how strategic intelligence elevates new business development success

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How Strategic Intelligence Elevates New Business Development Success

A Complimentary Webinar from Aurora WDC

12:00 Noon Eastern /// 21 August 2013

~ featuring ~

Terry Thiele Derek Johnson


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Terry Thiele

Terry Thiele has been with The Lubrizol Corporation for 13 years, during which time his principal responsibilities have included strategic planning support and regulatory compliance and advocacy, with an emphasis on environmental matters. Before joining Lubrizol, Terry performed environmental policy and government relations functions for AB Electrolux and the General Electric Company. Prior to that he spent the first 11 years of his career working in the Federal government with service in the Treasury Department, the Central Intelligence Agency, The Defense Intelligence Agency and the Executive Office of the President. He received his B.A. magna cum laude from Princeton University in 1976, his J.D. from the NYU School of Law in 1979 and graduated from the National War College in 1987. Terry served for over 10 years in the U.S. Army Reserve, Judge Advocate General Corps, honorably discharged with the rank of captain.

Email: [email protected]

The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems.

Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time!

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Agenda

► New Business Development Definitions

► Why NBD is Critical

► NBD Challenges

► Finding NBD Opportunities

► Summary, Q&A and Discussion


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New Business Development (NBD) Definitions

Evolutionary innovation improves an existing value chain incrementally

Revolutionary innovation step-change improvement to existing value chain

Disruptive innovationdisrupts existing value chain with new and different value proposition


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Forms of NBD

Design Parameters

Cust

omer

Val

ueEvolutionary Innovation: incremental change

(“mountain climbing”)


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Forms of NBD

Design Parameters

Cust

omer

Val

ueRevolutionary Innovation: step-change

(“chasm leaping”)


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Forms of NBD

Design Parameters

Cust

omer

Val

ueDisruptive Innovation: different game

(“rule breaking”)


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Forms of NBD

New Product Development

vs.

New Business Development► New products► New markets► New value propositions


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Porter’s Five Forces

Why NBD is Critical

http://hbr.org/product/the-five-competitive-forces-that-shape-strategy/an/R0801E-PDF-ENG?referral=00269




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http://www.forbes.com/sites/stevedenning/2012/11/20/what-killed-michael-porters-monitor-group-the-one-force-that-really-matters/?utm_medium=linkedin

Why NBD is Critical




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Why NBD is Critical

What has no future is strategy conceived as defeating rivals by finding a sustainable comparative advantage simply through studying the structure of the industry and juggling the numbers.Since Monitor had no other arrow in its strategy quiver, it was doomed from the outset. Its embarrassing debacle marked the beginning of the end of the era of business metaphysics and the exposure of the most over-valued idea on the planet: sustainable competitive advantage.




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Why NBD is Critical

Value Creation – Stability – Value Destruction

Mar

ket V

alue

–

Rev

enue

High GrowthHigh MarginsHigh CostLow Competition

Static GrowthModerate MarginsDeclining CostIncreasing Competition “Commodity”

Value Migration“One of a Kind”

Declining GrowthShrinking MarginsLow CostHigh Competition

Slywotzky, Adrian J. (1996), Value Migration: How to Think Several Moves Ahead of the Competition, Boston, Mass: Harvard Bus School Press, ISBN 0-87584-632-7.


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Why NBD is Critical

Running a business is like riding a bicycle…


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Why NBD is Critical

If you don’t keep peddling…



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Why NBD is Critical

You fall over.


If you don’t keep peddling…


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NBD Challenges

http://www.learnlogic.net/ideation-integrated-into-processes/

The importance of organization…




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NBD Challenges

CultureCultureCultureCulture

The importance of culture…


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NBD Challenges

The importance of market analysis…A cautionary tale


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NBD Challenges

The importance of TIME…A cautionary tale

Tolerances…


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So where do you start?

Go to where the food is…

Finding NBD Opportunities


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Strategic Business Planning– Assumes ability to forecast future events. – Focuses on planning for an anticipated future.– Driven by probable, not potential impact.

Scenario Planning– Identifies alternative possible futures X years out and then

looks back to the present (“backcasting”).– Possible futures based upon major transformational themes

likely to affect business beyond year X. – Driven by potential impact, not probability.

Finding NBD Opportunities


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Strategic Business Planning– Assumes ability to forecast future events. – Focuses on planning for an anticipated future.– Driven by probable, not potential impact.

Scenario Planning– Identifies alternative possible futures X years out and then

looks back to the present (“backcasting”).– Possible futures based upon major transformational themes

likely to affect business beyond year X. – Driven by potential impact, not probability.Scenario planning foresight to recognize, adapt and possibly

influence future events before they hit you…

Finding NBD Opportunities: Scenario Planning

http://images.google.com/imgres?imgurl=http://www.danablankenhorn.com/images/2007/09/03/deer_in_headlights4.jpg&imgrefurl=http://www.danablankenhorn.com/history/index.html&h=230&w=217&sz=9&hl=en&start=93&sig2=DIMpKjyq2AFzj2cS6aoHvg&um=1&tbnid=vzxdrzMufDqshM:&tbnh=108&tbnw=102&ei=wgCSSNzEOomsgQKvjuDvBQ&prev=/images?q=deer+in+the+headlights&start=80&ndsp=20&um=1&hl=en&safe=active&sa=N


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Current – Products/Technology – New

Curr

ent –

Mar

kets

/Cus

tom

ers

– N

ew

SAFE

SCARY



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1. Describe your entire value chain

Finding NBD Opportunities: a methodology

RAW MATERIALS

TRANSPORTATION

MANUFACTURING

RETAIL CHANNEL 2

CONSUMER Ω

RETAIL CHANNEL 1 RETAIL CHANNEL n

CONSUMER A

WHO VALUES WHAT?

TRANSPORTATION


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2. Describe your competitors’ value chain(s)

RAW MATERIALS

TRANSPORTATION

MANUFACTURING

RETAIL CHANNEL 2

CONSUMER Ω

RETAIL CHANNEL 1 RETAIL CHANNEL n

CONSUMER A

TRANSPORTATION

WHO VALUES WHAT?



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3. Compare and contrast

WHO VALUES WHAT?



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4. ID critical uncertainties for each link in all value chains out X years.

NEW ALTERNATIVES?

RAIL CAPACITY?

3D PRINTING?

SHALE OIL IMPACT?

INTERNET SALES?

DEMOGRAPHICS?



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5. Assess the critical uncertainties. Are they evolutionary? revolutionary? disruptive?

NEW ALTERNATIVES?

RAIL CAPACITY?

3D PRINTING?

SHALE OIL IMPACT?

INTERNET SALES?

DEMOGRAPHICS?



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6. Take the two most “important” critical uncertainties for each value chain: build scenarios.


► Depending on the value chains, you may have more than one set of scenarios.


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CURRENT


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7. Ask WHO VALUES WHAT in each scenario.► Directionally, this should point you toward future

potentially profitable value offerings. ► Depending on the critical uncertainties, how you choose

to act may influence which scenario actually emerges.



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8. Build your NBD strategy.

► STRATEGIC PLANNING: TOPIC FOR ANOTHER DAY ...



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Finding NBD Opportunities: A WARNING …


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Terry Thiele

Thank you! Now how about a little Q&A?

Email: [email protected]

The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve real-world business problems.

Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time!


http://aurorawdc.com/

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