Strategic Innovation

Strategic Creativity:

Leading Difference in Value Chains

& Systems

Pre-MBA Software

2013

M. B. Meters. Kassarjian

Professor of Management

Professor of Strategy & Organization, Senior

J. M. M. Kassarjian

Copyright В© IMD Intercontinental, Lausanne, Switzerland

Not to be applied or produced without authorization

LAUSANNE - SWITZERLAND

Periods of Learning and Action

Dualistic

Considering

Right/Wrong

Answers,

Finite

Inquiries

Relativistic

Thinking

" It all

Depends”,

Multi-facet

Analysis,

Multiple

Questions

Dedication

Convince &

Influence

" This is where

My spouse and i stand, and

These are MY OWN

Reasons”

" This is where

WE ALL stand, &

This is how

We will

MAKE THAT

HAPPEN! ”

Communicate, Encourage, Influence a Team to sign up You

To use it – that's the toughest component, but that is

Babson's Gumptiouspioneering, up-and-coming Thought & Action!

J. B. M. Kassarjian

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Not to be used or perhaps reproduced with out permission

LAUSANNE - SWISS

Industry Framework & Competitive Dynamics:

Porter's Five Forces*

New Traders

Determinants

Of Rivalry

Threat of

Suppliers

Bargaining

Current

Competitors

Power of

Bargaining

Purchasers

Power of

Danger of

Alternatives

* Resource: Michael E. Porter, Competitive Strategy

M. B. Meters. Kassarjian

Copyright В© IMD International, Lausanne, Switzerland

Never to be used or perhaps reproduced devoid of permission

LAUSANNE - SWISS

Buzz Group Assignment

EasyJet

 How

does Stelios Make money, while charging

low prices, in an sector that is eliminating

many classic players?

J. B. M. Kassarjian

Copyright В© IMD International, Lausanne, Switzerland

Not to be used or reproduced devoid of permission

LAUSANNE - SWISS

What are the most critical factors in every part

of EasyJet's Value Chain? (Six groups. )

1 .

2 .

3.

some.

5.

6.

Purchasing?

Procedures?

Marketing?

Division?

The effect of Leadership?

The impact of Company Culture?

Seeking ahead, precisely what are the most important dangers

For the EasyJet business design? (Two groupings. )

L. B. Meters. Kassarjian

Copyright В© IMD International, Lausanne, Switzerland

To not be used or reproduced with out permission

LAUSANNE - SWITZERLAND

Strategic creativity at easyJet*

Traditional

easyJet

" WHO? ”

Everybody,

especially organization class

Individuals that pay using their own pockets

and some who also don't soar

Value Idea

Flexible

" WHAT? ”

Full assistance

Worldwide network

High prices

Perks by class

One-way fares

Refunds, if airplane is late

No seat choice

No meals, one class only

Low prices, yet safety of recent planes

– Purchasing

Built-in

Outsourced

– Operations

Multiple planes to get mix of brief

and long-haul travel

Around the world network

Short-haul routes

One type of aircraft

Select spots

– Advertising

Segmented customers

Varied meal services

Recurrent flyer program

Treat almost all customers precisely the same

" Focused”

– Distribution

Travel agents

Direct sales/Internet

Appreciated Customer

Benefit Chain

" HOW? ”

* Designed from In. Kumar

M. B. M. Kassarjian

Copyright laws В© IMD International, Lausanne, Switzerland

Never to be used or reproduced with no permission

LAUSANNE - SWITZERLAND

Value curves: easyJet versus flag companies

The distance between your choices as well as the industry profile demonstrates The focus of your Worth Proposition

Dishes

Ability to obtain distribution

route of choice

Fresh airplanes

Business class

Seats space

Around the world network

Frequent flyer mls

Refunds if late

Being on time

to change plane tickets

Seat collection (advance)

Repayments for overlooked flights

One way fares

BANNER CARRIERS

Low

* Designed from In. Kumar

EASYJET

High

BENEFIT TO CUSTOMER

J. B. M. Kassarjian

Copyright В© IMD Intercontinental, Lausanne, Switzerland

Not to be applied or reproduced without permission

LAUSANNE - SWITZERLAND

easyJet Value Sequence

Purchasing

Procedures

Marketing...

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