From an idea to a great and sustainable business model
1. From a business idea to a
sustainable business model
The Art of Strategic Innovation!
Masterclass TiasNimbas Business School
Open Innovation Entrepreneurship
April 18th 19th, 2011
Dr. oec. Patrick Stähler
3. A word of warning
This masterclass might be
good enough in its own
way, but it is a mighty
bloodless substitute for
starting a new venture in
real life.
Adopted from Robert Louis Stevenson
4. Agenda
Monday April 18th Tuesday, April 19th
Morning Session (9-12.30)
! Get-to-know your ideas (Present your idea to ! How to find customer insights as a source of an
the group in 5min) innovative business model
! It’s not the product, stupid! The importance of ! Customer development step in step with
business model for innovation and startups product development
! What is an innovation? ! Business model innovation or the art of being
! What is a business model? different
Lunch Break 12.30-13.30
Afternoon Session (13.30-17.30)
! First pitching to the group and feedback ! Business Model Design process tools
! It is the customer, stupid! The importance of the ! How to write a good business plan
value proposition and the jobs you solve for ! Wrap up
your customers
! Preparation of the pitching in the evening
Evening (starting 18.15)
Reception and Live Pitching
6. The Reality: Nobody waits for you!
We have too much of
everything!
We have too much choice!
We are bombarded by
advertising and commercials!
7. Why should any-
body care about
your idea?
What is the purpose
of your business?
8. 1. Make Meaning Great idea
s
What is your meaning?
for starti
ng
something
!
2. Make Mantra
Source: Great ideas for starting something (by Guy Kawasaki)
Take the meaning and make a mantra out of it
3. Get Going
Start creating and delivering, not pitching, writing or planning
4. Define your business model
The whole business model counts, not just the product
5. Weave a Mat
(Milestones, Assumptions, and Tasks)
21. The magic
formular for Customer
utility
great firms
customer
+
value
price
company
+
profit
costs
22. Would
yo
say this u dare to
?
would b What
e
of your the answer
boss?!
“Well, I know we are in a
commodity market where the
price is key, but I believe we can
sell the good for 10x as much
as before.”
24. The importance Transistor was invented at the
of business end of the 1940s
model thinking!
25. But SONY made in 1955 a successful
product out of the transistor and
developed a successful business model
out of it for the next 50 years.
26. Do you know this man?
Hans Rausing = Inventor of the
Tetra Pack Systems
Dr. Patrick Stähler | 26
31. The business model creates value not technology or a
product itself
technology
X
value / utility
creates
enables
business model
defines
business strategy
32. To develop a business model with a purpose, is
To Do the
right things
And not to do things right
33. Strategy is often seen as the corporate strategy of a firm, but the business
strategy decides upon success or failure in the markets
Owner Strategy
Corporate Strategy
Business
strategy Business Strategy
Product Product Product
strategy 1 strategy 2 strategy ..
That is where the business is! That is
were innovation should start.!
39. 1. What value/ benefit do we
create for whom?
2. How do we do it?
3. How do we earn money?
4. What values do we pursue?
40. Now, we need a common
language for describing a
business model
Dr. Patrick Stähler | 40
41. Components of a
business model
Value Proposition
What value or benefit do we create for our
customers and partners?
Value Architecture
How do we create the value?
Revenue Model
How and with what do we earn money?
Values/ Culture
What values do we pursue?
44. „That was the job
the customer
“
wanted to do.
Dr. Patrick Stähler | 44
45. Value Proposition/ customer
Wertschöpfungsarchitektur
customers
Value Proposition/ Kunden
Angebot
Distributionskanäle
Kunden
§ Wie sieht mein Angebot § WhoWie erreicht das Angebot
§ are our § Wer ist mein Kunde?
aus?
meine Kunden?
§ Welchen „Job“
customers?
übernehme ich für
§ What job do we solve meinen Kunden?
Wertschöpfungskette
for our customers?
§ Was sind die wichtigsten
Schritte der Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4
Kunden
Aktivität 1 Nutzen
Wertschöpfung?
§ Welchen Nutzen stifte
ich für meinen Kunden?
value proposition
§ Welchen Nutzen stifte
Kernfähigkeiten
Partner
ich für meine Partner?
§ Welche Kernfähigkeiten § What value do we create
§ Welche Partner
brauche ich?
benötige ich?
for our customers?
