ARNOLDO HAX MODELO DELTA PDF

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ARNOLDO HAX MODELO DELTA PDF -: El Modelo Delta () by Arnoldo Hax and a great selection of similar New, Used and Collectible Books available now at. Strategy. Arnoldo C. Hax. Massachusetts Institute of Technology. Dean L. Wilde II . Dean & Company. Abstract. The Delta Model is a new strategy framework that. It then proceeds to introduce the Delta Model - a new framework developed by the authors that, we Arnoldo C. Hax Request Full-text Paper PDF .. enquanto um corpo teórico: Uma avaliação crítica do Modelo Delta de Hax e Wilde.


Arnoldo Hax Modelo Delta Pdf

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View Modelo Delta - lapacalases.tk from AA 1MODELO D E LTA ARNOLDO C. HAX DEAN L. WILDE Sloan School of Management MIT FUNDAMENTOS DE. Delta model is a customer-based approach to strategic management. Compared to a The customer-centric model was developed by Dean Wilde and Arnoldo Hax. The model was first . Create a book · Download as PDF · Printable version . The Delta Model: Adaptive Management for a Changing World. Arnoldo C Hax; Dean L Wilde II. Sloan Management Review; Winter ; 40, 2; ABI/INFORM.

Operational Effectiveness OE This process is responsible for the delivery of products and services to the customer. In a traditional sense, this includes all the elememts of the internal supply chain.

Its primary focus is on producing the most effective cost and asset infrastructure to support the desired strategic position of the business. In a more comprehensive sense, operational effectiveness should expand its external scope to include suppliers, customer, and key complementors, thus establishing an extended supply chain.

This process is the heart of a companys productive engine as well as its source of capacity and efficiency. Customer Targeting CT This process addresses the businessto-customer interface. It encompasses the activities intended to attract, satisfy, and retain customers, and ensures that customer relationships are managed effectively. Its primary objectives are to identify and select attractive customers and to enhance their financial performance, either by helping to reduce their costs or increase their revenues.

The ultimate goal of this process is to establish the best revenue infrastructure for the business. Innovation I This process ensures a continuous stream of new products and services to maintain the future viability of the business.

It mobilizes all the creative resources of the firm including its technical, production, and marketing capabilities to develop an innovative infrastructure for the business. It should not limit itself to the pursuit of internal product development, but should extend the sources of Innovation to include suppliers, customers, and key complementors.

Modelo Delta Hax (E)

The heart of this process is the renewal of the business in order to sustain its competitive advantage and its superior financial performance. Collectively we call them Adaptive Processes, to emphasize the changing nature of the tasks. Figure 4 opposite provides a representation of the interactions that exist between the Triangle which is critical to define the changing role of each Adaptive Process and among the processes themselves, since each one strongly influences the another.

Strategy is not effective if kept at an abstract level. The Adaptive Processes spell out in detail their unique supportive role for each of the three strategic positions in the Triangle. Table 1 page 14 summarizes these roles.

What we find particularly alarming is that most managers implicitly define each process according to a Best Product strategy. Namely, Operational Effectiveness seeks to establish an internally efficient cost infrastructure; Customer Targeting seeks maximum coverage through distribution channels; and Innovation seeks the speedy development of the firms products aided by appropriate platforms and first-to-market expectations. In the TCS strategy, the key objective of Operational Effectiveness is the maximization of the customer value, and this can only be achieved through consideration of the combined value chain of the firm and its customers.

Customer Targeting is aimed at developing individual customer bonds, by structurally enhancing the interface with the customer and by creating assets in the customers knowledge of your product or services. Innovation aims for thedevelopment of a composition of customized products jointly with the customer.

In the SLI strategic position the role of each process again changes. Now Operational Effectiveness is concerned with enhancing the overall system performance, often by consolidating strong partnerships with complementors. Customer Targeting attempts to consolidate a harmonized system architecture through a network of complementors and complementor interfaces.

