The delta project discovering new sources of profitability in a networked economy
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
Palgrave
2001
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| Ausgabe: | 1. publ. |
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| 245 | 1 | 0 | |a The delta project |b discovering new sources of profitability in a networked economy |c Arnoldo C. Hax and Dean L. Wilde |
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Datensatz im Suchindex
| _version_ | 1819768677782781952 |
|---|---|
| adam_text | List of Figures x
List of Tables xii
Preface xiii
Acknowledgments xvi
List of Abbreviations xvii
Prologue 1
Chapter 1 The Delta Model: The End of Conventional Wisdom 7
Bonding: The Driving Force in Strategy 7
How We Organized the Book 24
Chapter 2 The Triangle: Strategy Based upon Bonding 27
Expanding the Strategic Options 29
The Triangle: Three Distinctive Strategic Options 30
The Bonding Continuum: The Various Degrees of Product,
Customer, and System Bonding 32
Bonding and the Triangle 40
Reinterpreting Porter s Five Forces Model through the
Delta Model 42
Reflections 48
Chapter 3 The Best Product: Winning through Costs
and Features 50
Achieving Best Product Positioning through Low Cost 51
Achieving Best Product Positioning through Differentiation 57
Reflections 62
Chapter 4 Total Customer Solutions: Winning through
Relationships 63
Achieving Total Customer Solutions by Redefining
Customer Experience 64
vii
viii Contents
How to Redefine the Customer Experience 67
Other Illustrations of Redefining Customer Experience 67
Achieving Total Customer Solutions through Horizontal Breadth 69
Achieving Total Customer Solutions through
Customer Integration 76
Reflections 80
Chapter 5 System Lock In: Winning through Complementers 81
Achieving System Lock In through Proprietary Standards 83
Achieving System Lock In through Dominant Exchange 93
Achieving System Lock In through Restricted Access 98
Using Direct Channels to Achieve System Lock In and Total
Customer Solutions The Case of Unilever in India and Mexico 102
Reflections 104
Chapter 6 Creating a Strategic Agenda: The Case of Motorola
Semiconductor 105
The Delta Model in Practice: The Semiconductor Product
Sector of Motorola 105
Chapter 7 Execution is not the Problem: Aligning Execution
with Strategy Is! 120
The Adaptive Processes: Linking Strategy with Execution 121
The Alignment of Adaptive Processes with the Chosen
Strategic Position 123
The Role of Operational Effectiveness as an Adaptive Process 124
The Role of Customer Targeting as an Adaptive Process 128
The Role of Innovation as an Adaptive Process 134
Arriving at a Strategic Position: Critical Success Factors 139
Prioritizing the Adaptive Processes 140
Reflections 141
Chapter 8 Delta.com: Reinterpreting the Internet Industry 143
Content 145
E commerce 148
One Vertical Market: Multiple Strategies 151
Network Infrastructure 154
Incumbent Strategies 164
Reflections 174
Chapter 9 Measuring Success: Aligning Strategy, Processes and
Metrics 175
Some Reflections on Metrics 175
Metrics and the Delta Model 178
The vPOST Business and Cause Effect Diagram 187
Reflections 1 go
Contents ix
Chapter 10 Managing by Averages Leads to Below Average
Performance:The Need for Granular Metrics 192
The Delta Model and Granular Metrics 196
Cost De averaging: Using Granular Metrics to Drive Performance 203
Customer Targeting: The Example of Capital One 218
Reflections 222
Chapter 11 The Restructuring of the Electric Utility Industry:
Applying the Delta Model to an Industry
in Transition 225
Deregulation in the Electric Utility Industry 225
Difficulties in the Deregulation Process 226
Parallels with the Computer Industry 226
The Effect of Deregulation in Electric Utilities 230
The Generation Companies 231
The Transmission Companies 232
The Distribution Companies 232
The Service Companies 233
Power Brokering 233
The Strategic Positioning of the Horizontal Segments 234
The Role of the Adaptive Processes in the Horizontal Segments 239
Performance Metrics in the Horizontal Segments 242
Creating a Strategic Agenda 245
Granular Metrics 247
