Category Archives: Strategy

Touch Points

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If it doesn’t show on the screen, it doesn’t exist.

I spent many years in television production. Many decisions were made related to project costs and value add. Our mantra was, “if it doesn’t show on the screen, it doesn’t exist.”

Your company has the same dilemma. Where do we place our precious resources related to the customer experience?

Step one is to map out all of your customer touchpoints, that’s your exposure. Those touch points are where you can break a customer relationship or cement it.

  • That first incoming telephone call to your call center.
  • A casual inquiry or clarifying customer question.
  • The exterior of a service truck.
  • An outbound email as part of a customer campaign.
  • How a customer opens the box containing your product.
  • What happens when (if) your product breaks.
  • A hundred more.

If an element of your product or service offering is critical but invisible, how do you get credit for it as your competitive advantage?

Know Thy Competitor

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From the Ask Tom mailbag –

Question:
In your recent workshop, you mentioned that timespan and levels of work could help us understand our strategic platform and compete more effectively against our competitors. Can you elaborate?

Response:
Timespan and levels of work can easily be applied to your strategic platform. Levels of work helps us understand the complexity inside our business model and the moves we make to resolve our challenges, solve our problems and make our decisions.

The future is uncertain and ambiguous. The further in the future, the more uncertain. Yet, in the face of that future ambiguity, we still have to make decisions today. The near term impacts of our decisions may be markedly different from long term impacts. The more complex our business model, the more we have to look into that future to make our strategy more effective.

The strategy we employ contemplates a time frame. That framework can be discreetly segmented into levels that help us understand our strategy in the midst of our competitors. It is often difficult to see ourselves, sometimes much easier to see our competitors. If we can effectively analyze our competitors, there is a good bet that we contain very similar characteristics. If we want to beat our competitors, we have change our strategy. But how?

Levels of work provides some guidance.

  • S-I – Product or service strategy. Timespan – 1 day to 3 months.
  • S-II – Process or method strategy. Timespan – 3 months to 12 months.
  • S-III – System strategy. Timespan – 1 year to 2 years.
  • S-IV – Multi-system integration strategy. Timespan – 2 years to 5 years.
  • S-V – Market (responsive) strategy. Timespan – 5 years to 10 years.

S-I – Product or service strategy. Timespan – 1 day to 3 months.
Most companies start out this way. The startup entrepreneur has an idea that people might want to buy this or that product or service. If it’s a great idea (lots of people might want it) a business is born. People buy it because it is useful or they like it. If this startup business is the only company with this product or service, they make money. People may even be willing to put up with a bit of wonkiness, limited availability or cumbersome utility because it’s the only product or service that does what it does.

If enough people buy it, the company attracts attention. First competitors simply copy it, and now there are two companies with a relatively identical product or service (as perceived by the customer). Look around. Your product may not be so unique, few are in this internet age. And, if it is unique, it won’t be for long.

What do you do if you wake up one morning and find your product or service is one of a handful of look-a-likes. Move up to the next level. Move from a product or service strategy to a process or method strategy. It is no longer enough to just have a product because several others have an identical offering. What does process allow you to do? Faster, better, cheaper. Other companies may have an identical product, but if you have a process, your offering may be at a lower price, a little less wonky, more available in more places.

S-II – Process or method strategy. Timespan – 3 months to 12 months.
It’s doesn’t take rocket science to understand that your company can sell more of an identical product or service if you drop your price. But don’t think you can drop your price and stay in business if you are simply eroding your margins. Process and methods allow you to make moves related to pricing, crank out more finished product, with faster output. This S-II strategy will beat your competition.

What do you do if you wake up one morning and find your competitors not only met your price point, but undercut it by another couple of points, on sale at an even lower price. You assume they must be buying off your customer, eroding their margins and will soon price themselves into bankruptcy. Though shalt not kid thyself. While you were figuring out how to make it better, faster, cheaper, so was your competitor.

S-III – System strategy. Timespan – 1 year to 2 years.
How do you beat a cheaper price? At some point, even with brilliant process and method, there is no margin left. There is no more race to the bottom, because everyone is there already. But some things happened on the way to the forum. As volume pushed higher, that small decimal defect became a larger number, a substitute material didn’t hold up as well, the cheap paint flaked off. Customers, used to an expected standard become finicky, think twice before they purchase. They don’t need a third widget to go with the two broken ones they already own. How do you stand out?

