SlideShare una empresa de Scribd logo
1 de 8
Descargar para leer sin conexión
E-TYPES
E-TYPES
The Question?
Q. What should the e-Types strategy be going forward?
Should they continue to prefer "edgy" work and build a
reputation for that? Or should they "grow up" and
broaden their approach to appeal to more clients?
Remember, this is an ambitious company; they want to
grow large, but growth costs money -- what direction will
allow them to fulfill their ambitions? Can they make
enough money being edgy? Or must they broaden their
appeal to grow?
A. Going forward e-Types should prefer to remain "edgy"
and use that differenciation to enlarge its profit margins
allowing it to achieve its ambition.
E-TYPES
The Strategy
E-TYPES
Background
• eTypes is a design consultancy
based out of Copenhagen
• It creates beautiful brand identities
based on strong ideas and strategy
• Its style is "edgy" or "Smash the
world" type
• It is build around a small team that
brings with them creative and
business skills.
E-TYPES
Why this Strategy?
• e-Types is result of a collective mind. They are individuals
united by common thinking
• It is important to preserve this synergy which results in
"edgy"
• Opening up to mass market appeal would mean lowering
prices and increasing investment, this could result in lost
focus
• e-Types has already established a position which is more
easily defendable and primed for growth. This should used
as a strength to build the brand on
• Higher margins based on differenciation of intagible will
allow the company to grow and compete against larger
rivals
E-TYPES
How to hyper-differenciate
• Ensure services fit individual customers
• Dig deep into the soul of client and their
strategy
• Incease information around e-Types story and
the services it provides
• Target customers using social networks and
word of mouth
• Increases customer stickiness based on
Intangible - personal touch & wow factor
• All of these efforts will result in reducing the
importance of price for the customer
Short
term
Medium
term
Long
term
E-TYPES
Impact
• As result of the strategy choosen, e-
Types will have to say no to certian
type of customers
• These will be prospects that cannot
be qualified to pay the "premium" of
delight or are looking for
conservative not edgy work.
E-TYPES
Which Design to present
• E-Types should present the "edgy" design
to Team Danmark as it conforms with the
suggested growth strategy.
• By selecting the "edgy" design the
competition will further establish e-Types
as an "edgy" design company and not
send any mixed signals about their
capability

Más contenido relacionado

La actualidad más candente

Strategy for e-Types
Strategy for e-TypesStrategy for e-Types
Strategy for e-TypesTanmay Shah
 
Strategic Management Project
Strategic Management ProjectStrategic Management Project
Strategic Management ProjectShihab Bin Kabir
 
Executive summary for strategy formulation e types
Executive summary for strategy formulation e typesExecutive summary for strategy formulation e types
Executive summary for strategy formulation e typesVenkatesh Chowdary Nagandla
 
Global Strategy, centralization-decentralization debate part ii only[cvg 08]
Global Strategy, centralization-decentralization debate part ii only[cvg 08]Global Strategy, centralization-decentralization debate part ii only[cvg 08]
Global Strategy, centralization-decentralization debate part ii only[cvg 08]Fan DiFu, Ph.D. (Steve)
 
Strategic capability - strategic human resource management
Strategic capability -  strategic human resource managementStrategic capability -  strategic human resource management
Strategic capability - strategic human resource managementmanumelwin
 
Business Level Strategy Group8
Business Level Strategy Group8Business Level Strategy Group8
Business Level Strategy Group8varsitycollege
 
Senior Project - Nissan Marketing Plan
Senior Project - Nissan Marketing PlanSenior Project - Nissan Marketing Plan
Senior Project - Nissan Marketing PlanDennis Dizon Garcia
 
Strategic Management lecture # 11
Strategic Management lecture # 11Strategic Management lecture # 11
Strategic Management lecture # 11Hijratullah Tahir
 
Blue Ocean Strategy Corporate Training Program
Blue Ocean Strategy Corporate Training ProgramBlue Ocean Strategy Corporate Training Program
Blue Ocean Strategy Corporate Training Programguest53f0585
 
Bcg matrix
Bcg matrixBcg matrix
Bcg matrixAjilal
 
On competition chapter 2 what is strategy
On competition chapter 2 what is strategyOn competition chapter 2 what is strategy
On competition chapter 2 what is strategyNIDA Business School
 

La actualidad más candente (20)

Strategy for e-Types
Strategy for e-TypesStrategy for e-Types
Strategy for e-Types
 
Strategic Management Project
Strategic Management ProjectStrategic Management Project
Strategic Management Project
 
Executive summary for strategy formulation e types
Executive summary for strategy formulation e typesExecutive summary for strategy formulation e types
Executive summary for strategy formulation e types
 
Report strategy implementation for e types
Report strategy implementation for e typesReport strategy implementation for e types
Report strategy implementation for e types
 