§ What value do we create
for our partners?
Ertragsmodell
Kostenstruktur
Ertragsquellen
§ Die Kostenstruktur wird durch § Womit verdiene ich
die Wertschöpfungs-architektur Geld?
festgelegt.
Kultur/ Werte
Führungsstil
Beziehungskultur
Werthaltung
§ Welchen Führungsstil § Wie gehen wir § Welche Werte prägen uns?
pflege ich?
miteinander um?
47. “
To put a computer on every desk
and in every home”
48. “
To organize the world’s information
and make it universally accessible”
49. Wertschöpfungsarchitektur
Value architecture
Value Proposition/ Kunden
Angebot
Distributionskanäle
Kunden
§ Wie sieht mein Angebot
offer
§ Wie erreicht das Angebot
distribution architecture
ist mein Kunde?
§ Wer
aus?
meine Kunden?
§ Welchen „Job“
§ What is our offering?
§ How do we reach our
übernehme ich für
meinen Kunden?
customers?
Wertschöpfungskette
§ How do we communicate
§ Was sind die wichtigsten
with our customers?
Schritte der Aktivität 1 Aktivität 2 Aktivität 3 Aktivität 4
Kunden
Aktivität 1 Nutzen
Wertschöpfung?
value chain
§ Welchen Nutzen stifte
ich für meinen Kunden?
§ What
Kernfähigkeitenare our value Partner
§ Welchen Nutzen stifte
ich für meine Partner?
§ Welche Kernfähigkeiten steps?
creating § Welche Partner
activity 1 activity 2 activity 3 activity 4
customer
activity
§ What is our value
brauche ich?
benötige ich?
chain?
core capabilities
partner
Ertragsmodell
Kostenstruktur
Ertragsquellen
§ What are§ the Kostenstruktur wird durch
Die core § Which partners do ich
§ Womit verdiene
die Wertschöpfungs-architektur
capabilities we need?
festgelegt.
we need?
Geld?
Kultur/ Werte
Führungsstil
Beziehungskultur
Werthaltung
§ Welchen Führungsstil § Wie gehen wir § Welche Werte prägen uns?
pflege ich?
miteinander um?
50. Revenue model
cost structure
sources of revenue
§ Cost structure is § With what do we
defined by the value earn money?
architecture
51. Culture/ values
leadership style
relationship style
values
§ What leadership § How do we § What values do
style do we have?
interact with each we pursue?
other and the
customer?
52. What business are we in? Our business model
Value architecture
Value Proposition/ customer
offer
distribution architecture
customers
§ What is our offering?
§ How do we reach our § Who are our
customers?
customers?
§ How do we communicate § What job do we solve
with our customers?
for our customers?
value chain
§ What are our value
creating steps?
value proposition
customer
activity 1 activity 2 activity 3 activity 4
§ What is our value chain?
activity
§ What value do we
create for our
customers?
core capabilities
partner
§ What value do we
§ What are the core § Which partners do we create for our partners?
capabilities we need?
need?
Revenue model
cost structure
sources of revenue
§ Cost structure is defined by the § With what do we earn
value architecture
money?
Culture/ values
leadership style
relationship style
values
§ What leadership style do § How do we interact with § What values do we
we have?
each other and the pursue?
customer?
53. What business are we in? Our business model
Value architecture
Value Proposition/ customer
offer
distribution architecture
customers
§ What is our offering?
§ How do we reach our § Who are our
customers?
customers?
§ How do we communicate § What job do we solve
with our customers?
for our customers?
value chain
§ What are our value
creating steps?
value proposition
customer
activity 1 activity 2 activity 3 activity 4
§ What is our value chain?
activity
§ What value do we
create for our
customers?
core capabilities
partner
§ What value do we
§ What are the core § Which partners do we create for our partners?
capabilities we need?
need?
Revenue model
cost structure
sources of revenue
§ Cost structure is defined by the
value architecture
§ With what do we earn
money?
Culture/ values
leadership style
relationship style
values
§ What leadership style do § How do we interact with § What values do we
we have?
each other and the pursue?
customer?
55. Use the can
vas to
develop your
business mo
del!