Modelo Delta - Hax.pdf - MODELO D E LTA ARNOLDO C HAX DEAN...

The ultimate goal of Innovation is to develop and appropriate an industry standard, facilitating a broad range of applications. Once more, a primary objective is to raise the awareness of the product-centric mentality and to expand the alternatives open to managers.

Rivalry and competition may not be the winning strategies. Start with a careful segmentation of your customer base and develop as much knowledge as possible of the customer economics. Remember that the primary objective is to seek customer bonding. Select the most appropriate strategic positioning among the three key options Best Product, Total Customer Solutions, and System Lock-In that will result in a customer value proposition with the highest possible bonding.

Define the strategic agenda that determines the action program to implement your desired strategic option.

Assure the proper alignment with the three adaptive processes Operational Effectiveness, Customer Targeting, and Innovation. Design the proper metrics and rewards to facilitate the strategy development. The elements of the process are described in Figure 5 page The Triangle: Capturing the Business Vision The first and most critical task for any business is to capture the essence of its strategic position, in other words, the development of a business vision. The Triangle is an effective tool for describing a meaningful strategic position.

Its power resides mainly in its simplicity while capturing the full range of strategic possibilities. It is a crucial first step because it defines the central purpose of the business that will guide the whole process of strategy formulation and implementation.

The three distinct strategic alternatives offered by the Triangle Best Product, Total Customer Solutions, and System Lock-In present managers with a contrasting set of options through which to reflect on their business strategy. The selection of a strategic position is based on the accumulated experience of management without the benefit of the detailed analysis that follows. Some object to this, arguing that one should collect the data first and then select a strategic option.

But, if so, what data should they collect? This is a chicken and egg problem and managers need a starting point. As the process evolves and new information is generated, it is important for managers to reexamine their assumptions and modify or recalibrate their starting point.

The Delta Model process makes explicit a practice that many companies carry out implicitly. The Mission: Defining the Business Scope and Competencies The mission of the business should make concrete the strategic option that managers have identified using the Triangle. The mission includes two key decisions: defining the business scope, which determines where to compete; and developing the core competencies of the business, which determines the resources and capabilities needed to succeed.

Consequently, there are two sets of information in a well-defined and well articulated mission of the business. First, the business scope must include a view of the competitive domain of the business, both for today and the future, as described by its overall portfolio of products, market coverage, customer focus, complementor focus, and geographic presence.

The business scope is informative not only for what it includes, but for what it leaves out. Second, the core competencies should include the tangible and intangible resources necessary for reaching the desired competitive position. The selection of the strategic option using the Triangle has a profound impact on the mission.

Adopting the Best Product option, for example, makes the product the most critical dimension of business scope; the core competencies are those required to achieve cost leadership or a highly differentiated product offering. The Total Customer Solutions option makes the customer the most critical dimension and requires competencies that focus on customer bonding. The System Lock-In position introduces complementors as a new dimension of business scope and requires the competencies needed to develop the proper architecture and complementor lock-in.

The mission should highlight the changes that the business is seeking to realize. If there are no changes in the mission, there is little chance that the business will succeed in a dynamic world.

Strategy is fundamentally about dealing with change. These changes ripple through the subsequent process steps and the Strategic Agenda that allows the business to move forward.

The Industry Structure: Understanding and Negotiating External Forces Sound analysis of industry structure captures the principal external forces, their future trends, and their impact on a business. Porters five forces model helps managers to understand the strategic implications of industry structure. The Delta Model gives rise to a number of critical modifications to the five force framework. First, the question of rivalry and the focus on the winner take all mentality.

With two of the Delta Models three strategic options Total Customer Solutions and System Lock-In , rivalry is replaced by bonding as the critical lens through which to observe industry structure, bonding of customers in one instance and of complementors in the other.

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Second, is the question of what industry structure managers should analyze. In the conventional Porter model, they are meant to look at the industry in which their business resides.

