Strategy Dynamics Briefing 50: Type-1 rivalry – developing potential customers

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The three types of rivalry from Briefing 49 can best be explained with a simplified example…Two new coffee-shops open up and operate in the same town.

The town has 5 000 customers, equally accessible to the two stores; i.e. the stores’ locations are of identical quality. Each customer normally uses a coffee store twice per week, unless value for money raises or lowers their usage. Each customer normally spends an average of $5.00 per visit, including both the coffee and snack ...

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Briefing, Strategy

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Strategy Dynamics Briefing 40: The customer choice pipeline

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Resources do not just develop within an organization, but may do so before becoming an active part of the business. It is very rare in practice, for example, for customers to be simply switched from “potential” to “active” as implied in Briefing 20. Most often, customers must be moved through a number of stages. Similarly, employees may have been aware of a potential employer for many years before choosing to seek employment, and this dynamic of building awareness and understanding ...

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Briefing, Strategy

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Strategy Dynamics Briefing 30: When resources bring access to others

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One specially useful case where resource attributes arise is when one resource brings access to other potential resources, most often customers…

One specially useful case where resource attributes arise is when one resource brings access to other potential resources, most often customers – a new product makes it possible to sell to a certain number of previously unavailable customers, and adding a new distributor makes it possible gives access for our products to their end-customers, for example. We describe the first ...

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Briefing, Strategy

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