56. Checklist for writing your business model
§ Be specific
§ Keep it simple
§ Self-explanatory
§ Focus on the relevant points
§ Do not reinvent the world
57. Checklist for positioning your business model
§ differentiated
§ customer-centric
§ specific
§ better narrow than broad
§ relevant
§ based-on core capabilities
59. But if everybody is doing he
same, you have to find
something else
60. Optimal is when different
business models exists and all
have devoted customers
61. Checklist for writing your business model
Complete this sentence:
If your organization never existed, the world would be
worse off because ____________________________
___________________________________________
Source: Great ideas for starting something (by Guy Kawasaki)
64. The most
salient
phrase for
an
entrepreneu
r!
I pitch,
therefore I am
Source: Great ideas for starting something (by Guy Kawasaki)
65. Know your audience for the pitch
Pitch to Sales pitch to
Investor‘s pitch
partners
customers
66. What do you do?
What is a good pitch for Problem you solve
investors?
Your solution benefit for the customer
Your business model (the essentials)
Your competitors
Underlying magic (uniqueness)
Management Team
Key Financials
Current Status, timeline
Source: Great ideas for starting something (by Guy Kawasaki)
67. What do you do?
What is a good pitch for
investors? (short version)
Problem you solve
Your solution benefit for customer
Your business model (the essentials)
Underlying magic (uniqueness)
Key financials
Current Status, timeline
Source: Great ideas for starting something (by Guy Kawasaki)
68. 2nd day
From a business idea to a
sustainable business model
The Art of Strategic Innovation!
Masterclass TiasNimbas Business School
Open Innovation Entrepreneurship
April 19th, 2011
Dr. oec. Patrick Stähler
76. At the beginning of the 1990s the world in the power tool industry was in
perfect order
▪ Established brands in a growing, European market
▪ Competition was well defined and Bosch was the uncontested market leader
79. Dire consequences:
A steep decline in the average price per sold tool and….
5,9
Sales(Mio. units)
3,8
307
Sales (Mio. Euro)
329
88
Ø – price in Euro
78
69
65
64
67
62
58
56
52
93
94
95
96
97
98
99
00
01
02
Source: GfK
Do-it-yourself chains in Germany: 1993 until 2002
80. … and declining market share for the established brands and exponential
growth for the no-names and trade brands
Market Share Powertools
(Germany)
100%
6
27
29
33
No Names Trade
Brands
Established Brands
95
73 71
67
0%
1991 2000 2001 2002
Source: GfK, Do-it-yourself shops
▪ Strong increase of market share for no-names and trade brands
▪ Bosch Power Tools DIY 2002 with a market share of 33% but loss making
81. Simple task from your board:
§ Defend market leadership
§ Improve profitability
83. How about this crazy idea?
“ How about making a power tool which is
much weaker than the last generation but we
make it also very handy and nicely designed.
For that we charge a premium and market it
to people who are not really into DIY. ”
“ Great idea, isn’t it? ”
85. Here is the solution for Bosch: the IXO, the first power tool for the IKEA
generation
▪ Bosch introduces the IXO to the market
▪ Instead of following the traditional mantra
of “better, stronger, faster” Bosch used a
new battery technology to make tools
smaller and more user friendly
▪ Instead of going for the traditional market
of MMS (men, muscles and sweat) the IXO
addresses the soft DIYs that assembles its
IKEA furniture but not more
▪ Thereby, it addresses a new, previously
unserved market of non-customers
▪ The IXO is a typical value innovation that
opened up new, uncontested markets
86. Shift from technology to user orientation
… prior 2002
since 2002 …
Technologie §
§ User and usage
orientation
orientation
Building and §
§ Building/repair, planning
repairing
and home decoration
reliable, very powerful and §
§ reliable, easy to use
long-living products
products and services
unemotional §
§ inspiring people
technology orientation
90. Bosch IXO is the world record holder in units sales
10 Mio.
times so
ld
2004
2005
2006
2007
2008
2009
2010
▪ IXO was first power tool with Li-Ionen technology
▪ IXO is the best selling power tool in the world
91. Growing market share and highly profitable
Market share in power tools
(DIY Shops Germany)
27 29 33 35 34 38 38
No Name / Trade
Brands
40 38 29
34 31 26 25
Other Brands
Bosch
33 33 33 34 37 36 37
'00 '01 '02 '03 '04 '05 '06 Source: GfK
93. Bosch used the new battery technology for a disruptive value innovation
Sustaining innovation = Serving today’s
customers
▪ Extend performance in direction of what
Advantages of Li-Ion
today’s customers like
▪ can be formed into a variety of shapes and sizes
so as to efficiently fill available space in the ▪ Use the Li-Ion technology for stronger and
devices
more heavy duty tools
▪ lighter than other—often much lighter.
