Slysowotzhy’s 7 Utility Patterns for Business Success

Posted on Feb 1, 2025 in Other subjects

Slysowotzhy’s 7 Utility Patterns for Business Success

Slysowotzhy proposed 7 categories of utility patterns that underlie the success of companies.

1. Mega Patterns

Mega patterns are patterns that cross and transcend categories and are named according to their strong effect and scope.

  • 1.1. Zero Profit: Exit the business or invent another way to do it.
  • 1.2. Return to Profit: Search for unknown customer needs and build a new business model.
  • 1.3. Convergence: Identify new rules to discover better opportunities and lead that space.
  • 1.4. Stay in the Middle: Be the first to get to the extremes.
  • 1.5. Own Pattern: Create a pattern to align with what is emerging.
  • 1.6. Technology Moves the Board: Shift to where the future is going to be.

2. The Value Chain

Value chains used to be sectoral and are no longer sectoral, and are as follows:

  • 2.1. Disintegration: Specialize and dominate an important link in the chain.
  • 2.2. Pressure on the Value Chain: Improving performance before the neighbors do.
  • 2.3. Strength for the Weakest Link: Linking the success of that link to the organization’s project.
  • 2.4. Reintegration: Reintegrate the most relevant parts of the chain for their profitability.

3. Customers

Determine profits as a result of their decisions.

  • 3.1. Profitability Changes: Invest time and effort in building a system that allows you to measure profitability per customer.
  • 3.2. Micro-segmentation: Identify the most profitable customers and offer them personalized options.
  • 3.3. Power Changes: Rebalancing the power equation.
  • 3.4. Redefinition: Find the most important and profitable customers and project the business around them.

4. Channels

Distribution channels that add value through specialization or scale will grow and win.

  • 4.1. Multiplication: The manufacturer must use the new channels from the beginning.
  • 4.2. Concentration: It is necessary to lead the process and anticipate what the next generation model will be like.
  • 4.3. Compression/Disintermediation: Building direct links too quickly.
  • 4.4. Redefinition: Use the new channel in advance.

5. Products

The product has been a source of income and competitive advantage, profits and value have migrated to other provisions through different patterns.

  • 5.1. Brand-driven: Customers want valuable brands.
  • 5.2. Moved by the “Blockbuster”: Work on the system to generate it.
  • 5.3. Driven by the Profit Multiplier: Challenge the organization and identify the vehicles through which the products are differentiated from the company.
  • 5.4. Moved by the Pyramid: Build protection on the basis of higher incomes.
  • 5.5. Driven by the Solution: Study the customer’s needs.

6. Knowledge

It is a calm, clean and effective form of energy.

  • 6.1. Customer-driven Product: Listen to the message of customer transactions, apply it to generate new offers and develop new systems.
  • 6.2. Knowledge-driven Operations: Transform the experience acquired in the sector into unique knowledge.
  • 6.3. Product Knowledge: Crystallize the experience in a structure that is easy to replicate, sell, learn to use and improve, advertise, sell and improve it.

7. The Organization

The form of organization unites external customers (buyers) with internal ones (talent).

  • 7.1. Skill Change: Observe how the client changes. Identify the skills that will be needed in the future.
  • 7.2. From the Pyramid to the Network: Maximize external exposure. Initiate the necessary organizational changes.
  • 7.3. Cornerstone: To be the undisputed leader in some situation. Get the best adjacent space.

From conventional to digital: Challenging the company mindset. Identify the key business issues and the bits associated with them. Manage them electronically.


Planning Levels

Planning has three levels: strategic, tactical and operational.

1. Strategic planning: It is the broadest and covers the entire organization.

2. Tactical planning: it is the one that covers each department or area of ​​the organization.

3. Operational planning: it is the one that covers each specific task or activity.

strategic planning.

Tactical plans:

  • 1. financial planning
  • 2. production planning
  • 3. marketing planning
  • 4. human resource planning
  • 5. administrative planning.

operational plans

  1. Budget flow, Cash flow, Investment plan, Application plan.
  2. Capacity Plan, Maintenance Plan, Supply Plan, Quality Program, Manpower Usage Plan.
  3. Research project, Sales plan, Advertising plan, Marketing plan, Distribution plan.
  4. Position and salary plan, Incentive plan, Training plan, Recruitment and selection plan, Career plan.
  5. Information technology master plan, organizational structure, process and indicators, infrastructure, shared services plan.

Questions to Create a Strategy

Today

  • What clients do we serve?
  • What are the channels we use?
  • Who are the competitors?
  • Where do the profits come from?
  • What are the skills that make the organization unique?
  • In which final product markets does the organization participate?

Next Five Years

  • Which customers will we serve tomorrow?
  • Through which channels will we serve customers tomorrow?
  • Who will be the competitors tomorrow?
  • Where will profits come from tomorrow?
  • What are the skills that will make the organization unique tomorrow?
  • What end product markets will the organization participate in tomorrow?

Just in case: not before so that they are not useless stock and not after so that their customers do not have to wait.

Organizational mission: the organization’s mission represents its raison d’être or its role in society, it is clearly a definition of the background to the strategic diagnosis.

Organizational vision: it shows an image of the organization in terms of the realization of its purposes in the future. It tries to predict the future but without assuring it in the present.

External strategic diagnosis: seeks to anticipate opportunities and threats in order to realize the vision, mission and objectives of the organization.

Strategic planning is composed of the following elements:

  1. Organizational mission
  2. Organizational vision
  3. External strategic diagnosis
  4. Internal strategic diagnosis
  5. Determinants of success
  6. Strategy formulation.
  7. Strategic plan formulation.

7 Important Elements of a Strategic Plan

A strategic plan is a document that establishes the direction of an organization.

Vision Statement

A vision statement describes the way you envision your business. As such, it should communicate that dream to your employees and customers in an inspirational manner.

Mission Statement

A mission statement describes what you do currently. It often describes what you do, for who, and how. Focusing on your mission each day should enable you to reach your vision. A mission statement could broaden your choices, and/or narrow them.

Core Values

Core values describe your beliefs and behaviors. They are the beliefs you have that will enable you to achieve your vision and mission.

Yearly Objectives

Each long-term goal should have a few one-year objectives that advance your goals. Each objective should be as SMART as possible: Specific, Measurable, Achievable, Realistic, and Time-based.

Action Plans

Each objective should have a plan that details how it will be achieved. The amount of detail depends on the amount of flexibility you want your managers and team to have.

SWOT Analysis

  • What is? It is an acronym for strengths, weaknesses, opportunities and threats.
  • What does it provide? A SWOT analysis provides companies with situational research on their position in the market.
  • What does the SWOT allow you to detect? It allows you to detect and name the important aspects, events and adversaries of your business.
  • Strength. A company’s strength might be its ability to attract local customers, while its weakness might be its inability to penetrate a non-local consumer base.

Long Term Goals

Long-Term Achievable Goals Long-term goals are statements that go one level