A new way to approach strategy design
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The document discusses the inadequacies of traditional strategy design approaches, highlighting issues like slow processes and lack of customer focus. It proposes a customer-centric strategy utilizing 'jobs-to-be-done' methodology, which emphasizes understanding customer personas and decision criteria. Additionally, it outlines essential value propositions and offers guidelines for implementing these strategies successfully.
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This material provides a comprehensive guide to Management Accounting in SAP S/4HANA, tailored for SAP ERP CO professionals. It covers the architecture of SAP S/4HANA Management Accounting, configuration and usage of new functionalities, and the application of standard SAP Fiori tools. Additionally, it delves into the changes in data models, posting logic, and master data in Management Accounting, along with an overview of event-based revenue recognition. The content also includes insights into the migration process to SAP S/4HANA and the new architecture of accounting, offering a detailed understanding of the financial processes and reporting options in SAP S/4HANA.Ad
A new way to approach strategy design
- 1. innovate.dSh aping t h e fu ture A NEWWAY TO APPROACH STRATEGY DESIGN DR CLAUDE DIDERICH claude.diderich@innovate-d.com @innovate_d https://www.linkedin.com/in/diderich
- 2. innovate.dSh aping t h e fu ture WHY TRADITIONAL APPROACHES FAIL 1. TOO SLOW ANALYSIS PARALYSIS 2. COMPLEX FRAMEWORKS 3. FAILED BUY-IN DUETO OUTSOURCING STRATEGY WORK TO CONSULTANTS 4. LACK OF CUSTOMER FOCUS INWARD AND MARKET FOCUS DOMINATES
- 3. innovate.dSh aping t h e fu ture WHAT IT TAKES TO SUCCEED FEASIBLE COMPETITIVE VIABLE DESIRABLE
- 4. innovate.dSh aping t h e fu ture HOW TO DO IT 1. WHO PERSONAS 2. WHAT JOB(S) a. Functional jobs b. Emotional jobs 3. WHY DECISION CRITERIA a. Functional b. Emotional Traditional jobs-to-be-done Competitive positioning extension
- 5. innovate.dSh aping t h e fu ture WHY JOBSTO BE DONE IN STRATEGY DESIRABLE VIABLE COMPETITIVE CUSTOMER-CENTRIC PERSPECTIVE VALIDATED BELIEFS ALL DECISIONS ARE RELATIVE
- 6. innovate.dSh aping t h e fu ture STRUCTURING CUSTOMER INSIGHTS Persona name representing the targeted customers Jobs-to-be-done description Questions that allow to determine if a potential customer belongs to the targeted customers Key characteristics of the targeted customer Characteristics Screening questionsPersona name Value based Cost based Emotional criteria sought-after by the persona Functional elements sought-after by the persona Features looked for Ease of use / sophistication Recurrent use Configurability / flexibility Customization Quality Availability Uniqueness Support service Cheapest Value for money Competitive price Premium price Perceived free goodies Price transparency Access / Finding costs Due diligence costs Reputation value Brand value Personalization Choice availability Trust in firm / brand Reputation of supplier Status of owning offering Popularity of offering Perceived uniqueness Price considered fair Jobs-to-be-done Target persona(s) This work is licensed under a Creative Commons Attribution-Non Commercial-Share Alike 4.0 International License by innovate.d llc Must have ｯ Selection criteria Nice to have ｯ Decision criteria Must NOT have ｯ Exclusion criteria
- 7. innovate.dSh aping t h e fu ture VALUE PROPOSITIONSTHAT MATTER Offering(s) descriptionOffering(s) Firm / Competitor Company Capabilities Technologies Know-how and experience Access to natural resources Patents and intellectual property Novelty Easily replicable traits Traits with a competitive disadvantage Functionalities required to get the job done but not explicitly valued by customers Quality of offering After-sales support Skills of labor Quality and quantity of natural resources Quantity of features Pricing model Bundling Distribution network Easily replicable traits Traits with a competitive disadvantage Functionalities required to get the job done without explicit customer price sensitivity Price level Search costs to find offerings Due diligence costs Perceived innovativeness Access to customers Distributors Perceived offering status, e.g., premium Opinion leaders/influences Easily replicable traits Traits with a competitive disadvantage Must have functional requirements without any emotional importance/relevance Brand value User reviews Trust factors Offerings shelf size Unique characteristics Indifferent characteristics ｯ Inferior Superior characteristics Cost based Emotional elements of the value propositionValue based Functional elements of the value proposition This work is licensed under a Creative Commons Attribution-Non Commercial-Share Alike 4.0 International License by innovate.d llc
- 8. innovate.dSh aping t h e fu ture PUTTING IT ALL TOGETHER CUSTOMERS NEEDS THE FIRM VALUE PROPOSITION COMPETITORS VALUE PROPOSITION This work is licensed under a Creative Commons Attribution-Non Commercial-Share Alike 4.0 International License by innovate.d llc
- 9. innovate.dSh aping t h e fu ture CASE STUDY ME Customer insights a. Jonathan b. Justin c. Jennie YOUR Design value proposition a. Functional, value b. Functional, cost c. Emotional a. Business traveler b. Graduate student c. Mother i. Unique ii. Superior iii. Indifferent
- 10. innovate.dSh aping t h e fu ture LEARNINGS 1. PUTYOURSELF INTHE SHOES OFTHE CUSTOMER 2. DONT ASSUME THATYOU KNOW BETTER 3. THINK IN TERMS OF WILLINGNESSTO PAY 4. ITS ALL A RELATIVE GAME, NO MATTER WHAT THEY TELLYOU
- 11. innovate.dSh aping t h e fu ture INTERESTED IN FURTHER INSIGHTS?! inov.at/dts KMU Magazin Connect via LinkedIn
- 12. innovate.dSh aping t h e fu ture THE LEGAL FINEPRINT This presentation was produced by innovate.d with the greatest care and to the best of its knowledge and belief. However, innovate.d provides no guarantee with regards to its content and completeness and does not accept any liability for losses which might arise from making use of this information The options expressed in this document are those of the author at the time of writing and are subject to change at any time without notice.This document has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this document. This document is provided for information purposes only and is for the exclusive use of the recipient.This document may not be reproduced either in part or in full without the written permission of innovate.d innovate.d would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances 息 2020 innovate.d llc.All rights reserved