"Task 1 Customer Segmentation and Customer Value Proposition
...
We begin by segmenting the customer base so that we can identify subsets of customers sharing similar needs, to which we will be providing distinct value propositions. We cannot overemphasize the importance of this task. It is the true foundation of a well laid out strategy.
…
Task 2 The Existing and Desired Competencies of the Firm
The previous task allows us to understand the demand side of our business in a creative way. This task forces us to deeply focus on the supply side, on our own capabilities.
…
Task 3 The Mission of the Business
The previous two tasks – customer segmentation and customer value proposition; and existing and desired competencies – are the foundation of our overall diagnosis.
What emerges is a clear understanding of where we are and what changes will be required to improve our existing circumstance. The true purpose of the mission statement is to capture and clearly articulate our intent. It is a critical task because it integrates the strategic tasks that we have conducted into a sole statement that defines the purpose of the organization and the challenges we face to move it in the desired direction. The mission is a fundamental vehicle to communicate our sense of direction, both inside and outside the organization.
Task 4 The Strategic Agenda
The strategic agenda attempts to identify and lay out in very pragmatic and concrete terms the specific tasks that we must undertake in order to serve our customers, define our new capabilities, and move the organization forward into the desired state of leadership. It should not only spell out the tasks but also identify who is accountable for their execution, as well as how to establish the necessary organization, information, and control mechanisms for its proper implementation.
Task 5 Monitoring the Strategy Execution
What happens after we have formulated what we hope is a winning strategy? The answer is obvious: we need to assure its proper implementation. In other words, we need to “manage by strategy” – so that strategy becomes the compass that directs the myriad tasks that are part of the routines of management.
Two important elements are required to assure proper implementation of the strategy, in addition to the unbounded attention that managers have to devote to its proper execution. The first is the development of an “intelligent budget.” ... The second vehicle required to assure proper implementation is the use of the Balanced Scorecard, both at the business and individual customer tier. This allows us to continue to focus on how we deliver the differentiated value propositions for each individual customer group."
...
We begin by segmenting the customer base so that we can identify subsets of customers sharing similar needs, to which we will be providing distinct value propositions. We cannot overemphasize the importance of this task. It is the true foundation of a well laid out strategy.
…
Task 2 The Existing and Desired Competencies of the Firm
The previous task allows us to understand the demand side of our business in a creative way. This task forces us to deeply focus on the supply side, on our own capabilities.
…
Task 3 The Mission of the Business
The previous two tasks – customer segmentation and customer value proposition; and existing and desired competencies – are the foundation of our overall diagnosis.
What emerges is a clear understanding of where we are and what changes will be required to improve our existing circumstance. The true purpose of the mission statement is to capture and clearly articulate our intent. It is a critical task because it integrates the strategic tasks that we have conducted into a sole statement that defines the purpose of the organization and the challenges we face to move it in the desired direction. The mission is a fundamental vehicle to communicate our sense of direction, both inside and outside the organization.
Task 4 The Strategic Agenda
The strategic agenda attempts to identify and lay out in very pragmatic and concrete terms the specific tasks that we must undertake in order to serve our customers, define our new capabilities, and move the organization forward into the desired state of leadership. It should not only spell out the tasks but also identify who is accountable for their execution, as well as how to establish the necessary organization, information, and control mechanisms for its proper implementation.
Task 5 Monitoring the Strategy Execution
What happens after we have formulated what we hope is a winning strategy? The answer is obvious: we need to assure its proper implementation. In other words, we need to “manage by strategy” – so that strategy becomes the compass that directs the myriad tasks that are part of the routines of management.
Two important elements are required to assure proper implementation of the strategy, in addition to the unbounded attention that managers have to devote to its proper execution. The first is the development of an “intelligent budget.” ... The second vehicle required to assure proper implementation is the use of the Balanced Scorecard, both at the business and individual customer tier. This allows us to continue to focus on how we deliver the differentiated value propositions for each individual customer group."
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