Winning Without Competition: How to Break Out of a Commodity ...

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Administrative Processes Manage finances Ensure safety and OSHA compliance Material understanding and innovation Supplier management Hire, train, deploy the work force Project Management New product development and introduction Make the order Ship and erect Design Ideas Win the order Schedule Complete Drawings Market to customers and get considered Operational Processes Chart One: Macro Process View of a Precast Company
• Hire, train, deploy work force • Supplier management • Material understanding and innovation • Reduce waste and cost • Firm A makes industrial wall panels. They face a “commodity” market in which they are the highest cost producer. As a result, they are losing money. Their strategy is to innovate wall panels to significantly increase their value (electrical built in, easier installation, innovative insulation material, time savings on window framing, etc.) They believe they will earn a premium on this new product that exceeds their cost of differentiation. • Firm B competes on cost and speed of bridge beams and building/structural components (double T’s, etc.). They work in an area of significant labor shortages. They are already the fastest/lowest cost supplier. They do not want to lose their lead, however, rising labor cost and labor shortages threaten this. • Your firm • Ensure safety and OSHA compliance • New product development and introduction •Manage project finances and schedule • Ship and erect the order • Make the order • Complete the drawings • Schedule project, team, special forms • Get the order • Conceptualize the solution (value engineering) • Market to customers Your role is to assess process salience of Firm A or B, C and D. Generic Macro Processes Chart Two: Process Salience of Different PC-PS Companies
Page 1 and 2: Winning Without Competition: How to
Page 3 and 4: Introduction One of the greatest fa
Page 5 and 6: then responding. The response bring
Page 7 and 8: Management and administrative proce
Page 9 and 10: What should you do about a process
Page 11 and 12: is so important. It prevents improv
Page 13 and 14: The logic for process redesign work
Page 15 and 16: desire to -- continually discoverin
Page 17 and 18: Two types of marketing activities c
Page 19 and 20: markets as a whole versus for an in
Page 21 and 22: • Conscious decisions of where an
Page 23 and 24: profitability. From these sales obj
Page 25 and 26: • Creates an umbrella that will b
Page 27 and 28: marketing plan objectives. In essen
Page 29 and 30: Collaboration Crucial to a strategi
Page 31 and 32: Rather than contracts, effective al
Page 33 and 34: critical part of this plan. (See Pa
Page 35 and 36: Sidebar A: Systems Thinking A syste
Page 37 and 38: Trying to understand the causes for
Page 39: Sidebar F: Most of us choose to ign
Page 43 and 44: Time Redesign Continuous Improvemen
Page 45 and 46: Continuous Process Improvement Acti
Page 47 and 48: Tactical PCI Company Strategic Acti
Page 49 and 50: New Product and New Market Developm
Page 51: S A L E S ~ Specific customer under
Page 55 and 56: • Generate sales leads from targe
Page 57 and 58: * Ideally, this should be quantifie
Page 59 and 60: • Gain executive level and sales
Page 61 and 62: Is it working? Evaluation Execution
Page 63 and 64: Plantes Company July 1997 PCI:I Red
Page 65 and 66: Plantes Company July 1997 PCI:I Mea
Page 67 and 68: Plantes Company July 1997 PCI:I Whe
Page 69 and 70: Plantes Company July 1997 PCI:I •
Page 77 and 78: - If speed is the problem, where ar
Page 79 and 80: B. For each top level cause, ask wh
Page 81 and 82: • As you proceed through the step
Page 83 and 84: Job Description Exercise (continued
Page 85 and 86: • Which items did I prioritize to
Page 87 and 88: What did I learn? FOLLOW UP LATER T
Page 89 and 90: Marketing Manager Job Description (
Page 91 and 92:
Marketing Manager Job Description (
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