Offer a warranty. With a warranty, you can even push your price point back up. A warranty removes the risk in the purchase. But warranty claims can eat your lunch. Product replacement, warranty service can be expensive. Do NOT offer a warranty unless you have a system that builds in consistency and predictability. If your competitor tries to match your warranty and they don’t have a system, you win.

Of course, your competitors are not stupid. They can figure out your system, sooner or later, and copy it, so they can offer the warranty as well. How do you beat your competitor who has figured out your materials, your sequence, your tooling.

S-IV – Multi-system integration strategy. Timespan – 2 years to 5 years.
At this point, the selection of your product or service over your competitor’s has little to do with the product or service. All the product or service offerings are identical, quality is high and predictable. The customer’s choice now has more to do with the support systems that surround your core system (because all the core systems are the same).

Your logistics system becomes more important, your customer service system, return policy, store location, response time system. And this is where scalability lives. A company may become profitable at S-III – System strategy, but can only scale at S-IV – Multi-system integration. The competitors are fewer, but the fight is fierce. The big difference between a single system MRP (Materials Resource Planning) and a multi-system ERP (Enterprise Resource Planning) is integration.

S-V – Market (responsive) strategy. Timespan – 5 years to 10 years.
And, here is a huge sea change. Everything discussed so far looks inside the organization and the way it works. These are all internal systems with an internal focus. When all your competitors have fully integrated systems, how do you win? You can no longer depend on an internal focus, you now must look outside, looking at your external systems. Those external systems take the form of market systems, regulatory systems, finance systems, labor systems, technology systems. These external systems are not under your control, yet your success now depends on your ability to navigate them.

Look at your competitors to determine your current strategic platform, based on levels of work. Beat your competitor by moving to the next level.

Take Your Company to the Next Level – Statutory Platform

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It is not unusual for a company to make political contributions or hire a lobbyist to engage in political influence. In the US, it is illegal to pay a public official for political favors, but, perfectly legal to pay a registered lobbyist to exact political pressure on a public official. A company may decide NOT to play at this level, but the platform exists.

  • S-VI – Statutory platform, where statutes and regulations specifically dictate competitive advantage.
  • S-V – Industry platform, where our enterprise competes using industry standard practices.
  • S-IV – Market platform, where our multiple systems integrate with market systems.
  • S-III – Single serial system platform, where we see the introduction of warranties as a competitive edge.
  • S-II – Process implementation platform (of someone else’s system, like a franchisee).
  • S-I – Product or service platform, where it’s all about the product.

It is one thing to follow an industry standard, an industry guideline. It is quite another to follow a standard dictated by statute.

The Wright Amendment (introduced by Rep Jim Wright in 1979) was a United States federal law that governed traffic at Dallas Love Field, an airport in Dallas, Texas, to protect Dallas/Fort Worth International Airport (DFW) from competition. The amendment prohibited carriers from operating full-size airliners between Love Field and destinations beyond Texas and its four neighboring states. Further amendments in 1997 and 2005 added new states and relaxed aircraft rules for long-range service. The law was partially repealed in 2006 and then fully repealed in 2014. -Wikipedia

Which airline had a hub at Dallas-Fort Worth International Airport (DFW)? And, which airline was headquartered at Dallas Love Field (DAL)? If you guessed American Airlines and Southwest Airlines, you would be correct. Southwest Airlines, as a strategy, enjoyed the exclusivity of Dallas Love Field, but they were prohibited, by statute, from specific operations, landings and take-offs from 1979 to 2014. My math says 35 years, they were effectively blocked.

Most modern cars run well on unleaded gasoline, not so well on ethanol. Marine operators are allowed to sell a non-ethanol variant of gasoline because if ethanol fuel sits too long in an engine, it “rots the hell out of the seals.” Why are we now required to purchase unleaded gasoline with an ethanol additive? Who are the players? It is one thing to follow an industry standard, quite another to follow a standard dictated by statute. Archer-Daniels Midland is defending an anti-trust suit for market manipulation.

Statutes like this do not spring up in a two week time period. Timespan at S-VI ranges from 10-20 years. This is not a short term play. A company may not adopt this strategic platform, but may suffer the consequences from their competitors. If you are not sure what platform you are playing on, look at your competitors.

