Explore
For Enterprise
Join for Free
Log In

Arts et humanités
Business
Informatique
Science des données
Technologies de l'information
santé
Mathématiques et logique
Développement personnel
Sciences physiques et ingénierie
Sciences sociales
Apprentissage des langues
Diplômes
Certificats

Explorez l'intégralité de Coursera

Parcourir
Rechercher
For Enterprise
Connexion
Inscrivez-vous gratuitement

Plan Your Strategy

Loading...

Quelle est votre grande idée ?

Université de Caroline du Nord à Chapel Hill

4.6 (132 notes) | 14K étudiants inscrits

Whether your interest lies in solving the world’s biggest problems, creating the next commercial success or addressing something closer to home, this course will give you a toolbox to vet your ideas and test them in the real world.

Visualiser le programme de cours

Avis

4.6 (132 notes)

5 stars
92 ratings
4 stars
34 ratings
3 stars
2 ratings
2 stars
4 ratings

KS

Aug 31, 2015

I really enjoyed taking up this course. I could recommend this to all budding entrepreneur.

PH

Aug 15, 2015

Very lucid introduction to the topic.I found it extremely useful.

À partir de la leçon

Plan

Strategy, the art and science of being different than your competition, is the next element we introduce, based on Michael Porter’s work.

Plan Your Strategy3:29

Enseigné par

Professor Buck Goldstein
University Entrepreneur in Residence and Professor of the Practice
Dr. Holden Thorp, PhD
Provost and Professor of Chemistry and Medicine

Transcription

[MUSIC]

In our last module, we talked about the second phase

of the entrepreneurial life cycle, listening to your customers and partners.

On the customer side we said you first need to figure out who your customers

are, then find out what their problems are,

and how much they would value a solution.

As entrepreneurs it's vital that you don't try to sell

your customers what you want to produce, but instead produce

what they want to buy.

We went through the process of identifying

your customers, making first contact, and running the

meetings, so that you get at least three new pieces of information from each one.

On the partner side, we discussed information you

need to gain from potential suppliers and channel partners.

In particular, make sure your suppliers understand your problems, and encourage

them to offer recommendations on how they can solve your problems.

For channel partners, make sure you understand their business

models well enough to explain them to somebody else.

Regarding both customers and partners, we stress the importance of keeping

detailed notes, and developing score cards to rate potential customers and partners.

The other concept we talked about was how to define your product.

We introduced the idea that your total product is not just what you're producing,

but the total value you're offering your customer directed towards solving their

underlying problems.

As part of that discussion, we talked about the

augmented product, which is the expected product plus intentional differentiation.

That differentiation is the core of what we'll be talking about today, which is

the third stage of the entrepreneurial life cycle: planning your strategy.

Buck's going to talk

about the importance of strategically planning the ways in

which your product can differentiate you from your competitors.

Using Porter's five forces, he's going to walk you through the

major competitive forces you need to consider before entering a market.

He's then going to discuss how you can

use a SWAD analysis to form a strategic identity,

and identify the strategic initiatives you''l need to implement your strategy.

Throughout this module, we'll see how the information

you gained by listening to your customers and

partners is critical to devising a strategy that

will allow you to contain a sustainable competitive advantage.

This advantage is going to be not only what makes your big idea happen,

but also makes it last.

In the modules ahead, we'll show how

successful entrepreneurs translate their strategic identity into

a business model, and use this structure

to help guide the direction of the venture.

To do that though, we first need to determine our strategic identity,

and to do that, we have to learn how to be different.

Explorer notre catalogue

Rejoignez-nous gratuitement et obtenez des recommendations, des mises à jour et des offres personnalisées.

Coursera propose un accès universel à la meilleure formation au monde, en partenariat avec des universités et des organisations du plus haut niveau, pour proposer des cours en ligne.

© 2019 Coursera Inc. Tous droits réservés.

Télécharger dans l'App Store

Disponible sur Google Play

Coursera
À propos
Direction
Carrières
Catalogue
Certificats
Certificats MasterTrack™
Diplômes
For Enterprise
For Government

Communauté
Learners
Partners
Developers
Beta Testers
Translators

Se connecter
Blog
Facebook
LinkedIn
Twitter
Instagram
YouTube
Blog Tech

Plus
Conditions
Confidentialité
Aide
Accessibilité
Presse
Contact
Répertoire
Filiales