▪ do not suffer from the memory effect
▪ low self-discharge rate of approximately 5% per
Disruptive innovation = Finding new customers
month, compared with over 30% per month in with different needs
nickel metal hydride batteries (Source Wikipedia)
▪ Use for a new market segments that values
different performance parameters like usability,
handiness than traditional customers
▪ Performance of tool will be worse in parameters
current customers value
94. The strategy canvas of Bosch IXO: A clear profile of the value innovation
6 Traditional brands No-Name Bosch
5
4
3
2
1
0
-1
96. .. and you play with their rules
you will get nowhere…
97. „…but if you can create your own rules
of engagement than you can compete
even in a market for giants. “
98. Sounds t
rival,
but it isn
‘t!
Business model innovation
1. Value Innovation
(We offer a better value proposition for an existing or
new problem)
2. Architectural innovation
(We reconfigure the value chain so that a better value
proposition emerges)
3. Revenue model innovation
(We change the revenue mix and thereby creating a
better value proposition)
99. Fight eye diseases in India
with mass production
processes for low costs
the basic idea behind Aravind Eye Hospitals
§ The network of not-for-profit hospitals and vision
centers performs 300,000 eye surgeries each year --
70% for free -- using broadband connections to on-call
doctors in city hospitals for instant diagnosis.
§ Camps in rural areas screen thousands of patients
weekly. We are going from village to village to provide
eye care to the unreached, says Aravind's chairman, Dr.
P. Namperumalsamy.
§ Aravind won the 2008 Gates Award for Global Health.
100. § paramedics scanning § middle class Indians
§ eye surgery
rual villages
§ poor Indians
§ highly standardized surgeries
§ high division of labor
§ good quality eye surgery
§ affordable eye surgery even for the
poor
§ process know- § Doing good for middle class indians
how
§ cross- subsidies between middle class
§ low cost production system
patients and the poor
102. A deliberate change of a business model is a good strategy
Starting points of business
model innovation
§ All components of a business
model are starting points for
innovation
§ Value Innovation
§ Architectural Innovation
§ Revenue Model Innovation
§ At the end, all business model
innovation must create more value
to the customers
103. Case IKEA
Value Architecture
§ Customers have to transport and
assemble the furniture by themselves,
thereby saving IKEA to expensive steps in
their value creating process
Value Proposition
§ At the same time a new value proposition
is created: Instant satisfaction without
waiting for the later delivery of the
furniture
Revenue Model
§ Due to the high volume, furniture can be
produced in an industrial fashion that
leads to even lower production costs
§ Therefore, the furniture can be sold for a
much lower price
104. The Andermatt Challenge
retreat of Swiss Army from Andermatt
§ Andermatt was strongly depending on the Swiss Army but
Army withdrew
§ Tourism infrastructure is dated and no-investor could be
found
§ Reputation of area Urserental in Switzerland mixed due to
Army time (cold, windy and very wet)
Dr. Patrick Stähler | 104
107. The Challenge
§ Traditional Swiss style touristic development did
not work since just small investments eg. one hotel
was not sufficient to bring the whole valley back
to modernity
§ Valley was seen as not-developable
Dr. Patrick Stähler | 107
108. The “Alps Pharaoh”
§ Sawiris with his company Orascom had the idea
to build a whole resort into the Urserental not
just one hotel
Dr. Patrick Stähler | 108
113. The Orascom Innovation: Resort vs. single development
Traditional Swiss
Andermatt resort
single development of
§
§ plan for a whole
one hotel or apartment
resort ranging from golf,
complex
hotels to apartments
No international
§
§ Internationals sales of
distribution networks
apartments Villas
§ International management
short term profit from
§
§ mid-term profit since some
construction companies
real estates stay with
(traditional developers)
Orascom
problem of cold beds
§
§ ???