Take Your Company to the Next Level – Market Platform

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Strategic platforms help us understand our business model and where we compete for customers, what our customers expect from us and how we go to market.

  • S-V – Industry platform, where our enterprise competes using industry standard practices.
  • S-IV – Market platform, where our multiple systems integrate with market systems.
  • S-III – Single serial system platform, where we see the introduction of warranties as a competitive edge.
  • S-II – Process implementation platform (of someone else’s system, like a franchisee).
  • S-I – Product or service platform, where it’s all about the product.

As the organization grows from product to process to system, it ultimately ends up with multiple systems. The hallmark of an S-IV company is its ability to integrate those systems and subsystems. Internally, that integration inspects how work travels from one function to the next with a close eye on the capacity of each system and how that capacity impacts the capacity of its neighboring systems.

Until the organization emerges as S-IV, there is one system in its strategy often overlooked. That system is NOT internal, it is external. It operates like any other system, but it sits outside the company and it’s called your Market.

When the organization matures into S-IV, it finally has the capability to look outside. Prior to that, all energy is directed inside, on the product, process and internal systems. At S-IV, the company blossoms to look outside. That outside look is market responsive.

A market responsive strategy looks at the internal product or service offering through the lens of the customer, through the lens of the market. Adjustments are made in the product, not because of technical expertise, but because the market demands it. Car manufacturers took out ashtrays and installed cupholders. Why? Because the market demanded it. The market is mindful of gas mileage, but, at the end of the day, it demands cupholders.

Take Your Company to the Next Level – System Platform

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Business platforms help us understand the condition of our business model, its requirements, characteristics, competitive edge.

  • S-V – Industry platform, where our enterprise competes using industry standard practices.
  • S-IV – Market platform, where our multiple systems integrate with market systems.
  • S-III – Single serial system platform, where we see the introduction of warranties as a competitive edge.
  • S-II – Process implementation platform (of someone else’s system, like a franchisee).
  • S-I – Product or service platform, where it’s all about the product.

Bob’s Burger was all about the product. Assuming Bob’s Burger is the best burger around, how do you beat Bob? You get more trucks, geographic expansion. And, geographic expansion (more trucks) comes with its own set of problems. The quality of the burger begins to suffer. Raw ingredients scream for a supply chain where there is none, several trucks run out of lettuce. One truck runs its griddle too hot, the burger tastes like shoe leather. Customers expecting Bob’s Truckburger to be as good as the original Bob’s Burger are disappointed. Worse, Bob is in no-man’s (no-person’s) land. Expansion costs money. The unit cost for more trucks and more people are driving up overhead. A little bit of success can create a whole lot of overhead. Bob is everywhere with his new trucks, and, he is struggling. Bob has plenty of revenue coming in, and, profitability is elusive.

How do you beat Bob’s Truckburgers? Move to the next level, the system level. Bob had trucks, but no system. Bob could have purchased a system from McDonalds, Burger King, Wendy’s. If Bob had, he would never run out of lettuce, because the supply chain would be a system with ordering min/max’s. The griddle in each truck would always be the same temperature, calibrated on a monthly basis. Every burger would always taste the same. This is scaling. Scaling requires a system. Scaling without a system is a disaster.

Outside the burger world, you will notice a business model with a system frequently offers a warranty, a promise. A warranty promise without a system is a disaster. A warranty promise with a system yields predictable results. And, for the first time, profitability emerges. If you want to improve your profit, improve your system.

Take Your Company to the Next Level – Process Platform

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The roles and levels of work that you need in your company depend on your business model sitting on your business platform.

  • S-V – Industry platform, where our enterprise competes using industry standard practices.
  • S-IV – Market platform, where our multiple systems integrate with market systems.
  • S-III – Single serial system platform, where we see the introduction of warranties as a competitive edge.
  • S-II – Process implementation platform (of someone else’s system, like a franchisee).
  • S-I – Product or service platform, where it’s all about the product.

Yesterday, we looked at a product or service platform. When it’s all about the product, how many roles and how many people do you need? For Bob’s Burgers, all you need is Bob. Can you make money on this platform? Yes. Just not very much. The product or service platform will always struggle with revenue.

