C O N F I D E N T I A L | The Upside The 7 Strategies for Turning Big Threats Into Growth Breakthroughs October 27, 2010 Adrian Slywotzky
2 AJS CIRT, Santa Fe.ppt © Oliver Wyman Value Migration ® $ BB US Steel Nucor Sears Wal-Mart Compaq Dell Motorola Nokia
3 AJS CIRT, Santa Fe.ppt © Oliver Wyman No profit zone: Airline industry example Industry Net Profit Net Profit (1995 $BB) Source: Air Transport Association of America.
4 AJS CIRT, Santa Fe.ppt © Oliver Wyman Evolving no profit zones Airlines Consumer Electronics PCs Homeowner’s Insurance Cars Beverage in Grocery Films Agriculture Environmental Remediation Lots of Manufacturing
5 AJS CIRT, Santa Fe.ppt © Oliver Wyman Customer priorities trajectory 2005 Customer Priorities Customer Priorities Customer Priorities
6 AJS CIRT, Santa Fe.ppt © Oliver Wyman Type 3 Type 1 Type 2 Convenience store Local grocer Large regional chains Convenience store Local grocer Large regional chains Convenience store Restaurants National chains Hotel chains Office buildings Local organizations Hotel chains Office buildings Local organizations Taste Price Availability BottlerGrocerFountainVendingConsumer Local franchise Regional Large, sophisticated, business- driven Coca-Cola: Multiple customer thinking
7 AJS CIRT, Santa Fe.ppt © Oliver Wyman Supplier Power Index Differentiated Moderately concentrated50/50 Unique Highly fragmented90/10 Pure commodityHighly concentrated10/90 Strongly differentiated Fragmented70/30 Weakly differentiated Concentrated30/70 ProductCustomers Suppliers/ Customers
8 AJS CIRT, Santa Fe.ppt © Oliver Wyman Profitability Market Share Chrysler Ford GM Automotive – 1970s
9 AJS CIRT, Santa Fe.ppt © Oliver Wyman Automotive – 1990 Chrysler Ford GM Market Share Profitability
10 AJS CIRT, Santa Fe.ppt © Oliver Wyman Automotive – 2002 Chrysler GM Profitability Market Share Ford
11 AJS CIRT, Santa Fe.ppt © Oliver Wyman Automotive – 2008 Chrysler Ford GM Profitability Market Share
12 AJS CIRT, Santa Fe.ppt © Oliver Wyman No-Profit Zones Cars Consumer electronics Music Newspapers Grocery Telco networks
13 AJS CIRT, Santa Fe.ppt © Oliver Wyman My business design Customer Selection Profit Model Strategic Control TodayNext Scope Unique Value Proposition
14 AJS CIRT, Santa Fe.ppt © Oliver Wyman Business Design Example: Airline Industry Within a particular industry, companies may pursue very different Business Designs UnitedSouthwest International & domestic; coach, business and first- class travelers Broad network & loyalty program Customer Selection & Value Proposition Domestic travelers; coach only Low-cost, no-frills w/ highly consistent customer service Tiered fares based on class, flexibility Ancillary revenues Value Capture/ Profit Model Every-day low prices High asset utilization Sophisticated IT International Sales & Regulatory capability Organizational Systems Cultural emphasis on Southwest way Global hub-and-spoke route system ScopeUS-only point-to-point route system Controlled-access airports in key geos Loyal frequent fliers Strategic ControlLowest costs High frequency route coverage Southwest Next? $10BB$16BBRevenue $4.7BBMarket Cap$10BB
15 AJS CIRT, Santa Fe.ppt © Oliver Wyman Industry Risk
16 AJS CIRT, Santa Fe.ppt © Oliver Wyman Compete/collaborate: Timing Industry profit margin Collaboration should begin Collaboration begins Change the compete/collaborate ratio soon enough to make a difference
17 AJS CIRT, Santa Fe.ppt © Oliver Wyman Compete/collaborate: Ratio Compete Collaborate
18 AJS CIRT, Santa Fe.ppt © Oliver Wyman Compete/collaborate Too late? Textiles Apparel Steel DRAMs Consumer electronics Music Still in play? Utilities Cars Chemicals Hollywood Pharma Computing Aerospace Airlines?
