Business Strategy
Sesin 5:
Transformacin Organizacional
UNIVERSIDAD
TORCUATO DI TELLA
Ramiro Montealegre
Todays Agenda
2:00 3:30
3:30 3:50
Break
3:50 5:20
5:20 5:40
Break
5:40 7:10
IT Infratructure
+ Case Facilitation: Knight Capital
7:10 7:30
Break
7:30 9:00
New Entrants
Bargaining Power
of Suppliers
Industry
Competitors
Suppliers
Buyers
Rivalry Among
Existing Firms
Threat of
Substitute Products
or Services
Threat of
New Entrants
Bargaining Power
of Buyers
Substitutes
Dominant Exchange
eBay
Exclusive Channel
Rural Wal-Mart
Horizontal Breath
Fidelity
Redefining
Customer Rel.
Saturn
Proprietary Standard
Microsoft, Intel
Enabled through
Effective Use
of Technology
Customer
Integration
EDS
Low Cost
Southwest
Differentiation
Sony
Tier
Description
2.
3.
Customer Integration
1.
1.
2.
2.
3.
3.
Target customer
Job to be done
Offering
Profit Formula
Key Resources
-
People
Technology, products
Equipment
Information
Channels
Partnerships, alliances
Brand
Revenue model
Cost structure
Margin model
Resource velocity
Key Processes
-
Processes
Rules and metrics
Norms
Augment current
business models
models
Create new
business
Information Technology & Business Strategy 2015 Ramiro Montealegre
Firm Infrastructure
Human Resources Management
Technology Development
Procurement
M
A
R
G
I
N
Inbound
Operations Outbound
Logistics
Logistics
Marketing
and
Sales
N
I
Service
G
R
A
M
Content
Physical
Virtual
Experience
Platform
Value Chain
Interface
C
u
s
t
o
m
e
r
Demand
Business
Outcomes
Business
Implications
IT
Implications
ERP System
Human
resources
Manufacturing
Data
analysis
Sales
ERP
System
Services
Finances
Supplychain
Information Technology & Business Strategy 2015 Ramiro Montealegre
Organizational Change
- Assumptions
- Nature and Focus
- Tactics
10
St. Louis
(OR)
Southwest
(MR)
California/ Hawaii
(OR)
Carolinas
(OR)
Caribbean
(OR)
Central/Northern
Ohio (OR)
Western Canada
(OR)
Kentucky/
Tennessee (IR)
Northern Illinois
(IR)
Alaska
(IR)
Texas
San Antonio (IR)
Georgia
(IR)
Mid-States: OK,
KS, AR (IR)
New England
(IR)
Texas Houston
(IR)
Michigan
Outstate (IR)
Nebraska/Iowa
(IR)
New York
(IR)
Texas Dallas
(IR)
Florida (OR)
Minnesota
(IR)
Missouri
(IR)
OhioSouthern
(IR)
Wisconsin
N. Central (IR)
Canada
(IR)
Ecuador
(IR)
Cape Verde
(IR)
DixieAlabama
Louisiana,
Mississippi (IR)
Indiana
(IR)
New Jersey
(IR)
Southern
Michigan (IR)
Peru
(IR)
Colombia
(IR)
Micronesia
(IR)
Chile
(IR)
Uruguay
(IR)
Singapore
(IR)
Argentina
(IR)
Western Australia
(IR)
Mexico
(IR)
Venezuela
(IR)
Arabian
Peninsula (IR)
Morocco
(IR)
Central Atlantic
(MR)
Pennsylvania/
Delaware (OR)
Pacific Northwest
(OR)
RE/MAX Brazil
Master Franchise
Sergipe, Santa Catarina, Pernambuce, Piaui,
Brasil, Sao Paulo, Rio Grande Do Norte,
Alagaoas, Patana, Batria, Rio Rande Do Sur,
Rio de Janeiro, Espirito Santo, and Ceara
RE/MAX, LLC
Master
Franchisor
New Zealand
(OR)
Australia
(OR)
Southern Africa
(IR)
RE/MAX Europe
Master Franchise
RE/MAX India
Master Franchise
North Gujarat, Chennai, Chandigarh-Mohali-Panchkula,
Punjab 1, Bengaluru, Madhya Pradesh 1, North Mumbai,
Pune, Rajasthan B, Hyderabad, Delhi NCR, Rest of
Andhra Pradesh, South Gujarat, South Mumbai,
Vidarbha, and Kerala
Denmark, Finland, Iceland, Malta, Slovenia, UK-London, UKMidlands, UK-North, UK-South, Wales, Ireland-Northern,
Ireland-Republic of, France, France-Lie de France, FranceNortheast, France-Northwest, Croatia, Germany-North,
Germany-Central, Germany-West, Germany-East, GermanyBavaria, Germany-Southwest, Slovakia, Belgium, Bulgaria,
Czech Republic, Greece, Austria, Hungary, Italy-Northern,
Italy-Central, Italy-Southern, Israel, Luxemburg, Lithuania,
Latvia, Estonia, Montenegro, Netherlands, Norway, PolandEast/Central, Poland-North/West, Poland-South, Portugal,
Romania, Scotland, Serbia, Spain-Barcelona, Spain-Madrid,
Sweden, Switzerland/Liechtenstein, and Turkey
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RE/MAX,likeanyfranchisebusiness,financialviability
basedonmaintainingandgrowingmarketshare
Keyobjectives:sellingfranchisesandhiringandretainingagents
KeyValueproposition:
Strongbrandname
Provenbusinesspractices
Topclasssupport(trainingandeducation,IT,andtimely
marketknowledge)
Realestateprofessionalsthatareinbusiness
for themselves,butnotby themselves.