114. Geberit – a product innovator?
From plumber supply to under-the-wall systems for baths
115. Geberit has developed an innovative business model
From plumbers’ supplier to baths renovator
• Plumbers are as well • Homeowners,
customers as the • Plumbers
distribution channel
• Plumbers are also
reached via trainings
• Faster and more
convenient renovation of
baths
• Partner management • Plumbers • Plumbers have all
• Training of
components from one
plumbers
source. High margin
• Higher costs due to more • Higher revenues since plumbers
expenses e.g. trainings know only „Geberit“
116. Today’s job posting market. More sites than ever but that makes it much
more difficult for the candidate to find the right job
Too much!!
y
Too man
t !
irrelevan
!
postings
117. Experteer.com: „To develop your carrier is already difficult enoungh, we
find the right jobs for your next carrier step.“
=
Experteer
odel
revenue m
!
innovation
Customer Insight
§ The offering on the web is too
broad and too much noise
§ How do I find the right job?
Value Proposition for customer
§ Experteer classifies the jobs on the
different websites according to
carrier level and salary
§ Based on the her profile the user
get‘s just the relevant job offerings.
Revenue model
§ Instead of the employer the user
dia
Without new me pays for getting just the relevant
s model
Experteer‘s busines job postings
ible!
would be imposs
118. Business Models with a Actuall
Sustainability
y, not
purpose: Profit Impact Impact
a new id
ea.!
Sustainability
+
old school
Business Models
non-profit
with a purpose
do-gooders
non-profit
for profit
old school
companies
-
Source: Inspired by Alexander Osterwalder’s
presentation: Business models beyond profits
119. Self-help, self-responsibility and
self-administration
the basic idea of Friedrich Wilhelm Raiffeisen
Hermann Schulze-Delitzsch: Founder of the
cooperative movement in Germany in the mid
1850s
§ Cooperative banks for low-priced loans and
advantageous investment opportunities for farmers to
enable farmers to purchase agricultural equipment,
fertilizers and livestock.
§ The members then provided each other with mutual
assistance.
120. The mo
dern
Micro credits
version
in
Banglade
Help for Self-help: sh!
the basic idea of Muhammad Yunus
§ Yunus set up the Grameen Bank in 1976 to give
credit to the very poorest in his country,
particularly women, in order to let them set up
tiny businesses without collateral. The members
then provided each other with mutual assistance.
122. !
square
Back to derstand
un
one to on!
what is going
„What is a
newspaper?* “
*from a business point
123. „ I buy a newspaper for news,
comments and background
stories!“
1. busine
ss!
content f
or
readers!
124. s!
2. busines „ With the WSJ I can reach 30%
ders‘
sa les of rea
attention t
o of the decision makers! “
!
marketeers
125. „ I buy the paper since I am
looking for a job.“
3. busines
s !
Matching
demand
and supp
ly e.g. for
jobs!
126. Where do we get a Value
Innovation from? Let‘s find
new customer insights as a
Customers’
starting point
insight
New value
proposition
Business model
innovation
129. How can we find systematically new customer insights?
Buyer Utility Map
Delivery/ Comple-
Buy Usage Service Disposal
Assembly ments
§ Understand how the customers are buying, § How can we improve the buyer‘s utility cycle?
using and disposing the product
§ Can we do more for the customer?
§ Understand the whole lifecycle of customers‘ § Can we leave something to the customer?
utility
Source: cp. Kim, W.C., Mauborgne, R., Knowing a Winning Business Idea when
you see one, HBR Sep-Oct. 2000
130. Where can I start in the buyer utility map? – value
The Dyson Vacuum Cleaner
Dyson =
!
innovation
Starting
Buy
Delivery
Use
Complements
Service
Disposal
Points
Customer
Productivity
Simplicity
Usability
++
Risk
Image
fun
Enviromental
friendlyness
131. Dyson vacuum cleaner – inspired by technology
The vacuum cleaner for men
Dyson =
!
Value
n!
Innovatio
Customer Insights
§ Bags and filters get clogged and restrict
airflow. Loss of suction
§ Vacuum cleaners are marketed as
household aids. Are there different
segments?
Value Proposition for customers
§ Dyson vacuum cleaners have NO bags
and do NOT get clogged due Cyclone
technology. Therefore, NO loss of
suction.
§ Dyson positions itself as technical, highly
engineered products that address men.
Revenue Model
§ Dyson demands premium prices for its
vacuum cleaners.