Obviously, that industry always remains relevant to the business; however, managers using the Delta Model do not stop with their own industry. They extend the analysis to include the industries of their key customers and complementors and seek insights to achieve the desired bonding. As a result, the nature of the industry analysis is greatly affected by the selection of the strategic option. Competitive Positioning: Building the Activities to Drive Profitability Having analyzed the external forces that are part of the industry structure, and reached a clear understanding of the opportunities and threats presented by the business environment, we need to establish a strong competitive position that responds to this environment.

Again, Porters value chain is a useful starting point. The value chain allows us to identify the activities that are most important to achieve competitive advantage, and to develop action programs to enhance the desired capabilities.

Reinventing Your Business Strategy

However, the Delta Model necessitates a significant expansion to the conventional analysis. Rather than concentrating exclusively on the internal value chain of our own business, we need to include the value chain of all of the external relevant parties.

In the Total Customer Solutions option we look for the proper integration of our value chain with the key suppliers and customers, searching for complementary assets that substantiate and enrich the relationships. In the System Lock-In option, we look beyond our immediate industry to the system as a whole with all of its relevant complementors.

Microsoft needs to look beyond the operating system industry to the industries of the application providers. Coca-Cola needs to look at the industry of the fountains and grocery stores. The challenge is to create mechanisms where the linkages across those value chains originate the ultimate bond. Once more, the strategic focus is away from rivalry and competition and toward cooperation and bonding.

As we can see the steps in the Delta Model process involving the industry structure and the competitive positioning map directly to Porters framework, but make it more relevant and complete to a wider array of strategic options.

The fundamental methodology proposed by Porter the five forces and the value chain are greatly expanded in scope to include the customer and complementor dimensions, and enriched by bonding as an economic force. The Strategic Agenda: Specifying the Key Business Tasks The previous steps of the Delta Model the selection of the preferred strategic options, the mission of the business, the industry structure analysis, and the competitive positioning provide the relevant background for the development of a compressive Strategic Agenda.

These should include pragmatic, action-driven tasks that in totality will accomplish the strategic objectives of the business. It makes explicit the role to be played by every manager involved in its execution, including the nature of the Adaptive Process it might generate.

It also should identify the necessary indicators and targets associated with each task in order to monitor the business.

We have two additional observations. Any suggestions or advice would be greatly appreciated. Yes, Amilcar, it does take some internalizing to understand the Delta Model but it is actually deltta very simple strategy: Igor Wrnoldo marked it as to-read Mar 07, More about Delta Model.

Books about Delta Model. Videos about Extended Enterprise. Hax and Dean Wild publications [13]. At the heart of management and, certainly, at the heart of strategy, resides the customer. Weebly and WordPress have modepo starter sites. I attended a course from Dr. Second, you should think hard about how to use your capabilities to perform some activities for the customers than previously they used to do themselves, because you can execute them much more effectively.

This is what we call customer integration, and is the signature business of EDS, a company that redefined IT outsourcing in the U. Third, you could consider expanding as much as possible the breadth of products and services you are providing to the customer, what we call horizontal breadth.

Paramount example of that positioning is Fidelity, a firm that provides a full coverage of financial services to their customers. These three options should be carried out simultaneously for a most impacting delivery of a Total Customer Solutions strategy. And then we are left with the exciting but hard to get positioning on the top of the Triangle, the System Lock-In. One very powerful way to achieve it is through the development and ownership of the standards of the industry.

This is what Microsoft and Intel two magic complementors have done with the Wintel operating system and chip business in the PC market. Another option to reach System Lock-In is to have the exclusivity of the channels of distribution that customers use to avail themselves of the product. Limited shelf space is a usual trick in this option, what has happened in Europe and Asia with the Walls ice cream that provides a refrigerated cabinet to small merchants that can only be used for that purpose.

The final option is what we call dominant exchange, where you have a dominant position, such as site and Yellow Pages, in serving as a unique linkage between sellers and downloaders. The competencies that are required for a successful positioning in the Best Product strategy are quite critical, namely, a strong product base, a solid supply chain infrastructure, and internal innovation capabilities to match.