Reflections 250
Chapter 12 Toward a Unified Framework of Strategy 251
Porter s Competitive Positioning Framework 251
The Resource Based View of the Firm 254
The Delta Model: An Integrated Framework for Strategy 258
Reflections 266
Index 269
List of Figures
1.1 Business model: three distinct strategic options 10
1.2 The Adaptive Processes: linking strategy with execution 18
2.1 Business model: three distinct strategic options 31
2.2 Bonding continuum 33
2.3 The requirements for a Proprietary Standard or Dominant Exchange 39
2.4 Bonding and the Triangle 41
2.5 Porter s five forces model 43
2.6 Reinterpreting Porter s five forces through the Delta Model 44
2.7 The full integrated value chain 46
3.1 The Triangle: options for strategic planning 51
3.2 Stock performance comparisons among Nucor, minimill and
integrated steel companies 54
3.3 The expansion of Codelco s strategy 61
4.1 The Triangle: options for strategic planning 64
4.2 Market positioning matrix product share vs. customer share 69
4.3 WorldCom market value enlargement 71
4.4 MCI WorldCom breadth of product and service 72
5.1 The Triangle: options for strategic planning 82
5.2 Standards, market share and profitability 84
5.3 PC market evolution 87
5.4 Real Networks business model 91
5.5 The source of profits for the Yellow Pages 94
5.6 The credit card industry 97
5.7 The soft drink industry structure 99
5.8 The role of distribution channels in the three strategic options 103
6.1 Motorola SPS Triangle 110
6.2 The components of the Strategic Agenda 113
6.3 An illustration of the definition of strategic thrust 117
6.4 Defining the Strategic Agenda 119
7.1 The Delta Model: linking strategy with execution 124
7.2 Best Product companies take a horizontal market cut,Total
Customer Solutions businesses take a vertical market cut 130
7.3 The traditional customer interface in the Best Product strategy 132
7.4 The typical customer interface in the Total Customer Solutions strategy 132
7.5 The role of Adaptive Processes in supporting the strategic positioning of
the business 139
7.6 The priorities of Adaptive Processes in each strategic position 140
iii List of Figures
8.1 Content positioning in the Triangle 145
8.2 E commerce positioning in the Triangle 149
8.3 Strategic positions for one vertical market 151
8.4 Broadband positioning in the Triangle 155
8.5 Wireless positioning in the Triangle 161
8.6 Oracle climbed to new heights with each new technology 169
8.7 Comparing old and new paradigms for customer relationship management 171
8.8 Customer care economics with a Total Customer Solutions orientation 174
9.1 The Delta Model the complete framework 179
9.2 The desired strategic positioning of the six businesses of Singapore Post 182
9.3 A cause effect diagram for the drivers of acceptability of the vPOST business 188
9.4 The feedback mechanism of the vPOST business 189
10.1 The behavior of cost the case of Business Data Services 194
10.2 Profit margin contribution 195
10.3 The Delta Model and Granular Metrics 196
10.4 Broadband network cost and granular drivers 199
10.5 Nonlinear distribution of costs 200
10.6 Experimentation as the basis for effective change 202
10.7 The drivers of the cost of order fulfillment 203
10.8 The behavior of cost by work center 205
10.9 The behavior of cost by activity path 206
10.10 The behavior of cost by type of defects 207
10.11 The behavior of cost by individual workers 209
10.12 The behavior of cost by type of equipment 210
10.13 Operational Effectiveness: Adaptive Feedback using Granular Metrics 212
10.14 The drivers of customer profitability in the credit card business 214
10.15 Variability of profits by usage levels 215
10.16 Further examination of profit drivers 216
10.17 The effects of Customer Targeting 217
10.18 Capital One achieving a Total Customer Solutions through
Customer Targeting 221
11.1 The disaggregation of the computer industry 228
11.2 The disaggregation and integration of the computer industry 229
11.3 The transformation of the electric utility industry 231
11.4 Residential segmentation 248
12.1 The basic framework for explaining the profitability of a business 252