132. Blacksocks – we save the world from socks problems
Putting
Starting Buy
Delivery
Use
Washing
Disposal
in pairs
Points
Customer
Productivity
Simplicity
Usability
Risk
Image
fun
Enviromental
friendlyness
133. Blacksocks – We solve the world from its socks problems
ks =
Blacksoc
odel
revenue m
!
Socks subscription
innovation
(2001-2008)
Customer Insights
40'000 § Buying socks is no fun
40'000 § Putting socks in pairs even less fun
20% market share! § Good socks are a sign of „Being well
dressed“
in Switzerland*!
30'000 Value Proposition
§ Blacksocks subscription solves all
25'000
problems
§ Always enough new socks
§ No pairing needed since all socks are
20'000 identical
12'000 Revenue Model
10'000 § Upfront payment
10'000 § Easy planning and negative working
capital
0
2001 2002 2005 2008
* premium segment starting at 9CHF!
135. What are the firstt thoughts of the owner?
rs
he fi
What is t your
f
thought o
?!
customer
136. How can we find systematically new customer insights e.g. in an insurance
company?
Customer’s Insurance Utility Map
Understand
Do I need an ▪ Understand how the customers are buying and
Buy Insurance
using your insurance. Look at the emergency
insurance?
case
▪ Understand the whole lifecycle of customers‘
utility not just the parts you are responsible for
Nothing
Pay insurance
happens
Change
Emergency Getting back to ▪ How can we improve the buyer‘s utility cycle?
happens
normal
▪ Can we do more for the customer?
▪ Can we do more to prevent damage?
▪ Can we leave something to the customer?
Claim
settlement
137. With HelpPoints Zurich Insurance improved customer satisfaction AND
achieved lower cost for claim settlement
140. Creating Business model innovations is a creative and
analytical process at the same time. There is a reason
why god gave us two brain hemispheres
141. Buyer Utilitiy Map for Customer Insights
Putting
Starting Buy
Delivery
Use
Washing
Disposal
in pairs
Points
Customer
Productivity
Simplicity
Usability
Risk
Image
fun
Enviromental
friendlyness
142. Develop you
r
business mo
del,
play with al
l
components
!
143. Map your positioning and show your difference
6 Traditional brands No-Name Bosch
5
4
3
2
1
0
-1
145. If you want to find a disruptive business
model innovation you just have to
follow the prescription to the right.
Your success is guaranteed!
146. Sorry, life is not a fairy tale.
You can find sustaining innovation with
a structured process, but not disruptive
business model innovation.
Business model innovation are all about
try and error under high uncertainty
147. The fluidminds way of business model innovation
Understand Unlearn mobilize Ideate
• Find customer insights • Unveil tacit assumptions • Generate
via jobs-to-be-done about the industry • value ideas
• Describe current • Create discomfort with • architectural ideas
business model current situation • revenue ideas
• Understand market
trends
Design Select Prototype Build Learn
• Design new business • Select business models • Execute business model
models • Prototype customer • Gather customer feedback
• Check interdependen-cies Development data
in business model • Write Business Case • Adapt business model
• Select new business model
148. The magic
formular for Customer
utility
great firms
customer
+
value
price
company
+
profit
costs
150. Beware of your existing customers.
They want More-of-the-Same-for-
Less!
Dr. Patrick Stähler. Leuphana University Lüneburg
151. But also it takes time to find new
customers and teach them the
advantages of your solution
Dr. Patrick Stähler | 151
152. Even innovations that are self-evident have no competition do not diffuse easily.
The example of lemon juice and the British Navy
Discovery that lemon juice prevents
scurvy in 1601
146 years
Confirmation of the results
1747
48 years
Introduction to the Navy
1795
70 years
Introduction to the Merchant navy
1865
Source: Mosteller, 1981 cited in Rogers, 1995
153. Business model innovation demands often new consumer behavior. Learning takes
TIME and a GOOD REASON to do so!
§ Have you ever thought of, how
much knowledge consumer have
about the consumption process?
§ Most consumer knowledge is
learned via from other peers
§ To implement a new business
model in the heads of the
consumer takes time!
Explain how
to “get the
right gas” t
o an alien.
Easy, isn‘t it
! ;-)!
154. What is a good strategy?
trend
differenti
focus
ation
build on strengths