19 AJS CIRT, Santa Fe.ppt © Oliver Wyman Current Economic Situation – A Short Recap
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22 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Bermuda Triangle SavingsIncome Debt
23 AJS CIRT, Santa Fe.ppt © Oliver Wyman Total HH debt to total HH income Total HH debt includes: Mortgage debt, home equity debt, non-revolving consumer credit and revolving consumer credit. Source: Federal Reserve Board. 70% 113% 165%
24 AJS CIRT, Santa Fe.ppt © Oliver Wyman Percentage Source: Bureau of Economic Analysis Personal savings as a percent of disposable personal income
25 AJS CIRT, Santa Fe.ppt © Oliver Wyman Of the roughly 130 million jobs in the U.S., only 20 percent pay more than $60K a year, while the remaining 80 percent average $33K. >$60,000 a year $33,000 a year
26 AJS CIRT, Santa Fe.ppt © Oliver Wyman Average U.S. unemployment rate Source: United States Department of Labor, Bureau of Labor Statistics ?
27 AJS CIRT, Santa Fe.ppt © Oliver Wyman The “Seven-Lean Years” Economy?
28 AJS CIRT, Santa Fe.ppt © Oliver Wyman Before reaching for the bottle of antidepressants … The tale of two economies Turnaround breakthroughs Next Generation business design
29 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Tale of Two Economies
30 AJS CIRT, Santa Fe.ppt © Oliver Wyman Four-Chain World
31 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Four-Chain World Technology Media/Content/Advertising Telco Consumer Electronics
32 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Four-Chain World Consumer Jennifer Stone: 50-year-old, Small Business Owner
33 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Four-Chain World Consumer Jennifer Stone: 50-year-old, Small Business Owner
34 AJS CIRT, Santa Fe.ppt © Oliver Wyman Bloomberg: Simplifying the Trader’s Hassle Map Easy to manipulate: access and downloading Sleek dual- screen terminal Single comprehensive platform With Bloomberg: Data comparison/ download problems Incomplete information Many screens and computers A la carte pricing Multiple logins Multiple connections/ subscriptions Without Bloomberg: It takes time and is expensive to connect to up to 200 exchanges, communicate with thousands of brokers, subscribe to countless news and research sources, and hook up voice communication Accessing each exchange and each news source takes time, and I need data that is current up-to-the-second It’s hard to keep track of what everyone charges, and it’s expensive to buy data access and services a la carte To see all of the data at once I need to have a bunch of computers and screens at my desk. Best alternative is to toggle between windows, which takes time No matter how much research I do or how many people I talk to, I’m never sure if I have as good and as current market information as our competitors do Some data pricing information is not comparable across sources and not all of the data I have can be easily downloaded into Excel for additional analysis
35 AJS CIRT, Santa Fe.ppt © Oliver Wyman Hassle Map
36 AJS CIRT, Santa Fe.ppt © Oliver Wyman A Far Better Deal for the Customer
37 AJS CIRT, Santa Fe.ppt © Oliver Wyman High growth Premium price Stronger allegiance
38 AJS CIRT, Santa Fe.ppt © Oliver Wyman Value Migration 2001 Value2009 Value $2.0 trillion$1.5 trillion Note: Bloomberg numbers are estimates since company financial data is not released. 21 Leaders $24 billion$503 billion7 cross-chain players 2%25%Share of value
39 AJS CIRT, Santa Fe.ppt © Oliver Wyman Turnaround Focus Mindset Energy
40 AJS CIRT, Santa Fe.ppt © Oliver Wyman Turnaround successes Apple Autodesk Best Buy Burberry Colgate Continental AG Eastman Kodak Fiat Ford Harrah’s Hewlett Packard Hyundai IBM Kellogg's LG Mobile Morrisons Nissan Porsche Samsung Volkswagen Xerox
