bargaining
8. Evaluating Markets 21. Counselling Personnel
9. Forecasting Sales 22. Exchanging Information with Employees
10. Preparing Feasibility Studies 23. Conducting Management Development Programs
11. Conducting Basic Research 24. Providing Employee Services
12. Preparing internal publications and hand books 25. Recruiting
26. Securing Teamwork
27. Testing Personnel
28. Training
29. Appraising Personnel
35. Determining Policies 30. Rating Merit
36. Developing Systems and Procedures
37. Preparing Functional Plans 31. Seeking and Building Strategic Partnerships
38. Preparing Long Range Plans 32. Establishing Association and Society Relations
37. Maintaining an Adequate Level of Working Capital 33. Participating in Civic Affairs
39. Securing Funds for Asset Replacement 34. Securing Legal/Secretarial Assistance
40. Controlling Budgets
41. Conducting Management Controls . . .
42. Reviewing Product Development Processes


Management Activities
Management Activities
ManagemenL Acuvlues
8esources needed for acuvlLy
Informanon
numan
resources
I|nanc|a| &
Þhys|ca| assets
Network &
ke|anonsh|ps
1. Analysing Business Management
Requirements
2. Appraising Reaction
3. Calculating and Using Standard Costs
4. Conducting Development Experiments
5. Conducting Market Potential Studies
6. Conducting Audits
7. Conducting Economic Studies
8. Evaluating Markets
9. Forecasting Sales
10. Preparing Feasibility Studies
11. Conducting Basic Research
.............
.............
Cperaung 8uslness luncuons
Þroducnon and Markenng
Þroducnon: Þreparlng Cood and Servlces
Markenng: llndlng and keeplng CusLomers
1asks are Lhe Lhlngs LhaL need Lo be managed Lo
achleve Lhe deslred ob[ecuves

Þro[ecL managemenL concepLs
• Þlannlng ls paramounL
• Cuard agalnsL scope creep
• use ÞM Lools
• 1hlnk skllls, Lhen Leam
• Conslder Lhe rlsks
• CommunlcaLe consLanLly
• 8evlew, reßecL and reporL
uslng new Lechnologles Lo achleve
producuon ob[ecuves
• Cloud compuung
• CompuLer slmulauon
• SlmulaLed proLoLype
• Þro[ecL managemenL
• Coogle apps, google docs, dropbox,.
uslng new Lechnologles Lo achleve
Markeung ob[ecuves
• WebslLe
• Web 2.0
• use compuLer slmulauons and proLoLypes
• Soclal neLworks
CusLomer
segmenLs
key ÞarLners
value
proposluon
CusLomer
relauonshlps
Channels
key acuvlues
key resources
CosL sLrucLure
8evenue sLreams
CompeuLors
analysls