CHAPTER 3
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The First Principle of Digital
Business Strategy—Know
Yourself
In order to create an effective digital business strategy that will allow us
to effect change, and improve our business, we must first understand the
business. Knowing yourself is more than having access to data that tell
you the current state of things; it is understanding the capabilities of the
business in relation to customer desire and marketplace demands and setting realistic goals that will guide us to where we want to be.
We’ve mentioned before that no single principle of the seven can
stand alone. They are all connected and interdependent with one another.
Often, addressing one principle can be a catalyst for returning to a principle we have already visited in order to incorporate new information. That
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30
THE SEVEN PRINCIPLES OF DIGITAL BUSINESS STRATEGY
said, know yourself can be a good place to start, because we already have
all the necessary information immediately available to make our analysis.
Know yourself is made up of two different parts: ambition and
value proposition.
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Ambition
To understand what we mean by ambition in the context of the Seven Principles of Digital Business Strategy, we must realize that we are discussing
the ambition of the strategy itself, rather than the ambition of the business.
The word “ambition” is used by management and management consultants often, but usually they are referring to the company’s mission (or
vision) and values. Mission and values are not irrelevant to digital business
strategy—indeed, a business strategy’s ambition will often be in pursuit of
meeting or furthering a business’s mission, or adhering to its values—but
the ambition of a strategy is shorter term and informs the strategy’s scope.
Relative to a vision, the mission of a business is a short-term desire
for its future position. A business’s vision is longer term and aspirational,
often involving an ultimate destination. The mission of a business explains
why it exists. In order to form good strategies, we must have a clear idea
of what our strategy’s ambition is—an idea of what we actually want to
see happen upon the execution of the digital business strategies we create
and the mission helps guide that strategic direction more explicitly and
immediately.
The values of a business speak to its culture and are displayed daily in
the behaviors and interactions of its staff. Businesses usually list their values
as being things such as integrity, compassion, innovation, and knowledge—
values relate to “how the company does business.” Again, an awareness of
what sort of culture we wish to create within our businesses is a good thing,
and values are an excellent way to convey our cultural desires. In many
ways, the values and the manifestation of them in practice help codify the
mission of the organization, and in so doing it enables the strategy to be
developed, understood, and implemented in line with that mission.
Values require strong leadership if they’re to be embedded within
a new organization, and that leadership must be present if a business
is to keep moving toward achieving its mission. Both are important
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THE FIRST PRINCIPLE OF DIGITAL BUSINESS STRATEGY
31
concepts in successful business, and they both inform the ambition of
a strategy, but for a successful strategy we must have a clearly defined
strategic ambition.
Ambition is what you plan to achieve in the shorter term, within the
strategy, in pursuit of your organization’s mission and in keeping with its
values. Ambition is important in the digitized economy as it provides an
emphasis within strategy development that props up the importance of
aiming high and always seeking to aspire to be better. It is an attempt to
remove complacency from the equation, always a very present risk particularly in successful enterprises.
Given that the ambition of a strategy must be specific to be effective,
we must ask ourselves how we define strategic ambition in larger organizations with multiple departments. We do this by creating a specific digital business strategy for each department. In creating department-specific
strategies, we can ensure that the ambition of our strategy is specific and
relevant to any given department, such that it can inform effective strategy, while still acting in pursuit of an organization’s mission and in keeping with its values. If however a business chooses to digitally transform, it
often has to look across business silos. To keep this example simple however, we’ll assume that the business is not setting out to transform, simply
creating a plan of action that aligns with its existing plans.
To illustrate this, we’ll look at the local government of Armagh city in
Ireland: Armagh City and District Council (AC DC).
AC DC’s mission is to become the most desirable city in Ireland in
which to live and the most desirable city in Ireland for tourists to visit. AC
DC is up against some very stiff competition, and they’re aware of that.
