Industry is currently evolving; think uber-to-taxi & crypto-to-currency. This course equips attendees with the skills needed to predict and respond to future industry changes by maximising long-term survival and profitability.  It is discipline specific; meaning different courses are run for dentists, chiropractors, optometrists and so on.

The course begins with fundamental business theory about the basis of market competition. Despite common perception, all market competition is based on three, and only three, strategies: dominance, niche and price. One competition basis is not inherently better than another; we cannot say dominance (for example) is always preferred. The choice of competition basis depends on the market fundamentals in which you compete. Attendees are provided with numerous examples from everyday business to help understand the different bases for competition and how they influence competitive effectiveness.

Once competition fundamentals have been understood, we apply them to specific disciplines within the health industry. Trends and changes, current and impending, are highlighted at the societal, industry and consumer level. The resultant impact of each trend for each health discipline are discussed: highlighting changes we can expect to see in the reasonable future, the winners and losers of each change as the industry currently stands, and ways to be a winner as the industry evolves; using learnings from business theory, international health markets, other health disciplines and markets outside the health industry. The course concludes with a brief introduction to disruptive thinking as an alternative to traditional competition fundamentals (Question 3 in the series).

-evolve {because evolution works}           

What market am I in? At first glance, the answer appears obvious and of limited value. I’m a, for example, dental practice in the dental market … so what? Attendees at this course will learn that defining a market is a complex process which hugely impacts 1) which customers you can attract, 2) the way you engage with customers and 2) your ability to compete against other practices in your market. The objective of the course is to leave with the skills needed to rethink competitive positioning, customer acquisition and customer retention. Content includes theory delivery, real world examples, and workshops to apply taught concepts to dental practices.

1. Market Dynamics:

• Correctly identifying market scope

• Methods to segment markets & the impact on market position

• Understanding the key goal of marketing – push versus pull

• Understanding how market scope and segmenting methods impacts marketing possibilities

• Understanding the key psychological principles underlying marketing

2. Value Chain Dynamics:

• Defining and understanding your market position using value chains

• Understanding how to use value chain analysis for macro competitive advantage: market position, sources of possible competitive advantage

• Understanding how to use value chain analysis for micro competitive advantage: process analysis, continuous improvement, quality control, efficiency, effectiveness and risk management

• Understanding sales funnels and how these relate to value chain positioning

• Understanding the importance of upstream strategic partnerships for marketing ROI

3. Competition Dynamics:

• Understanding the importance of identifying the different organisational structures in your market

• Understanding how the different competition strategies relate to organisational structure

• Understanding how organisational structure influences choices for competitive advantage

• Understanding how SWOT analysis allows proper market positioning

-evolve {because evolution works} 

We are in the age of paradigm shift whereby business models are rapidly evolving in response to greatly altered customer needs: goodbye landline phones, telephone directories, and staffed checkouts. If we look closely, consumer needs have not changed. The way in which value is delivered has changed as the wider business environment changes.

This is an intensive, hands-on course, which fundamentally challenges the way attendees think about business. Attendees learn how to unpack disruptive innovations, like uber-to-taxi, so they can be applied in their own practice using a series of case-studies, workshops and activities. The concepts taught in this course are an alternative to traditional performance improvement methods; capable of inducing transformational changes which will set you apart from practices competing on traditional methods. The course is stand-alone like all courses in the series. However, it is very strongly recommended that attendees complete course 1 & 2 so they may fully appreciate and utilise their new skills.

Key concepts include:

• Innovation

• Entrepreneurship

• Disruptive thinking

• Paradigm shifts

• Problem-value-solution dynamic

• Push based economics

• Value-based market competition

• Value-change drivers

• Sustainable competitive advantage

-evolve {because evolution works} 

Every business needs a plan to thrive; whether than plan is in the practice owner’s head, scribbled on a napkin or documented in a 50-page plan. The traditional approach to business planning is front-heavy: businesses periodically produce business plans with a huge amount of up-front analysis that sets their direction for the next 3-5 years. This helicopter approach has been increasingly rejected by the business community in recognition of that fact that markets are increasingly fluent and businesses who plan upfront may restrict their ability to capitalise on market dynamisms. 

For this reason, business plans have become a series of business hypotheses using evidence‐based feedback cycles.  Today's business plans are responsive, experimental models that continuously evolve and refine – as opposed to static targets to strive toward. This can be likened to the shift from paternalistic to patient‐centred care, patients and their feedback have become key to successful business plan development; which is no longer set and forget. Attendees will learn the skills to formulate, and refine, responsive business plan. 

Key topics include:

1. Business model canvas

2. Pivoting

3. Minimum viable product

4. Key partners

5. Key activities

6. Key resources

7. Value propositions

8. Customer relationships

9. Channels

10. Customer segments

11. Cost structure

12. Revenue stream

-evolve {because evolution works}