If people aren’t telling you that your idea is crazy, then it is likely not a very big idea.” Francis Ford Coppolla This DCA six-step process helps businesses differentiate in crowded markets and positions them for successful implementation of innovation.

1. Innova&on:
Racked,
Packed
&
Stacked
Six
Steps
To
Successful
Innova&on
Dean
Crutchfield
Associates

2. Surviving the Flood
Markets are drowning as a
result of commoditization,
reliance on cost
containment, glib value
propositions, and price
competition. How can
businesses differentiate
themselves while creating
valuable products, services,
and experiences for their
customers? Planning for
growth and innovation
requires a robust and
ambitious business model.
Dean Crutchfield Associates

3. If people aren’t telling
you that your idea is
crazy, then it is likely
not a very big idea.”
Francis Ford Coppolla
This six-step process aims to help
businesses differentiate in
crowded markets and position
them for successful
implementation of innovation.
Dean
Crutchfield
Associates

4. Plan Ahead
A pugnacious CEO once told me
that there are three ways to lose
money: gambling, divorce, and
innovation. With annual US
research and development
spending amongst Booz & Co’s
Global Innovation 1000 at over $500
billion, companies are paying
heavily for the ambition to create.
But how do you plan for new growth
and innovate in those markets
where too many businesses are
armed against commoditization
with glib value propositions and
over-reliance on cost containment,
promotions, product extensions,
and price competition?
Dean
Crutchfield
Associates

5. Plan Ahead
According to a global study by IBM,
today’s CIO spends an average of
55% of his or her time on activities
that spur innovation, and the key
component underpinning all
successful innovations is the
business model.
For a business model to be of value,
it must have three core elements: a
unique central idea that defines
who you are, a grasp of future
market trends, and profitability
from either lower cost base or an
offering that cannot be easily
copied.
Dean
Crutchfield
Associates

6. Plan Ahead
Implementing a differentiated
business model can successfully
unite silos across the enterprise,
turn around opportunities faster,
get customers to stay longer and
pay a premium, resolve internal
crises quicker, and better leverage
the allocation of resources.
Nice to have, but where do you
start? The solution is a combination
of insights from Booz & Company,
Michael Porter, and Philip Kotler
that blend into a six-step process
that can guide organizations to
conquer the challenge of building a
business model geared for
innovation and business
transformation.

7. 1. Know Thyself
The first step of this process is a
brutal assessment of what
business you are in, how the
business is differentiated, and if
and why it is trapped in price
competition hell.
It is then a question of knowing
the appropriate innovation
strategy for an ambitious,
audacious, and imaginative
response. Identifying which
approach is relevant for the
business model has huge
implications for the outcome of
the innovation process and the
allocation of resources.
Dean
Crutchfield
Associates

8. 1. Know Thyself
Booz & Co. have identified 3 types of
businesses strategically placed for
innovation:
Need Seekers – research customers
to explore new products and
services based on insights
Market Readers – focus on value
through incremental change with
proven market trends
Technology Drivers – constantly
rolling out new releases, seeking to
solve the unarticulated needs of
customers via new technology.
Dean
Crutchfield
Associates

9. 2. Know Thyself
Consequently, it is essential to become the ruthless enemy of ambiguity and
ask entirely different sets of questions about the business framework for
analysis can be found in Michael Porter’s five forces: the degree of rivalry in the
category, threat of new entrants, the
chance of substitution, buyer power,
and supplier power. In basic terms,
the framework requires that an
organization evaluate their strategic
position relative to the forces.
By understanding influences such as
competitive threat and supplier
bargaining power, a business can
generate an edge in the category.
Behemoths like McDonald’s, PepsiCo,
and Amazon are thriving global businesses because they fully understand the
dynamics of Porter’s five forces and have successfully adapted their business
models to influence the category in their favor.
Dean
Crutchfield
Associates

10. 3. Aim Past The Target
The third step of creating is to redefine
the business and ascertain whether the
aims are to attract more users and/or
innovate new uses for the product,
service, or experience. Critical for a
successful business model is Philip
Kotler’s 6 Ps:
People – who is your target customer
and why are they buying your product?
Product – what is it/could it be and why
is it unique in the category?
Price – what must be set to cover fixed
and variable costs with a just profit?
Place – where have you chosen to do
(e)business and why?
Promotion – how do customers buy the
products and how should you sell?
Performance – what are the key metrics
that success will be judged?