As a large organization, they tackle this heavy marketplace competition by
ensuring that each division within the organization has a strategy that has an
ambition that maintains a focus on propelling the business toward its vision.
Having looked at its resources and at its marketplace, AC DC has
pinpointed that, in terms of tourism, it has a vision to become the
center for religious tourism in Ireland. It will not reject tourists who visit
for nonecclesiastical reasons, but the city holds two cathedrals and is the
ecclesiastical capital of Ireland. The Primate of All Ireland (a title denoting ceremonial precedence in the church) resides with the Archdiocese
of Armagh, for both the Roman Catholic Church and the Church of
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THE SEVEN PRINCIPLES OF DIGITAL BUSINESS STRATEGY
Ireland. AC DC has realized that it is in a prime position to leverage these
ecclesiastical attractions in pursuit of its vision. The tourism department’s
strategic ambition, then, becomes specific to the promotion of ecclesiastical tourism, and in this way, the department remains in pursuit of the
organization’s higher level vision of becoming the most desirable city for
residence and tourism in Ireland.
The dog warden of AC DC has no interest in ecclesiastical concerns as
they pertain to the mission of the organization. Instead, the dog warden’s
strategic ambition, in pursuit of the mission, comes down to ensuring
that animals are rescued and rehomed. The leisure department’s ambition
is to reduce obesity and promote better nutrition and a healthier lifestyle
for those who live in the district. This ambition is relevant to those who
live in the district, but not necessarily to those who visit. Nonetheless, the
department’s strategic ambition contributes, in the most meaningful way
it can, to the organization’s mission. The planning department’s ambition
is to create the most sustainable environment possible for residents, while
maintaining the heritage and architecture that will attract tourists.
All of these ambitions are very different and very specific to each
department, its remit, resources, and capabilities, but they are all relevant
to the organization’s mission, never taking eyes off the higher level goal.
When we understand ambition in this way, we can look at how we form
ambitions in relation to the Seven Principles of Digital Business Strategy. A
digital business’s strategic ambition is often a short-term plan lasting from
3 to 12 months that helps a business move toward its mission and vision. It
is used to drive action and to encourage positive decision making. If written
effectively, a digital business’s strategic ambition will allow participants to
do less activity, which is more focused. Their efforts more effectively move
toward achieving the strategic ambition, which in turn has a greater impact
on working toward the business’s vision.
At the core of every effective strategic ambition are three fundamental
characteristics—we must be able to communicate them to others, be able
to understand them, and be able to measure them. Let’s take a look at an
example of an effective strategic ambition.
The ambition of the strategy is to help position our company as an
industry authority for (insert the company’s industry subcategory).
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THE FIRST PRINCIPLE OF DIGITAL BUSINESS STRATEGY
33
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This will be demonstrated when peer-reviewed publications and
social media influencers link to us upon launching our (new
innovative product or service). This body of work aligns with our
ambition because ____________.
Setting our ambition out in this way works, because it can be easily
communicated to, and understood by, those involved. It has a clear
point of measurement (linking and mentions in social media and peerreviewed publications).
Compare the ambition statement above to this one:
“The ambition of the strategy is to improve our website and leverage
social media to create a community. We will use e-mail marketing as well
as Pay-Per-Click advertising (PPC) to drive attention and we will measure
success by sales conversion.”
This ambition statement is less than effective because, rather than
being strategic, it is tactical in nature. The strategy is to improve the website (a tactical point) and to leverage social media and create a community
(tactical points). There is no context provided as to why or how the community will engage with us. We say that we will use e-mail marketing
(a tactic) and PPC (another tactic).
This propensity to outline tactics when tasked with outlining an
ambition is very common, but it’s a good way to ensure that our strategies become unworkable. As we discussed in Chapter 1, when we
looked at Richard Rumelt’s Good Strategy, Bad Strategy, we are looking
to create guiding policy, rather than tactical instruction. The guiding
policy should allow those involved in delivering the strategy to understand the parameters.