Global Strategy, centralization-decentralization debate part ii only[cvg 08]
Global Strategy, centralization-decentralization debate part ii only[cvg 08]Global Strategy, centralization-decentralization debate part ii only[cvg 08]
Global Strategy, centralization-decentralization debate part ii only[cvg 08]
 
Strategic management unit iii
Strategic management unit iiiStrategic management unit iii
Strategic management unit iii
 
12 Strategic Product Management - GE-McKinsey Matrix
12 Strategic Product Management -  GE-McKinsey Matrix12 Strategic Product Management -  GE-McKinsey Matrix
12 Strategic Product Management - GE-McKinsey Matrix
 
Reva Swot Analysis
Reva   Swot AnalysisReva   Swot Analysis
Reva Swot Analysis
 
Strategic capability - strategic human resource management
Strategic capability -  strategic human resource managementStrategic capability -  strategic human resource management
Strategic capability - strategic human resource management
 
Business Level Strategy Group8
Business Level Strategy Group8Business Level Strategy Group8
Business Level Strategy Group8
 
Strategic intent
Strategic intentStrategic intent
Strategic intent
 
Senior Project - Nissan Marketing Plan
Senior Project - Nissan Marketing PlanSenior Project - Nissan Marketing Plan
Senior Project - Nissan Marketing Plan
 
Strategic Management lecture # 11
Strategic Management lecture # 11Strategic Management lecture # 11
Strategic Management lecture # 11
 
Business level strategy
Business level strategyBusiness level strategy
Business level strategy
 
Blue Ocean Strategy Corporate Training Program
Blue Ocean Strategy Corporate Training ProgramBlue Ocean Strategy Corporate Training Program
Blue Ocean Strategy Corporate Training Program
 
Bcg matrix
Bcg matrixBcg matrix
Bcg matrix
 
On competition chapter 2 what is strategy
On competition chapter 2 what is strategyOn competition chapter 2 what is strategy
On competition chapter 2 what is strategy
 
Bcg matrix
Bcg matrixBcg matrix
Bcg matrix
 
brand extension.ppt
brand extension.pptbrand extension.ppt
brand extension.ppt
 
Retrenchment Strategies
Retrenchment StrategiesRetrenchment Strategies
Retrenchment Strategies
 

Similar a e-Types business strategy

E_Types_and_Its_Strategy_Dilemma_pptx.pptx
E_Types_and_Its_Strategy_Dilemma_pptx.pptxE_Types_and_Its_Strategy_Dilemma_pptx.pptx
E_Types_and_Its_Strategy_Dilemma_pptx.pptxFA Michael Odiembo
 
Business Swap 2009
Business Swap 2009Business Swap 2009
Business Swap 2009janetoohey
 
IVNAT Partners_2016_Corporate PPT
IVNAT Partners_2016_Corporate PPTIVNAT Partners_2016_Corporate PPT
IVNAT Partners_2016_Corporate PPTIVNAT PARTNERS
 
Effective Low Cost Marketing
Effective Low Cost MarketingEffective Low Cost Marketing
Effective Low Cost MarketingEnterprise4All
 
E types positioning
E types positioningE types positioning
E types positioningEmre Mendi
 
Re thinking your association sponsorship model
Re thinking your association sponsorship modelRe thinking your association sponsorship model
Re thinking your association sponsorship modelBernie Colterman
 
Building a sales organization for scale 2019 07 18 (002)
Building a sales organization for scale 2019 07 18 (002)Building a sales organization for scale 2019 07 18 (002)
Building a sales organization for scale 2019 07 18 (002)Arlen Meyers, MD, MBA
 
Product Management Principles in a Services Company
Product Management Principles in a Services CompanyProduct Management Principles in a Services Company
Product Management Principles in a Services CompanyClifford Dive
 
Product Management Principles in a Services Company (or how to sell brains!)
Product Management Principles in a Services Company (or how to sell brains!)Product Management Principles in a Services Company (or how to sell brains!)
Product Management Principles in a Services Company (or how to sell brains!)Berenice Mann
 
Brandstrategyandarchitecturepresentation 2009-090529000328-phpapp02
Brandstrategyandarchitecturepresentation 2009-090529000328-phpapp02Brandstrategyandarchitecturepresentation 2009-090529000328-phpapp02
Brandstrategyandarchitecturepresentation 2009-090529000328-phpapp02John Durham
 
Loyalty Program Refresher
Loyalty Program RefresherLoyalty Program Refresher
Loyalty Program RefresherSallie Burnett
 
TIAA: A New Generation
TIAA: A New GenerationTIAA: A New Generation
TIAA: A New GenerationCynthia Chen
 

Similar a e-Types business strategy (20)

E-Types and Its Strategy Dilemma
E-Types and Its Strategy DilemmaE-Types and Its Strategy Dilemma
E-Types and Its Strategy Dilemma
 