41 AJS CIRT, Santa Fe.ppt © Oliver Wyman Can you reverse a no-profit zone?
42 AJS CIRT, Santa Fe.ppt © Oliver Wyman Value Added Price In the Same WayDifferently Compete Compete On
43 AJS CIRT, Santa Fe.ppt © Oliver Wyman ROIC vs. Growth for Top U.K. Grocers, ROIC (%) Growth (%) Tesco Sainsbury’s Morrisons Sources: Morrisons 2009 Annual Report; Tesco year record; Sainsbury 5 year record; Compustat Global Vantage
44 AJS CIRT, Santa Fe.ppt © Oliver Wyman Customer Perception Map North American grocery retailers Excellent HighLow Poor Price Offer Perception
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46 AJS CIRT, Santa Fe.ppt © Oliver Wyman TWO No-Profit Zones Memory chips Consumer electronics
47 AJS CIRT, Santa Fe.ppt © Oliver Wyman Sony vs. Samsung Sony $BB
48 AJS CIRT, Santa Fe.ppt © Oliver Wyman Sony vs. Samsung Sony $BB
49 AJS CIRT, Santa Fe.ppt © Oliver Wyman Sony vs. Samsung Sony $BB
50 AJS CIRT, Santa Fe.ppt © Oliver Wyman Sony vs. Samsung Samsung Sony $BB
51 AJS CIRT, Santa Fe.ppt © Oliver Wyman Ford stock price: 2007 to 2010 Source: Yahoo! Finance. Price Date
52 AJS CIRT, Santa Fe.ppt © Oliver Wyman Value chain profitability EBIT Source: Annual Reports, Compustat, Analyst Reports. Note: Operating margin on net value added revenue. Auto Mfg. Tier 1New Car Sales Used Car Sales Fin. Leasing Ext. Warr. Ins. Parts Mfg. Add-On Prdct. Mfg. Take-Care Prdct. Mfg. Parts Ret. Svcs. & Repair Energy Rental Fleet Mgmt.* Veh. Utility
53 AJS CIRT, Santa Fe.ppt © Oliver Wyman How much to collaborate? How much to improve the customer experience? How much turnaround energy to tap? How quickly can I evolve my business design?
54 AJS CIRT, Santa Fe.ppt © Oliver Wyman My business design Customer Selection Profit Model Strategic Control TodayNext Scope Unique Value Proposition
55 AJS CIRT, Santa Fe.ppt © Oliver Wyman Which would you prefer? Business Design “A” $10 billion $50 million Business Design “B” $8 billion $300 million Revenue Profit
56 AJS CIRT, Santa Fe.ppt © Oliver Wyman Value Added Price In the Same WayDifferently Compete Compete On
57 AJS CIRT, Santa Fe.ppt © Oliver Wyman Vision of Next Decade? Capacity Compete/Collaborate Ratio Creative Business Design –Compare: To other companies Today vs. 5 years ago Hassle map Revisit value chain Resource-sharing
58 AJS CIRT, Santa Fe.ppt © Oliver Wyman Value Added Price In the Same WayDifferently Compete Compete On
59 AJS CIRT, Santa Fe.ppt © Oliver Wyman Creative Business Design
60 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Customers’ Total Economic Equation “Big Box” Systems economics Product “Little Box”
61 AJS CIRT, Santa Fe.ppt © Oliver Wyman My Little Box/Big Box What more should I sell? What economic problems should I solve? My Product
62 AJS CIRT, Santa Fe.ppt © Oliver Wyman Demand Matrix – Benefits and Buyers Purchasing Agent Product Functionality Cut Costs Cut Capital Reduce Errors Cut Cycles Greater Differentiation More Sales EngineerPlant Manager Business Manager Function Head C-level Executive Viewing the customer through an economic lens
63 AJS CIRT, Santa Fe.ppt © Oliver Wyman My Product “Big Box” Consumer “Big Box” “Little Box” Convenience Reduced Uncertainty Plannability Excellent Experience Information Great Service Time Savings Reduced Hassle More Options Faster Response Easier on Budget Peace of Mind Personalization Affinity Health/Wellness
64 AJS CIRT, Santa Fe.ppt © Oliver Wyman Using hidden assets to create new value for customers DoorsInstrument Panels InteriorsElectronics Integration Design Engineering R&D Testing Market Research Seats Manufacturing Market position: Johnson Controls