To use an analogy, when we create guiding policy, we are creating the
highway, setting out directions, lanes, and speed guidelines. The guiding policy, or good strategic ambition, doesn’t specify the lanes we use,
nor the speed at which we drive. In bad ambition, we aim to dictate the
style of driving, the exact lanes, used and when. Strategies created in this
way can work for a time, but challenges arise when there are obstacles in
the road. If we need to switch lanes or change speed to tackle an obstacle,
but our guiding policy dictates that we must continue in the same lane
and at the same speed with no option to adapt, we are heading for disaster.
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34
THE SEVEN PRINCIPLES OF DIGITAL BUSINESS STRATEGY
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Value Proposition
Once our ambition is defined, we need to look at our unique value
proposition. This part of the analysis is often misunderstood. The
unique value proposition of our business, while it emanates from within
the firm (and is therefore internal in origin) is not motivated by internal desires. Rather the value proposition is focused externally on the
customer’s perception of what we solve and on what value the customer
places on our ability to solve it. We derive our unique value proposition
not from what we believe our customers should think, nor on how we
believe our customers should value our products and services—but on
how they actually do think and on the actual value they place on our
products and services.
An appropriate value proposition helps us to communicate the value
we’re delivering to the customer and the customer experience. Put simply,
it is a statement of why the customer should buy from us—what service
or product they see and the advantage they see in purchasing it from us.
It is a business or marketing statement that summarizes why a customer
should buy our product or use our service, and the statement should convince a potential customer that our particular product or service will add
more value or better solve their problem than any similar offering.
The key to creating an effective value proposition is clarity. We must be
clear about what differentiates us from our competition and what makes
us the customer’s clear choice. While our task during the creation of a
digital business strategy is to pin down our unique value proposition, the
customer-centric culture and values permeate our business at every level, in
every interaction with our customers. The value proposition is the o ffering
through which we convey to our customers the very specific benefits and
advantages of doing business with us—and we convey it through multiple
modes of communication, from slogans to videos to written communication.
In terms of digital business strategy, the creation of a value proposition is slightly different. Inside the value proposition for a digital business, laser sharp specificity is key.
By having a single point of difference that we specify in our value
proposition, we will enable ourselves to potentially build larger market
share. It is much easier, in the Internet age, to connect with groups that
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THE FIRST PRINCIPLE OF DIGITAL BUSINESS STRATEGY
35
have shared interests, regardless of how specific they are. Specificity is
what will differentiate our businesses from others in the marketplace.
Michael Porter proposes that “Strategy is about making choices,
trade-offs; it’s about deliberately choosing to be different.”
To be unique on the web, where customer choice is almost boundless,
we must make tough strategic decisions and pick just one thing we wish
to emphasize when conveying our value proposition to our customers and
communicate this with clarity.
It’s important to note that emphasizing one element of our business
in our value proposition has no negative effect on other elements of our
business. In the case of a city hotel, the value proposition might leverage
our cooking, stating our unique feature as “the city’s best steak sandwich.”
We mention our steak sandwich in our communications with our customers, through slogans, headings, and other modes of communication,
but none of our potential customers are led to believe that we’ve done
away with beds and stopped serving breakfast. On the contrary, they realize that we still do all of those things and that if they come to stay with
us, they will additionally be able to sample the city’s best steak sandwich.
People who love a steak sandwich will almost certainly pick our hotel,
and people who don’t are no less likely to stay with us than they were
before. We are now able to focus on those people who have a particular
need or desire that plays to the strengths of our business and leverage
those strengths as competitive advantages in attracting customers.
The following diagram gives a visual representation of the steps we
need to take to create a value proposition for our digital business strategy:
The first step is to create a positioning statement—this is an internal
statement where we define what we are best at in our world, without
looking to the outside world. This internal statement allows us to create
effective external marketing messages that accurately convey our strengths
to our customers. As mentioned before, for a digital business strategy, this
statement of what we’re best at must be highly specific and relative. We
can then borrow from the book Zag, in which Marty Neumeier, referring
to this internal positioning statement as an “onlyness” statement, suggests
that it can be stated as “our brand is the only _______ that ______.”
