Documente Academic
Documente Profesional
Documente Cultură
Point of Differentiation
The success or failure of a company relies on it
fundamental, implicit assumption about
strategy
Kinepolis
Kinepolis
OTHER BELGIAN
MOVIE THEATERS
Have small viewing
rooms with no more than
100 seats and 35millimeter projection
equipment
Screens measure
7meters by 5 meters
KINEPOLIS
Up to 700 seats and so
much legroom and 70millimeter projection
equipment
Screens measure up to
29 meters to 10 meters
and sound vibrations are
not transmitted
Do not have
Located off the ring road
circling Brussels.
The average cost to build At Kinepolis, it is about
a seatwww.company.com
in Brussels is twice 70,000 Belgian francs.
OTHER BELGIAN
MOVIE THEATERS
KINEPOLIS
Leaving Conventional
Thinking behind
www.company.com
Two Strategic
Logics
Industry Assumptions
Strategic Focus
Customers
Assets and Capabilities
www.company.com
Overcapaci
ty
Formule 1
+ Average cost of
building a room
dropped 50%.
+ Staff costs
dropped 25 35%.
Accor Hotel:
2-star hotels
features
1-star hotels price
www.company.com
Service:
Product
Service
Delivery
Support such as
maintenance, customer
service, warranties,
training for distributors
and retailers
Delivery:
Logistics, channel used
to deliver the product to
customers
www.company.com
www.company.com
In 1989, Compaq
introduced SystemPro
The majority of
Pro
Signia
1/3
price of
SystemPro
www.company.com
ProLiant 1000
(SmartStart + Insight Manager)
www.company.com
Proliant 1000
Smart
Start
Configuring server
hardware and network
information to suit a
companys operating
system and application
programs.
Insight
Manag
er
Helping customers manage
their server networks by, for
example, spotting
overheating boards or
troubled disk drives before
they break down.
creating a
superior
value
curve and
expanding
market.
www.company.com
Pioneers
Migrators
Settlers
Businesses that
offer
unprecedented
value.
Point of Differentiation
If both the current portfolio and the
planned offerings consist mainly of
settlers, the company has a low growth
trajectory and needs to push for value
innovation. The company may well have
fallen into the trap of competing.
www.company.com
If current and
planned
offerings consist
of migrators,
reasonable
growth can be
expected. But
the company is
not exploiting its
potential for
growth and risks
being
marginalized by
a value
Testing the
Growthinnovator.
Potential
of a Portfolio of
Businesses
Challenge
Identify and
articulate the
companys
prevailing
strategic
logic
www.company.com
They must
stop and
think
about
the
industrys
assumptio
ns, the
companys
strategic
focus, and
the
approache
s
Q. 01
Q. 04
Q. 03
Which factors
should be
reduced well
below the
industrys
standard?
Q. 02
www.company.com
What factors
should be
created that
the industry
has never
offered?
Which should
be raised well
above the
industrys
standard?
Conclusion
Thank You
www.company.com