However often they are not enough to really excel in your business. You should make concerted and deliberate efforts to push the organization closer to a Total Customer Solutions and to seek and seize whenever possible opportunities for a System Lock-In.

The rewards that can be obtained by pursuing these strategies could be very significant. The task ahead, however, is not trivial and there are many obstacles to avoid and overcome. Rethink the Customer Engagement Process the Case of Castrol Castrol is one of the leading lubricant companies in the world.

They realized that playing the Best Product strategy was not going anywhere, since the business was getting commoditized and differentiation through premium products was not generating sustainable competitive advantage.

Selling lubricants by the gallon was not a very compelling proposition. At that time they were exposed to the Triangle, and decided to mobilize their efforts toward the pursuit of a Total Customer Solutions strategy.

First, they went through a careful process of customer segmentation. Often companies segment markets. Castrol certainly did that by identifying the major clusters of business applications: cement, sugar, pulp and paper, textile, food and beverage, wood, mining, and glass. But that was not enough. The brilliant next step for Castrol was to identify, within each market segment, which customers to target with varying degrees of priorities.

They performed that task by recognizing the attitudes the customers have toward accepting a full Total Customer solutions approach. They considered three Tiers. These customers are eager to receive support that will enhance their productivity, reduce total costs, and promote higher sales. These customers are concerned about total costs but they believe new production does not necessarily yield higher sales or economies of scale.

These customers are basically downloading from the supplier that offers the lowest price. This kind of customer segmentation is critical because you cannot and should not treat every customer equally.

Not all the customers are equally receptive to an approach which requires stronger efforts on both parts, but potentially generating much greater benefits.

Castrols value proposition for the primary targeted customers was as follows: A customized lubrication solution involving products and services that results in documented cost reductions and productivity improvements.

We have underlined in that statement the words customized, solutions, and documented, because they truly capture the spirit of an offering that has nothing to do with a conventional commoditized lubrication. Castrol in fact is selling documented ROI return on investment improvements.

The delivery of this value proposition was supported by a completely different customer engagement process. Figure 3 below tries to capture the essence of the process. As we can see, at the heart of it is the documentation pre- and post-sales execution.

By quantifying the expected results, they value proposition becomes objective and credible. The process begins with a joint team of executives who exchange initial information and complete a management survey. A model of a generic plant is used as an initial platform from which to derive a customized version that will reflect the individual plant maintenance tasks to be completed. A proposal is drawn which results in a long-term contract which is properly implemented.

Continuous improvement and learning produces the next stage of the cycle. The lesson of Castrol is enormously impacting for a proper decommoditization of a product offering: do not treat each customer equally, sell solutions not products, document your value proposition, bring in the executive team to develop long-term relations based on learning, trust, and mutual benefits. And, ninety percent of the job is making it happen. When you are running a company execution becomes everything.

To guide managers in the what to do question, the Triangle dramatically expands the sources of profitability to describe three distinct choices for strategic positioning: Best Product, Total Customer Solutions, and System Lock-In. How to make it happen depends first and foremost on the proper alignment of the core activities of the business with the chosen strategy.

Alignment is the operative term. Each strategic position of the Triangle generates a very different set of tasks and activities. Our research suggests that the primary obstacle in execution is not working harder, with less error, faster, or smarter, but is failing to align the activities of execution with the specific requirements inherent in the desired strategic position of the business. To accomplish this goal, we identified the three business processes that capture the essential tasks of execution.

The core activities of the firm are embodied in three processes: 1. Operational Effectiveness OE This process is responsible for the delivery of products and services to the customer.

In a traditional sense, this includes all the elememts of the internal supply chain. Its primary focus is on producing the most effective cost and asset infrastructure to support the desired strategic position of the business.