In fact, as a competitor, how can you beat Bob? Assuming Bob has the best burger going, how do you beat Bob? You get more trucks than Bob. Actually, Bob read my column before today, he is already going there. In this video, Bob moves from a product platform to a process platform. It is no longer about the burger, now, it’s all about the number of trucks. More trucks, more revenue. But, the video also shows more trucks, more overheard. Where the product platform struggles with revenue, the process platform struggles with profitability.
Bob’s Trucks

Everyone always says, “I want to take my company to the next level.”

Most have no clue. Business platforms help you understand your business model, where it succeeds, its problems and what the next level looks like. (Yes, I have a 3-hour in-person program on business platforms.)

Next, the system platform.

Product Platform

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From the Ask Tom mailbag –

Question:
You always talk about the five levels of management –

  • S-V – Business Unit President
  • S-IV – Integrator role
  • S-III – Single system manager
  • S-II – Coordinator, supervisor
  • S-I – Technician, production role

But my company is not that big. Do I have to have all these roles?

Response:
It depends. Depends on the size and complexity of your company. The five levels of management correspond to five different business platforms, any of which are perfectly acceptable as a business model. You can make money at any of these.

  • S-V – Industry platform, where our enterprise competes using industry standard practices.
  • S-IV – Market platform, where our multiple systems integrate with market systems.
  • S-III – Single serial system platform, where we see the introduction of warranties as a competitive edge.
  • S-II – Process implementation platform (of someone else’s system, like a franchisee).
  • S-I – Product or service, where it’s all about the product.

And any of these platforms are valid. Today, let’s start with S-I, product or service platform, where it’s all about the product. How many roles do you need?
Bob’s Burgers

The Long Game

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I feel like we are in the dog days of summer. I was waiting for an inflection point. I thought when the NBA took the court, we would see a surge in excitement and enthusiasm. But ratings are down. I thought MLB would take the field and inspire some positive energy, but it appears the World Series (if we even get there) might be won by the team who has the least COVID contagion among their players. Back-to-school even looks like a mixed bag with local decisions prevailing between classroom, online and hybrid.

The stimulus delayed the inevitable contraction, but, I sense a walk-in-place, waiting for some break. Even a vaccine, emerging from clinical trials may not spell a demarcation toward certainty.

We all wait for something to happen. Panic reaction is over. Measured response is slowly working. We identified things we could control and focused our attention there. But, what to do next?

What will be your strategy? What will you base your strategy on? How wide is your range of what-ifs? If your what-ifs turn out to be wrong, how agile is your ability to pivot? When circumstances shift, how quickly do you recognize the move?

I know things in front of your face have your attention. But, what of the long game?

The Conceptual Game

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“So, if you understand timespan as the metric for thinking about the bigger picture, if it is only a matter of context, how well do you understand the bigger picture for your company? You said you may not be able to articulate it, you just know that it’s there.”

“I think the bigger picture requires some translation,” Andrew replied. “I think, when you push beyond 3-4 years in the future, things become fuzzy. My CEO says she doesn’t believe in five year planning, waste of time.”

“Can I substitute a word for you. Can I substitute the word fuzzy with the word conceptual?” I asked.

Andrew repeated. “When you push beyond 3-4 years in the future, things become more conceptual.”

“And your CEO’s observation related to five year planning? Five year tactical planning is a waste of time, but what about five year conceptual planning.”

Andrew looked to the left, then up, as if something were written on the ceiling. “I remember buying a Zune MP3 player, you know, the one that Microsoft built. I thought it was cool. I thought it was the wave of the future. But, Microsoft was playing a tactical game. They thought they were building an MP3 player, and Zune was a market failure. But, Apple was playing the conceptual game. They weren’t building an MP3 player, they changed the music industry.”

React vs Respond

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Most of us are good at reacting. The pandemic required it. And, we were good at it. We figured out fast what was necessary. What will stick? It is no longer enough to react to circumstances, we now have to respond.

Think carefully about your business and the accommodations you have made. Fingers crossed, we had hoped to relax back to January, but reality is clearer now. It is easy to find the trends. Which are impacting your business model?

Technology, geography, sensory substitutes, communication channels, I am curious to hear your stories. Most interested in hearing about the opportunities.