For the case of our value proposition for digital business strategy, we
will use the following structure to account for the necessary specificity:
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THE SEVEN PRINCIPLES OF DIGITAL BUSINESS STRATEGY
“We are the _______ in _______ for _______ because we do ______
better than anyone else.”
So:
“We are the leading provider in a particular field for a specific product/
service because we do our selected element better than anyone else.
Let’s have a look at a quick case study of how internal statements
such as these can lead to the external statements and marketing messages
shown in our funnel diagram.
Case Study 3.1
Damian Maloney is an English entrepreneur who runs a company called
Position Field Solutions, which makes software for field service engineers.
Throughout the last 15 years, Damian has noticed a change in the way that
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THE FIRST PRINCIPLE OF DIGITAL BUSINESS STRATEGY
37
field service engineers operate. Where they used to be reactive, and r espond
to what was happening when service calls came in, service e ngineers started
to become more proactive, whereby if a floor’s light bulbs were due to fail,
they would change the entire floor’s bulbs at once to reduce the cost associated with servicing each bulb separately at the point of failure.
In more recent years, Damian has noticed that the area of field service
software is becoming very crowded. When he looks at the marketplace,
at demand and at competition, he can quickly see, by using analytical
keywords tools like Google Adwords, that for field service management
software there are a very high volume of searches and that the cost of each
Adword click is also very high.
Damian understands that the website to which he is trying to attract
customers is very similar to those of his competitors within the marketplace; they talk of reactive and proactive software that permits the management of field services companies.
As a businessman who understands how business works, Damian
realizes that all products go through a time during their life cycles where
they are considered innovative. A growth period follows, and inevitably
the product reaches maturity within the market and eventually goes into
decline. The high volume of keyword searches and high cost of Adword
clicks in his analytics, when combined, point to market maturity and to
current or imminent decline. The market seems to be waning.
Damian can see this is happening in his own marketplace, and he has
choices. He can reduce his margins and fight on price, attempting to keep
ahead with a decreasing profit margin and an increasing cost per conversion, or he can innovate again.
Having been an innovator for the last 15 years, Damian can spot the
next trend coming—a reactive way of working, and reactive software,
has led to a proactive way of working, and to proactive software. Having collated data from the industry and done his research, he believes
that predictive modeling, which will allow field service engineers to be
put on site before an incident even happens, will be the next wave of
innovation.
When creating a strategy for his business going forward, Damian’s
outlined ambition is to become the UK and Ireland thought leader for
predictive field service management.
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THE SEVEN PRINCIPLES OF DIGITAL BUSINESS STRATEGY
When he starts to research further, he can see there are peer-reviewed
research publications by Oracle and IBM that suggest that his thinking is
right. Predictive field management using analytics could be the next big
trend in the market for field services management software—but to date,
no one has a product in this marketplace. Damian sets to work with his
software team trying to understand whether they could lead this wave of
innovation in the UK and Ireland if they were to create the software.
Despite the fact this technology doesn’t yet exist in the world,
Damian keeps his focus on the UK and Ireland market. He understands,
when he looks at his resources (which we will discuss as the fourth principle of digital business strategy), that he only has sufficient resource
to lead the marketplace in this geographical area. There may be other
interested parties that join him in the debate online around predictive
analytics and field service management, but his company currently only
has the capacity to deliver to the chosen market.
Of course there is inertia within the organizations that provide field
services management. Many will make the case that customers are not demanding predictive field services management software, so they have no
reason to provide it. Additionally, they will worry over what will happen
to the current software they provide that is not predictive.
Damian realizes that he doesn’t necessarily wish to speak to all people.