In a more comprehensive sense, operational effectiveness should expand its external scope to include suppliers, customer, and key complementors, thus establishing an extended supply chain. This process is the heart of a companys productive engine as well as its source of capacity and efficiency. Customer Targeting CT This process addresses the businessto-customer interface. It encompasses the activities intended to attract, satisfy, and retain customers, and ensures that customer relationships are managed effectively.

Its primary objectives are to identify and select attractive customers and to enhance their financial performance, either by helping to reduce their costs or increase their revenues. The ultimate goal of this process is to establish the best revenue infrastructure for the business. Innovation I This process ensures a continuous stream of new products and services to maintain the future viability of the business. It mobilizes all the creative resources of the firm including its technical, production, and marketing capabilities to develop an innovative infrastructure for the business.

It should not limit itself to the pursuit of internal product development, but should extend the sources of Innovation to include suppliers, customers, and key complementors. The heart of this process is the renewal of the business in order to sustain its competitive advantage and its superior financial performance. Collectively we call them Adaptive Processes, to emphasize the changing nature of the tasks.

Figure 4 opposite provides a representation of the interactions that exist between the Triangle which is critical to define the changing role of each Adaptive Process and among the processes themselves, since each one strongly influences the another. Strategy is not effective if kept at an abstract level. The Adaptive Processes spell out in detail their unique supportive role for each of the three strategic positions in the Triangle. Table 1 page 14 summarizes these roles.

What we find particularly alarming is that most managers implicitly define each process according to a Best Product strategy. Namely, Operational Effectiveness seeks to establish an internally efficient cost infrastructure; Customer Targeting seeks maximum coverage through distribution channels; and Innovation seeks the speedy development of the firms products aided by appropriate platforms and first-to-market expectations.

In the TCS strategy, the key objective of Operational Effectiveness is the maximization of the customer value, and this can only be achieved through consideration of the combined value chain of the firm and its customers. Customer Targeting is aimed at developing individual customer bonds, by structurally enhancing the interface with the customer and by creating assets in the customers knowledge of your product or services.

Innovation aims for thedevelopment of a composition of customized products jointly with the customer. In the SLI strategic position the role of each process again changes. Now Operational Effectiveness is concerned with enhancing the overall system performance, often by consolidating strong partnerships with complementors. Customer Targeting attempts to consolidate a harmonized system architecture through a network of complementors and complementor interfaces.

The ultimate goal of Innovation is to develop and appropriate an industry standard, facilitating a broad range of applications. Once more, a primary objective is to raise the awareness of the product-centric mentality and to expand the alternatives open to managers.

Rivalry and competition may not be the winning strategies. Start with a careful segmentation of your customer base and develop as much knowledge as possible of the customer economics. Remember that the primary objective is to seek customer bonding. Select the most appropriate strategic positioning among the three key options Best Product, Total Customer Solutions, and System Lock-In that will result in a customer value proposition with the highest possible bonding.

Define the strategic agenda that determines the action program to implement your desired strategic option. Assure the proper alignment with the three adaptive processes Operational Effectiveness, Customer Targeting, and Innovation. Design the proper metrics and rewards to facilitate the strategy development.

The elements of the process are described in Figure 5 page The competencies that are required for a successful positioning in the Best Product strategy are quite critical, namely, a strong product base, a solid supply chain infrastructure, and internal innovation capabilities to match. The heart of this process is the renewal of the business in order to sustain its competitive advantage and its superior financial performance. You should make concerted and deliberate efforts to push the organization closer to a Total Customer Solutions and to seek and seize whenever possible opportunities for a System Lock-In.

The mission includes two key decisions: defining the business scope, which determines where to compete; and developing the core competencies of the business, which determines the resources and capabilities needed to succeed. Rethink the Customer Engagement Process the Case of Castrol Castrol is one of the leading lubricant companies in the world. If you take Porter literally, the customer is represented by the downloader one of the Five Forces whose bargaining power we should resist or diminish.

The Adaptive Processes spell out in detail their unique supportive role for each of the three strategic positions in the Triangle.

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