65 AJS CIRT, Santa Fe.ppt © Oliver Wyman DoorsInstrument Panels InteriorsElectronics Integration Design Engineering R&D Testing Market Research Seats Manufacturing Using hidden assets to create new value for customers 3% 15% Market position: Johnson Controls
66 AJS CIRT, Santa Fe.ppt © Oliver Wyman Johnson Controls: Financial performance Source: Compustat. CAGR: 14%CAGR: 10% $BB Revenues Market Value $MM Operating Income $BB CAGR: 18%
67 AJS CIRT, Santa Fe.ppt © Oliver Wyman Johnson Controls: Market value vs. components suppliers Johnson Controls Average of Components Manufacturers 1 Indexed Market Value (1995=100) Indexed Market Value Source: Compustat., Data are for January of the year indicated. 1 Arithmetic average of the following companies: Intermet, Superior Industries, Modine Mfg, Tomkins PLC, Dana Corp, Eaton Corp.
68 AJS CIRT, Santa Fe.ppt © Oliver Wyman JCI Customer selection Purchasing agent Senior managers Value proposition Low-cost components High quality Lower fixed cost –Design staff –Capital equipment Lower inventory Lower system cost Faster response Profit model Gross margin Multi-year/program contract Scope Parts Systems Strategic control None Senior management relationship/information flow Comfort Labs –Proprietary information Organization structure “Manufacturer” “Solutions provider”
69 AJS CIRT, Santa Fe.ppt © Oliver Wyman Air Liquide: Putting hidden assets to work (1991 to 2001) HazMat expertise Process/energy expertise Gas production expertise Hidden Assets Leveraged: 1 For Semiconductor Fabs only, following acquisition of TI’s chemical operations. Raw Material Cost & Supply Supply Chain Effectiveness Energy Costs Production Costs & Asset Maintenance Safety & Environmental Risk Reduction Supply of Gas raw materials IT systems: Tracking/Supply Chain, Remote Monitoring, … Energy efficiency & on-site waste-gas electricity generation Management of other production processes Management of all Gas (& Chemical) production processes Management of on-site Gas raw material distribution
70 AJS CIRT, Santa Fe.ppt © Oliver Wyman Air Liquide’s services strategy helped fuel strong growth Year Three-year rolling annual growth rate Revenues Operating Profit
71 AJS CIRT, Santa Fe.ppt © Oliver Wyman Tetra Pak
72 AJS CIRT, Santa Fe.ppt © Oliver Wyman Refrigeration Logistics Handling Storage
73 AJS CIRT, Santa Fe.ppt © Oliver Wyman 800 design and development specialists 3,000 food processing and packaging experts (engineers, microbiologists, etc.) Living with the customer
74 AJS CIRT, Santa Fe.ppt © Oliver Wyman Tetra Pak: “Life Cycle Partnership” means long-term customer relationships Employing more than 3,000 food processing and packaging experts, Tetra Pak helps reduce costs along the entire value chain from manufacturing to retail Determine food packaging and performance objectives: –Product quality –Liters of output per hour –Sustainability targets Select machinery and packaging Provide equipment financing Management training –15 “Train the Trainer” centers Increase employee productivity with professional development to maximize availability of equipment –Human error accounts for most equipment failure Determine distribution requirements : –Shipping frequency and method –Wholesale and retail shelf space –Weight constraints Test machinery and factory process flow Quality testing with distributors Hone product quality On-site operational and maintenance training Optimize parts inventory management –4 distribution centers for parts Optimize QC: Who does what to what equipment, when and how –Access to 65 tech service centers Periodic factory review to avoid “if it ain’t broke, don’t fix it”- mentality Source: Wholesale and retail distribution process flow Equipment maintenance and parts Operational fine-tuning & process flow Installation & start-up Equipment selection & financing Supply chain analysis Channel selection Operational trainingStart-up training Equipment upgrades & process flow improvements Periodically obtain feedback from wholesaler and retailers Incorporate feedback into next iteration of food processing and packaging design Food and Beverage Manufacturing: Tetra Pak’s “Life Cycle Partnership” One Tetra Pak key account manager for each customer Tetra Pak key activities E.g. Dairy Manufacturer
