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OUTSMARTING THE COMPETITION or…

OUTSMARTING THE COMPETITION or… There’s Not Much New In Management, But There Is A Lot New In Business. Jim Champy. Where Smart Companies Find Opportunity. Compete by seeing what others don’t. Compete by thinking outside the bubble. Compete by using all you know.

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OUTSMARTING THE COMPETITION or…

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  1. OUTSMARTING THE COMPETITION or… There’s Not Much New In Management, But There Is A Lot New In Business Jim Champy

  2. Where Smart Companies Find Opportunity • Compete by seeing what others don’t. • Compete by thinking outside the bubble. • Compete by using all you know. • Compete by changing your frame of reference. • Compete by doing everything yourself. • Compete by tapping the success of others. • Compete by creating order out of chaos. • Compete by simplifying complexity.

  3. What it does: Provides access to a global community of over 120,000 performers. What it saw:A global love for music, but an inability to globally access performers; a “cottage” industry that could be transformed. How it operates: • Performers register with their portfolios • Customers subscribe to the service • Services are booked over the Internet

  4. What it does:Provides non-critical, clinical care from a storefront facility. What it saw: Most healthcare providers have focused on diagnosis and treatment. Minute Clinic’s founders saw the opportunity to change how healthcare is delivered. How it operates: • A retailer mentality • Staffed by nurse practitioners • Enabled by information technology • Open 7 days a week • Patients are seen in ten to fifteen minutes • Complements the healthcare system

  5. What it does: Manufactures pistols and revolvers. What it saw: The value of its brand and the need to return to operating basics. How it operates: • Utilizes continuous improvement techniques • Adopts state-of-the art manufacturing processes • Maintains a strong focus on product quality • Builds brand loyalty • Leverages its brand awareness to expand product segments

  6. What it does: Publishes, packages, and distributes photographs in various forms. Growing at 50% a year. What it saw:Shutterfly’s competitors see themselves as photo finishers. Shutterfly thinks of itself as a social expression and personal publishing service. How it operates: • Provides dozens of ways for customers to use and share their photos • Easy-to-use Internet site • Superior customer service • Vertically integrated capability

  7. What it does: Designs and manufactures handling equipment for high- risk environments (e.g., nuclear waste). What it saw:An underserved market that attracted little interest. How it operates: • A fully integrated manufacturing capability • A willingness to solve tough delivery problems • A commitment to the safety of its customers (e.g., cleaning oil tanks) • Zero employee attrition!!

  8. What it does: Designs and manufactures decorations to fill the holes in Crocs. What it saw: A fashion phenomena in which people could actively participate, customize, and enjoy. How it operates: • Constant flow of new releases • 1,100 products now available • Expanded to other “charms”

  9. What is does: Provides access to 8 million parts and accessories for more than 560 brands covering consumer electronics, major appliances, wireless devices, and outdoor power equipment. What it saw: The complexity of the electronics industry and the futility of finding a replacement part. How it operates: • Rationalized the cataloging process in a chaotic market • Provides services through major retail channels – and directly to consumers • An internet-based service, complemented by a competent, high-touch service center

  10. What it does: Provides customized, pre-packaged supplements and medications for horses. What it saw:Most barn operations fail to manage the complexity of providing a horse with multiple supplements and medications on a daily basis. The potency of supplements and medications were also being reduced. How it operates: • Delivers a 30-day supply of supplements and medications customized for each horse • Substances are contained in a single plastic container for each day, clearly marked with the horse’s name • Works with suppliers to achieve efficiencies and bulk discounts • Provides a high-level of customer service

  11. How Smart Companies Behave • Ambition matters • Intuition reigns • Focus prevails • Customers rule • Calm enables • Innovation lives • Culture drives • Everyone plays

  12. The Flavor orLeadership in Smart Companies • Leaders are inspired and engage others in their inspiration. The engagement goes deep into the organization. (Under Armour and Smith & Wesson) • Leaders are open, transparent, and vulnerable – prepared to be proven wrong and ready to change course. (Sonicbids) • Leaders sense no risk – there is a “just-do-it” sensibility.

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