Since he will be launching an innovative technology, there will be an
early minority who decide to adopt the innovative technology that will
in turn make their field services management more innovative. Similarly,
there will be a late majority, who will be happy with their current reactive
and predictive models. Damian needs to speak to “the innovators”—the
2.5 percent noted in Everett M. Rogers “Diffusion of Innovation” model.
The people already looking for a new competitive advantage, who are
willing to try new things. He needs to speak to utility providers who want
to have greater efficiency in their manpower distribution, who have the
wealth to be able to invest in new innovation, and who have the desire to
be leading the front end of customer service.
And as to the existing players—Damian’s current customers, using
the reactive and proactive software what happens to them? The answer is
“nothing.” They are glad to see that he’s innovating and that something
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THE FIRST PRINCIPLE OF DIGITAL BUSINESS STRATEGY
39
new is coming along, and they continue to be customers as before. There
is no downside to his innovation in this circumstance.
His internal statement, then, becomes:
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We provide the most effective field service management solution
because our software is the only tool that predicts future events based
on historic data allowing you to deploy resources more cost effectively
and improve service.
In this case study, we can see that Damian has created an internal
statement. It allows people within the company to focus on defined goals,
and it informs the company’s ambition. He wants to be first, focus on
the UK and Ireland, and provide predictive field services management
software. Because they’ve created the world’s first effective predictive
modeling solution for field service management in the wider world, in
their internal world, it means they can start to make some very strong
statements about the value of their company (in the context of our funnel
diagram, an external value proposition) when it comes to their external
marketing messages (the final piece of our funnel).
In external marketing we have to understand the power of context
from a digital perspective. People are only on our website reading our
messages because they’ve typed something in to be there. The idea that
we have to have full explanations as to everything we do isn’t so relevant when we’re doing digital business. We have the knowledge that
our customers have searched for us, or linked to us, and we have the
power of visual cues. Before the Internet, we had to assume that our
statements and strap lines had to be explicit and explained, visually or
otherwise.
The only time people will see our headlines and strap lines is in context
with other things that are going on in the environment. From a digital
perspective, that’s typically search referral links, social media, and other
commentary that supports our message. Understanding that all our commentary and external marketing pieces are in context with other ongoing
actions, Damian can choose a strapline of “predicting tomorrow’s field
service challenges today” as his primary external message.
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THE SEVEN PRINCIPLES OF DIGITAL BUSINESS STRATEGY
Because this context exists in the digital environment, he then has
secondary messages he can use, such as a visual representation of the
path from reactive to predictive field service management software. Such
visual messages can be very simply conveyed. He may then have tertiary
messages that explain predictive modeling and software features, but also
normal proactive and reactive modeling features. These reactive and proactive products have not gone away, and he’s not going to frighten off
new people still looking for proactive and reactive software—but he will
attract a new, additional audience for predictive modeling.
He also finds that when he goes to complete the rest of the strategy
in line with the Seven Principles of Digital Business Strategy and aims to
become a thought leader, the new and innovative approach is what opens
doors. If he wants to speak at a conference, predictive services management software is what people will want to hear about. The innovation
will get him a platform, get his content shared, get people talking, and get
sales requests coming via the website.
It’s that strongly defined ambition and unique value proposition that
gives us the ability to propel our businesses forward, and we must have
the strength of conviction and leadership to build our strategies around
highly specific strengths.
Once we have our ambition and value proposition drafted, and we move
on through the rest of the seven principles, we will almost always end up
back at the first principle, revisiting and redrafting as we learn more throughout the process. What we must do after every visit is ensure that our ambition and value proposition have COURAGE. They must be as follows:
Concrete—able to define what we do in simple terms.
Obtainable—something we can deliver.
Unique—give us a unique competitive advantage.
Rational—understandable and easily conceptualized.
Actionable—coworkers and customers must be able to take action
from it.
Gaugeable—we must be able to measure it.
Explicit—clearly stated, with no room for doubt.
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