75 AJS CIRT, Santa Fe.ppt © Oliver Wyman Project Risk
76 AJS CIRT, Santa Fe.ppt © Oliver Wyman “Delusions of Success” – Harvard Business Review, July 2003
77 AJS CIRT, Santa Fe.ppt © Oliver Wyman New products (food)78% New products (Rx)96% M&A60%+ IT projects76% VC/new business projects80% Project risk: Failure rates
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79 AJS CIRT, Santa Fe.ppt © Oliver Wyman Overinvest Business design
80 AJS CIRT, Santa Fe.ppt © Oliver Wyman 5% “20 moves" to raise the odds” 90%
81 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Checklist Manifesto, by Atul Gawande Chapter 3
82 AJS CIRT, Santa Fe.ppt © Oliver Wyman “Hybrid” business designs HondaToyota Customer selection Moderate income High income Unique value proposition Energy efficiency Drive, style, electronics Profit model Lower-margin cars High-margin cars Strategic control Patents Brand evolution Patents
83 AJS CIRT, Santa Fe.ppt © Oliver Wyman “Hybrid” business design comparison Source: BusinessWeek. *Compared to four-cylinder Camry. Days to sell Estimated annual sales Premium over regular model Toyota Prius Lexus RX 400h Toyota Highlander ,00022,00020,000 $1,150*$11,110$6,590 Honda Civic 36 28,000 $2,790 Honda Accord 56 20,000 $3, $5K $3K
84 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Toyota Way (Chapter 6) – Jeffrey Liker
85 AJS CIRT, Santa Fe.ppt © Oliver Wyman What are three different business designs for each new growth initiative?
86 AJS CIRT, Santa Fe.ppt © Oliver Wyman 000s Number of OnStar subscribers ’99 Revenue: $43MM Source: Literature Searches, Harvard Business School Case N
87 AJS CIRT, Santa Fe.ppt © Oliver Wyman OnStar Business Design Customer selection Luxury All GM drivers GM and others Value proposition “Accessory” Safety/security Remote diagnostics Safety security Remote diagnostic Information, entertainment Growing suite of applications Profit model Sell more cars Subscription Maximum volume Service tiers Strategic control ? Cost position/ installed base De facto standard Brand Go-to-market Dealer install Factory install Factory install, GM, and other OEMs IIIIII
88 AJS CIRT, Santa Fe.ppt © Oliver Wyman 000s Number of OnStar subscribers ’02 Revenue: $1BB Source: Literature Searches, Harvard Business School Case N ’99 Revenue: $43MM
89 AJS CIRT, Santa Fe.ppt © Oliver Wyman Tale of Two Economies
90 AJS CIRT, Santa Fe.ppt © Oliver Wyman Stagnation Risk
91 AJS CIRT, Santa Fe.ppt © Oliver Wyman Mystery of Demand
92 AJS CIRT, Santa Fe.ppt © Oliver Wyman Building from the customer up The messy ambiguity of the market place Demand: How does it happen? Why does it not? How does it change? Why does it always surprise us? Scope Strategic Control Profit Model Unique Value Proposition Customer Selection The messy ambiguity of the market place
93 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Underneath-the-Surface World of Dali and Bosch
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104 AJS CIRT, Santa Fe.ppt © Oliver Wyman Proceed with Caution
105 AJS CIRT, Santa Fe.ppt © Oliver Wyman What separates the winners iPod vs. Zune Kindle vs. Nook Zipcar vs. Hertz Nespresso vs. Lavazza from the rest?
