… have you ever left?

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 Managing Growth
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 Superior Market Value
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 Stakeholder Motivation upuy ois D ranc iya.
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 Starwood AEME and INSEAD come quite a long way. Most of you have been a integral part of the journey; some might not have been – but here is a chance to catch up.
 The purpose of this “tour guide” is to give you a sense, a reminder, of where we have been together, the places we have touched, discussed and elaborated.
 But it will as well be a starting point for the next milestone
… the quest for even more efficient dealings with our daily lives.
 Enjoy!

• Cycle I: Managing Growth
• Strategy, Finance, Change,
Service
• Cycle II: Superior Market Value
• CRM, BOS, Branding + RM
• Cycle III: Stakeholder Motivation
• Stakeholder Analysis, FP,
Negotiations + “Catch Up”
• Cycle IV: Managing Complexity
• Managing Complexity
• Collaboration
• Scenario Planning
• Putting it all into practice
Plus 1 Day of Coaching
Operational
Profit
Cycle IV
Cycle II
Superior
Market
Value
Cycle I
Growth
Strategy
Cycle
III
Stakeholder
Motivation

Building
Competitive
Advantage
Profitability ,
Growth and
Value
Service is
Front Stage
Managing
Profitable
Customer
Relationship s
Managing the Change
Process

The front stage represents the interaction the customer or service consumer has with the service. The front stage service interface can be an employee, in a high-contact service, or a user interface, as in a self-service encounter with a computer or machine application.
These different front stage interactions are called "touch points" or
"moments of truth" in service delivery, and each influences the consumer’s perspective of the service provider
The back stage is the foundation for the front stage:
The back stage operates on raw materials or information to create the finished products or processed information needed by the front stage "Industrialization" of the back stage to achieve efficiencies and economies of scale inevitably simplifies the front stage services. But it may be a design choice for some service systems to defer back stage services to the front stage.
There may seem to be inherent tensions between goals for the back stage and goals for the front stage. Some front stage goals impose constraints on what can be done in the back stage.
Resolving the Tension: Connecting the Back Stage and Front Stage:
 Model the entire "service system," not just the front stage or the back stage
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Decide on a level of service intensity and which services to expose as "touch points" in the front stage
Expose the information / document / process models used in the back stage in the front stage when appropriate
Treat the front stage "touch points" as "information exchanges"

Uncertainty,
Data &
Judgment
Revenue
Management
Blue Ocean
Strategy
& Value Innovation
Branding an
Experience
The customer satisfaction profit chain

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Blue Ocean Strategy represents a mindset, a set of tools and techniques and a process to develop a strategy which makes competition irrelevant and creates high profit growth.
The metaphor of red and blue oceans describes the market universe: Red Oceans are all the industries in existence today—the known market space. In the red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known. Blue oceans, in contrast, denote all the industries not in existence today— the unknown market space, untainted by competition. In blue oceans, demand is created rather than fought over.
Blue ocean is an analogy to describe the wider, deeper potential of market space that is not yet explored.
A blue ocean is created when a company achieves value innovation (VI) that creates value simultaneously for both the buyer and the company. The innovation (in product, service, or delivery) must raise and create value for the market, while simultaneously reducing or eliminating features or services that are less valued by the current or future market.
A blue ocean is created in the region where a company's actions favorably affect both its cost structure and it value proposition to buyers. Cost savings are made from eliminating and reducing the factors an industry competes on. Buyer value is lifted by raising and creating elements the industry has never offered.
The anchor to all of the above? Is the noncustomer.

Negotiation
Dynamics
Customer
Relationshi p Management
Stakeholder
Analysis
Fair
Process
Knowing
Doing Gap

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The goal is to diagnose organizational barriers to successful change and business growth.
It is all the more difficult to change an organization when the actors in the organization - leaders as well as employees - have a poor understanding of how the same functions. For the leaders, as is often observed, this puts a damper on their ability to make decisions over which they feel that they have no control.
Behavior of the concerning individuals appears as the problem when most often it is only a symptom and attempts to modify the same usually focus on the actor alone.
The diagnostic process illuminates the organizational context (place sociogram) and practice (behavior matrix) that is preventing successful adoption and implementation of business objectives.