E_Types_and_Its_Strategy_Dilemma_pptx.pptx
E_Types_and_Its_Strategy_Dilemma_pptx.pptxE_Types_and_Its_Strategy_Dilemma_pptx.pptx
E_Types_and_Its_Strategy_Dilemma_pptx.pptx
 
Sprint Brand Strategy
Sprint Brand StrategySprint Brand Strategy
Sprint Brand Strategy
 
Business Swap 2009
Business Swap 2009Business Swap 2009
Business Swap 2009
 
How to create a campaign brief
How to create a campaign briefHow to create a campaign brief
How to create a campaign brief
 
IVNAT Partners_2016_Corporate PPT
IVNAT Partners_2016_Corporate PPTIVNAT Partners_2016_Corporate PPT
IVNAT Partners_2016_Corporate PPT
 
Effective Low Cost Marketing
Effective Low Cost MarketingEffective Low Cost Marketing
Effective Low Cost Marketing
 
E types positioning
E types positioningE types positioning
E types positioning
 
Re thinking your association sponsorship model
Re thinking your association sponsorship modelRe thinking your association sponsorship model
Re thinking your association sponsorship model
 
Ence on Branding
Ence on BrandingEnce on Branding
Ence on Branding
 
Marketing planning for SMEs
Marketing planning for SMEsMarketing planning for SMEs
Marketing planning for SMEs
 
AE-Media
AE-MediaAE-Media
AE-Media
 
Building a sales organization for scale 2019 07 18 (002)
Building a sales organization for scale 2019 07 18 (002)Building a sales organization for scale 2019 07 18 (002)
Building a sales organization for scale 2019 07 18 (002)
 
Coursera_Assignment.pptx
Coursera_Assignment.pptxCoursera_Assignment.pptx
Coursera_Assignment.pptx
 
Product Management Principles in a Services Company
Product Management Principles in a Services CompanyProduct Management Principles in a Services Company
Product Management Principles in a Services Company
 
2014 09 Product Management principles in a services company
2014 09 Product Management principles in a services company2014 09 Product Management principles in a services company
2014 09 Product Management principles in a services company
 
Product Management Principles in a Services Company (or how to sell brains!)
Product Management Principles in a Services Company (or how to sell brains!)Product Management Principles in a Services Company (or how to sell brains!)
Product Management Principles in a Services Company (or how to sell brains!)
 
Brandstrategyandarchitecturepresentation 2009-090529000328-phpapp02
Brandstrategyandarchitecturepresentation 2009-090529000328-phpapp02Brandstrategyandarchitecturepresentation 2009-090529000328-phpapp02
Brandstrategyandarchitecturepresentation 2009-090529000328-phpapp02
 
Loyalty Program Refresher
Loyalty Program RefresherLoyalty Program Refresher
Loyalty Program Refresher
 
TIAA: A New Generation
TIAA: A New GenerationTIAA: A New Generation
TIAA: A New Generation
 

Último

Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 

Último (20)

Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 

e-Types business strategy

  • 2. E-TYPES The Question? Q. What should the e-Types strategy be going forward? Should they continue to prefer "edgy" work and build a reputation for that? Or should they "grow up" and broaden their approach to appeal to more clients? Remember, this is an ambitious company; they want to grow large, but growth costs money -- what direction will allow them to fulfill their ambitions? Can they make enough money being edgy? Or must they broaden their appeal to grow? A. Going forward e-Types should prefer to remain "edgy" and use that differenciation to enlarge its profit margins allowing it to achieve its ambition.
  • 4. E-TYPES Background • eTypes is a design consultancy based out of Copenhagen • It creates beautiful brand identities based on strong ideas and strategy • Its style is "edgy" or "Smash the world" type • It is build around a small team that brings with them creative and business skills.
  • 5. E-TYPES Why this Strategy? • e-Types is result of a collective mind. They are individuals united by common thinking • It is important to preserve this synergy which results in "edgy" • Opening up to mass market appeal would mean lowering prices and increasing investment, this could result in lost focus • e-Types has already established a position which is more easily defendable and primed for growth. This should used as a strength to build the brand on • Higher margins based on differenciation of intagible will allow the company to grow and compete against larger rivals
  • 6. E-TYPES How to hyper-differenciate • Ensure services fit individual customers • Dig deep into the soul of client and their strategy • Incease information around e-Types story and the services it provides • Target customers using social networks and word of mouth • Increases customer stickiness based on Intangible - personal touch & wow factor • All of these efforts will result in reducing the importance of price for the customer Short term Medium term Long term
  • 7. E-TYPES Impact • As result of the strategy choosen, e- Types will have to say no to certian type of customers • These will be prospects that cannot be qualified to pay the "premium" of delight or are looking for conservative not edgy work.
  • 8. E-TYPES Which Design to present • E-Types should present the "edgy" design to Team Danmark as it conforms with the suggested growth strategy. • By selecting the "edgy" design the competition will further establish e-Types as an "edgy" design company and not send any mixed signals about their capability