106 AJS CIRT, Santa Fe.ppt © Oliver Wyman What separates the winnersfrom the rest? Netflix vs. Blockbuster Salesforce vs. Oracle Eurostar vs. Air FrancePrius vs. Honda Civic
107 AJS CIRT, Santa Fe.ppt © Oliver Wyman 76M How does this happen? Zune vs. iPodNook vs. KindleBlockbuster vs. NetflixHertz vs. Zipcar Air France vs. EurostarLavazza vs. NespressoHonda Civic vs. PriusOracle vs. Salesforce
108 AJS CIRT, Santa Fe.ppt © Oliver Wyman Masters of the Demand Equation Nespresso Eurostar Netflix Tetra Pak Zipcar Growing Power Wegman’s FactSet Dassault Systems Kindle by Amazon Bang & Olufsen OnStar by GM Apple Capital One CareMore (Health) Salesforce.com Bloomberg Pret A Manger Facebook Capital IQ Virgin Atlantic
109 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Demand Equation How magnetic? Response rate drivers Behind the screen: Are all pieces in place? How fast are we getting better? How many different types ?
110 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Demand Equation: Rating all the components Inert No Don’t knowMaximize Irresistible Yes FlatSteep OneMany
111 AJS CIRT, Santa Fe.ppt © Oliver Wyman Magnetic? Quality Magnetic What’s my score? BA BA
112 AJS CIRT, Santa Fe.ppt © Oliver Wyman Emotional connection Many of these winners, despite a very functional positioning, achieve a degree of emotional connection with their customers “I love this store” 2010 CPM survey responses Percentage of responses Strongly disagree Disagree Neutral Agree Strongly agree
113 AJS CIRT, Santa Fe.ppt © Oliver Wyman M = F X E
114 AJS CIRT, Santa Fe.ppt © Oliver Wyman Subconscious Conscious FunctionalEmotional X
115 AJS CIRT, Santa Fe.ppt © Oliver Wyman Not first mover, but … First to create and capture the emotional space.
116 AJS CIRT, Santa Fe.ppt © Oliver Wyman Biggest Mistake #1 Stopping before we get to magnetic
117 AJS CIRT, Santa Fe.ppt © Oliver Wyman Behind the screen: Examples Infrastructure Ecosystem Deals Organization Demand Leverage
118 AJS CIRT, Santa Fe.ppt © Oliver Wyman Demand Leverage Windows Software Writers Amazon Customer Recommendations Netflix Customer Reviews Netflix Coupon in DVD player boxes iPhone App Developers Facebook App Developers Music Industry Supporting iTunes User data in GMail Articles about Zipcar Articles about Starbucks (first 5 years) Articles about Pret a Manger Nespresso in First Class $5 billion? $80 million? $30 million? $75 million? $1.3 billion $100 million? $570 million $500 million? $30 million? $50 million? $75 million? $10 million?
119 AJS CIRT, Santa Fe.ppt © Oliver Wyman Demand Leverage: How do we engage others in our demand process? Software developers App developers Customer review writers User-provided preference data Media Coverage
120 AJS CIRT, Santa Fe.ppt © Oliver Wyman Biggest Mistake #2 Assuming magnetic is enough
121 AJS CIRT, Santa Fe.ppt © Oliver Wyman When was the last time I bought something I really loved? When did I first want to? When did I actually buy it? What triggered me to do it? Purchase I LovedGap (weeks, months)Trigger
122 AJS CIRT, Santa Fe.ppt © Oliver Wyman Triggers 6:1Machine demo plus serve the coffee (Nespresso) 10% 22%Local processing center (Netflix) 10%Recommendation algorithm improvement (Netflix) 15 5 3% to 10%(Zipcar) 20%Parking and killer offer (Symphony) 25%Trial (Apple) 50%Word of mouth (Nespresso)
123 AJS CIRT, Santa Fe.ppt © Oliver Wyman Hassle map Fight with spouse – what movie to see – “you decide” Search and search Go to store Pick three Go home Fight again – pick one Forget to return WatchReturn five days later, pay late fee, get mad Get online; construct queue; get recommen- dations WatchReceive films in mail Put in mailbox to return Automatically receive next film in queue
124 AJS CIRT, Santa Fe.ppt © Oliver Wyman Post OfficeProcessing CenterCustomer Convenient No damage Brand Bland, or Deep imprint