Information Technology & Business Strategy 2015 Ramiro Montealegre
12
Agents
150,000
100,000
50,000
1973
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Offices
8,000
6,000
4,000
2,000
1973
1974
1975
1976
1977
1978
1979
1980
1981
1982
1983
1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
Owners
Countries
15,000
100
80
60
40
20
0
10,000
5,000
0
2003 2004 2005 2006 2007 2008 2009 2010 2011
ITatRE/MAX,LLC.
Historically,akeycomponentofcompanysmarketingstrategy.
2009
CD-ROM
Agent Roster
2010
Web
Roster on
Mainstreet
2006
RE/MAX
Agent 2000
2010
Mainstreet
1.0
2002
1998
RE/MAX
Satellite
Network
2006
1990
RE/MAX
Forum on
CompuServe
remax.com
undergoes a
major redesign
2005
Remax.co
m
2001
1993
RE/MAX
Office
Management
Systems
(internal)
1992
1989
1995
1992
Ourbrokerscanrecruitandretainagentsmoreeasilybymakingavailabletothemtechnologicaltools
thatgenerateleadsandreferrals,facilitatenetworkcommunication,andtracklistingandsales
activities
FormerRE/MAXPresident,DarylJesperen(2001)
RE/MAX
University
On-Demand
Training
available
anywhere,
anytime
All listings on
Remax.com
Mainstreet 2.0
Source: RE/MAX, LLC.
13
Surviving Disruption
What are the key distinction between
SUSTAINING and DISRUPTIVE innovations?
-
DISRUPTIVE innovation:
Often sacrifice performance along dimensions that are
not important (or dont create value) to current
customers
However, the new attributes can open up new markets
Performance
Disruptive
technology
Time
14
15
from
SupportingAGENTStoservecustomers
to
SupportingCUSTOMERSbyanenablingnetwork
Information Technology & Business Strategy 2015 Ramiro Montealegre
16
POTENTIAL BENEFITS
Operational
Strategic
Business
Reeng.
Transformation
NATURE
OF CHANGE
Process
Reeng.
automate
High
POTENTIAL
RISK
Process
Simplification
Incremental
Process
Improvement
Internal
Low
External
FOCUS
Information Technology & Business Strategy 2015 Ramiro Montealegre
Change Tactics
Multi-organization
Multi-processes
Single Process
Transformational
(Radical)
Incremental
NATURE OF CHANGE
FOCUS
OF
CHANGE
Evolutionary
SPEED
OF
CHANGE
Revolutionary
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References
Change Through Persuasion, Garvin, D. and Roberto, M., Harvard
Business Review, February 2005.
Your Companys Secret Change Agent, Pacale, R.T. and Sternin
J., Harvard Business Review, May 2005.
The Underlying Structure of Continuous Change, Lawrence T.B.,
Dyck, B., Maitlis, S., and Mauws, M., MIT Sloan Management Review,
Summer 2006.
Overcoming Resistance to Change, P. Michelman, Harvard
Management Update, July 2007.
From mental models to Transformation, J. Wind and C. Crook,
Rotman Magazine, Spring 2009.
Immunity to Change: How to Overcome It and Unlock Potential in
yourself and your organization, R. Kegan and L. Lahey, HBS Press,
2009.
Achieving Successful Strategic Transformation, G. Johnson, G.
Yip, and M. Hensmans, MIT Sloan Management Review, Spring 2012.
Information Technology & Business Strategy 2015 Ramiro Montealegre
Please prepare:
Knight Capital Americas
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