12.2 Elements of industry structure: Porter s five forces 253
12.3 Porter s value chain 254
12.4 The Resource Based View elements of competitive advantage 255
12.5 The Delta Model an integrative strategic framework 259
List of Tables 1.1 Contributions of the Delta Model 9
1.2 Value creation by each strategic option: empirical evidence 14
1.3 The various dimensions of the Triangle 15
1.4 Role of the Adaptive Processes in supporting the strategic options of
the Triangle 19
1.5 Performance metrics for the business drivers of the Delta Model 21
6.1 Motorola SPS Strategic Agenda 115
7.1 The changing role of Operational Effectiveness in supporting the chosen
strategic position 125
7.2 The changing role of Customer Targeting in supporting the chosen
strategic position 128
7.3 The changing role of Innovation in supporting the chosen strategic position 135
8.1 The tiering of North American IP backbones 158
8.2 Realigning customer relationship management activities: from cost centric
to solutions based 173
9.1 Strategic Agenda for the vPOST business 183
9.2 Role of each Adaptive Process in supporting the vPOST Strategic Agenda 185
9.3 Aggregate Metrics for Singapore Post 186
10.1 Drivers of variability for selected performance indicators 197
10.2 Case team productivity reports 213
10.3 Customers targeting behaviors 220
10.4 Success metrics 222
11.1 The role of the Adaptive Processes in supporting the strategic positioning
of the electric utility horizontal segments 240
11.2 Performance measures associated with the Adaptive Processes of the
horizontal segments 243
11.3 The Strategic Agenda for service companies 246
12.1 The Delta Model and the three strategic options 267
|
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| author | Hax, Arnoldo C. Wilde, Dean L. |
| author_facet | Hax, Arnoldo C. Wilde, Dean L. |
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| dewey-ones | 658 - General management |
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| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1. publ. |
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| id | DE-604.BV014105895 |
| illustrated | Illustrated |
| indexdate | 2024-12-23T15:47:35Z |
| institution | BVB |
| isbn | 0333962451 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009663488 |
| oclc_num | 248553935 |
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| owner_facet | DE-473 DE-BY-UBG DE-898 DE-BY-UBR DE-1049 |
| physical | XXI, 278 S. graph. Darst. |
| publishDate | 2001 |
| publishDateSearch | 2001 |
| publishDateSort | 2001 |
| publisher | Palgrave |
| record_format | marc |
| spellingShingle | Hax, Arnoldo C. Wilde, Dean L. The delta project discovering new sources of profitability in a networked economy Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4309237-8 (DE-588)4078609-2 (DE-588)4037278-9 |
| title | The delta project discovering new sources of profitability in a networked economy |
| title_auth | The delta project discovering new sources of profitability in a networked economy |
| title_exact_search | The delta project discovering new sources of profitability in a networked economy |
| title_full | The delta project discovering new sources of profitability in a networked economy Arnoldo C. Hax and Dean L. Wilde |
| title_fullStr | The delta project discovering new sources of profitability in a networked economy Arnoldo C. Hax and Dean L. Wilde |
| title_full_unstemmed | The delta project discovering new sources of profitability in a networked economy Arnoldo C. Hax and Dean L. Wilde |
| title_short | The delta project |
| title_sort | the delta project discovering new sources of profitability in a networked economy |
| title_sub | discovering new sources of profitability in a networked economy |
| topic | Strategische Planung (DE-588)4309237-8 gnd Unternehmensplanung (DE-588)4078609-2 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Strategische Planung Unternehmensplanung Management |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009663488&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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