125 AJS CIRT, Santa Fe.ppt © Oliver Wyman Non-Obvious Response Rate Drivers?
126 AJS CIRT, Santa Fe.ppt © Oliver Wyman Word of mouth 99.9 percent Recommendation engine Processing centers (4 1)
127 AJS CIRT, Santa Fe.ppt © Oliver Wyman Netflix: Response rate drivers Processing center
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129 AJS CIRT, Santa Fe.ppt © Oliver Wyman When you’ve won, you can: a) Coast b) Keep it dynamic
130 AJS CIRT, Santa Fe.ppt © Oliver Wyman Dynamic “Get better fast” Meaningful variation You take an idea, and develop it to its full potential
131 AJS CIRT, Santa Fe.ppt © Oliver Wyman Netflix responded immediately: they dropped price and raised their number of titles Titles Titles: Blockbuster Online versus Netflix Blockbuster Netflix
132 AJS CIRT, Santa Fe.ppt © Oliver Wyman Netflix Demand Equation Inert No Don’t know Irresistible Yes FlatSteep OneMany Maximize
133 AJS CIRT, Santa Fe.ppt © Oliver Wyman Eurostar’s Hassle Map Air 50 minutes 55€ 40 minutes (check-in, security, walk a mile) WWF act with the bags Heathrow: 30 minutes at Customs Heathrow London: –40 minutes –55£ Eurostar 10 minutes 10€ 10 minutes (check-in, customs, security) Lots of room at end of car Done in advance St. Pancras to London –10 minutes –10£ Extra 160 minutes Extra $150 Extra 20 minutes Extra $30
134 AJS CIRT, Santa Fe.ppt © Oliver Wyman Eurostar’s Hassle Map AirEurostar
135 AJS CIRT, Santa Fe.ppt © Oliver Wyman De-Averaging the Customer Premiere First £196 one-way Lounge, Meal, Champagne, 10-min Check-in, Ticket convertible to air Standard £99 one-way Fast & Cheap Business First £175 one-way Business lounge, Fast meal, 10-min check-in, taxi to/from station Economy Plus 110£ one-way Quiet cars, Frequent traveler points Note: Fares based on a single ticket for one-way service from London to Paris on December 10, 1997 Source: Eurostar, access 08/13/2010
136 AJS CIRT, Santa Fe.ppt © Oliver Wyman Source: Ridership based on multiple news reports; investment amounts are approximate. Note: (*) Brussels line only. Changes in average ridership were estimated by finding average ridership in the pre-improvement interval and comparing this with ridership in the post-improvement interval. Since customer de-averaging was introduced in 9/1996, the period has been adjusted accordingly. In addition, the years were excluded from estimates of the interval due to the fall off in travel stemming from 9/11 and the business cycle downturn. Major Improvements Changes in Average Ridership (in millions of passengers) Customers De-Averaged Low cost +0 Minutes +52% Belgium High Speed rail £1.1B cost +30 Minutes* +19% First part of ‘High Speed 1’ £1.7B cost +20 Minutes +21% Second part of ‘High Speed 1’ £1.7B cost +20 Minutes +17% Pre Post
137 AJS CIRT, Santa Fe.ppt © Oliver Wyman Richard Brown, Eurostar CEO, Under Brown’s leadership, Eurostar ridership grew 33 percent and market share increased 15 percentage points. "My instinct is to talk to customers – what they want, what more can we do. I'm not sure everyone does this.” Source: Derbyshire Life (12 March 2010), Business Travel World (October 2007)
138 AJS CIRT, Santa Fe.ppt © Oliver Wyman Millions of Passengers Source: CAA Eurostar has grown the market and increased market share Eurostar and airline passengers (London to Paris by year) 38%63%65%77% Eurostar Market Share: Airlines Eurostar
139 AJS CIRT, Santa Fe.ppt © Oliver Wyman Eurostar’s Demand Equation Inert No Don’t know Irresistible Yes FlatSteep OneMany Maximize
140 AJS CIRT, Santa Fe.ppt © Oliver Wyman Two Endings
141 AJS CIRT, Santa Fe.ppt © Oliver Wyman “War is a series of catastrophes – resulting in victory.” – Georges Clemenceau “… for a little while.” – Adrian Slywotzky
142 AJS CIRT, Santa Fe.ppt © Oliver Wyman Can Giants Innovate? Nespresso Playstation OnStar Prius Lexus Kindle IBM PC xBox iPod Hulu NTT DoCoMo i-mode Dassault Systèmes Swiffer White Strips Sam’s Club Dayton Hudson/Target ING Direct Droid HP Printer Bloomberg Media Aldi/Trader Joe’s Tesco Financial Services
143 AJS CIRT, Santa Fe.ppt © Oliver Wyman Strategic risks and countermeasures Extreme riskCountermeasures Brand Golden Triangle Technology shift Double bet Change the oddsProject risk Customer shift Proprietary information Industry economic squeeze Compete/collaborate ratio Stagnation risk Little box/big box Unique competitor Change the game
144 AJS CIRT, Santa Fe.ppt © Oliver Wyman Technology Shift
145 AJS CIRT, Santa Fe.ppt © Oliver Wyman Technology risk Market Capitalization ($B) Lucent Jan 98 Jan 99 Jan 00 Jan 01 Jan 02 Jan 03 Jan 04 Jan 98 Jan 99 Jan 00 Jan 01 Jan 02 Jan 03 Jan 04 Xerox KodakPolaroid Jan 98 Jan 99 Jan 00 Jan 01 Jan 02 Jan 03 Jan 04 Jan 98 Jan 99 Jan 00 Jan 01 Jan 02 Jan 03 Jan 04
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147 AJS CIRT, Santa Fe.ppt © Oliver Wyman Technology risk: Barnes and Noble $ billions Amazon B&N.com Source: Compustat; annual reports. B&N.com vs. Amazon (Net sales, media only) Barnes & Noble vs. Amazon (Market cap, June 2007)
148 AJS CIRT, Santa Fe.ppt © Oliver Wyman Double betting IBM Intel Microsoft Motorola Nokia Barnes & Noble Blockbuster Kodak DidDid Not
149 AJS CIRT, Santa Fe.ppt © Oliver Wyman “When you come to a fork in the road, take it.” – Yogi Berra
150 AJS CIRT, Santa Fe.ppt © Oliver Wyman Brand Risk
151 AJS CIRT, Santa Fe.ppt © Oliver Wyman Ford Brand Value Source: Interbrand. $BB
152 AJS CIRT, Santa Fe.ppt © Oliver Wyman Sony Brand Value Source: Interbrand. $BB
153 AJS CIRT, Santa Fe.ppt © Oliver Wyman Samsung Brand Value Source: Interbrand. $BB
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155 AJS CIRT, Santa Fe.ppt © Oliver Wyman The Golden Triangle Product Brand Business Design
156 AJS CIRT, Santa Fe.ppt © Oliver Wyman Customer Shift
157 AJS CIRT, Santa Fe.ppt © Oliver Wyman Coach No. of interviews Batch to continuous Proprietary customer information
158 AJS CIRT, Santa Fe.ppt © Oliver Wyman Proprietary information Capital One Tsutaya Coach Harrah’s JCI
159 AJS CIRT, Santa Fe.ppt © Oliver Wyman “What do we know about customers that others don’t?”
160 AJS CIRT, Santa Fe.ppt © Oliver Wyman “Risk is just an expensive substitute for information”
161 AJS CIRT, Santa Fe.ppt © Oliver Wyman