11. 3. Aim Past The Target
Companies like Penske have built
efficient, hyper-competitive
businesses by consistently honing
their business model to the ever-
changing dynamics of the market
place using the 6 Ps.
Roger Penske, Founder and
Chairman of Penske Corporation
starts with People: “Want more
customer focus or more sales? Ask
every manager at every level to call
“Want more customer focus or
on at least ten customers per week.
more sales?” Roger Penske
It is also a great way to stay atop of
trends. Twenty percent of my time is
spent actively calling customers.”
Dean
Crutchfield
Associates

12. 3. Aim Past The Target
A robust plan must also layer in
government regulations and laws
currently in the market space – an
essential component often
overlooked.
When evaluating countries for
investment or opportunities, look
first at a country’s geopolitical
stability and its laws protecting
property rights: these issues tend to
provide a better long-term view on
market risk and opportunity than
economic indices,” says Dr. Alan
Greenspan, former Chairman of the
U.S. Federal Reserve.
Dean
Crutchfield
Associates

13. 4. Lead Follow Or Get The
Hell Out Of Way
The fourth step requires formulating
a strong leadership team with a shared
vision that will be at the center,
balancing contention with compromise
while simultaneously maintaining focus
on the brand and business goals.
Contrary to popular belief, business
innovation is not about isolation and
competition; it is more often about
cooperation and collaboration inside
the business.
This is best achieved by treating the
leadership team as venture capitalists
that have a stake in the program’s
success.
Dean
Crutchfield
Associates

14. 4. Lead Follow Or Get The Hell
Out Of Way
Success, however, should never be
just about reaching targets: without
non-financial goals, the ship is
rudderless. Therefore the leadership
team needs to define the overarching
ambition for the business that can
help steer the future and act as a
compressed management tool when
making decisions.
Richard Branson of Virgin Group,
confirms that ambitions must come
before financial goals: “I can honestly
say that I have never gone into any
business purely to make money. If
that is the sole motive, then I believe
you are better off doing nothing.”

15. 5. Big Results Require
Big Ambitions
Crucial to success is framing the
financial and strategic objectives of
the business that separates
immediate appetite from real
business requirements. Jim Collins,
author of Good to Great and Built to
Last, asserts that “a conservative,
disciplined approach to growth is a
critical factor in sustaining a great
business model. Though it may
seem counterintuitive, great
companies willingly leave short-
term growth on the table if it means
abandoning proven methods of
long-term growth.”
Dean
Crutchfield
Associates

16. 5. Big Results Require
Big Ambitions
According to McKinsey, 84% of
executives believe innovation is
extremely important for their
company’s growth strategy.
However, the successful
implementation of innovative
products, services, and experiences
is a road paved with strain and
failure.
While building the business, do not
let short-term growth override the
long-term vision that provides a
strong, steadfast strategy to move
forward.
Dean
Crutchfield
Associates

17. 6. Don’t Say, Do
The secret of business innovation is
to “think big, act small, fail fast and
learn rapidly.” It is key not to let pre-
determined goals undermine future
success. As Paul Graham,
entrepreneur and Founder of
Y Combinator said, you need to “get
up and running (bugs and all),
gather feedback, tweak and grow.”
Therefore, to avoid flailing around
like a loose fitting part in a machine,
you need to find the magnetic core
inside the business that will draw
together the company.
Dean
Crutchfield
Associates

18. 6. Don’t Say, Do
“A common vocabulary is not a common
culture” former IBM CEO Lou Gerstner
said of business transformation. “It
requires focus, leadership, and
commitment” to create an authentic
community of motivated thinkers and
doers that can open new channels for
the business and industry.
Google encourages its engineers giving
them one day a week to work on a side
project. The policy has yielded more
than half of the company’s new
offerings in a typical year! So, whether it
is busting a new category or pushing
the boundaries of the establishment,
people are organized and compelled by
ideas that have a clear strategy, form,
and expression.
Dean
Crutchfield
Associates

19. On The Front Foot
With the 21st Century on fast forward,
never has there been a more important
time to innovate in the face of new
faster global competition. Entire new
industries and many existing ones have
transformed to become creators of
valuable ideas and experiences.
Increasingly, civilization is organizing
itself to maximize the generation of new
and better ideas, creating the
infrastructure, education systems, and
innovative organizations that will solve
problems, create value, and change the
world.
So let us say yes to delighting
customers and celebrate imagination
and indefensible creativity to advance
humanity into a brighter future.
Dean
Crutchfield
Associates

20. DCA Help Clients
Sell More Services
Selling
Presentation Skills
Ambition Planning
Pitch Forum
Seize More Opportunity
Brand Strategy
Team Building
Personal Branding
Brand Building
Business Activation
Win More Business
Sharpen Offers
New Business 101
Pitch Boot Camp
Growing Clients
Pitch Doctoring
Dean Crutchfield Associates

21. Our Mission
Achieving growth
For ambitious leaders who are driven to grow fast
Creating new business
Orchestrating and activating accelerated outreach programs
Building efficiencies
Rapidly sourcing the best talent for the business
Improving margins
Rallying teams behind the brand and go-to-market strategy
Boosting win rates
Delivering your best case and winning face forward
Dean Crutchfield Associates

22. Working with DCA
Catalyzing top line growth for clients is what we
thrive on: delivering your best case and winning face,
encourage your people to move the needle north and
sharpen the product offering. DCA (Dean Crutchfield
Associates) achieve growth for clients by tailoring
brand-led techniques that are uniquely participant
centered. We guarantee results. Whether it’s a better
pitch, winning new mandates, a better team or more
fees, you will find our fee in your business within
weeks.
DCA programs have been thoroughly tested and
proven with start-ups and the world’s greatest
brands, uniquely adding immediate value.
When you hire DCA, you get results. If you have the
right people attend the sessions and complete all of
your committed decisions and pilot initiatives and are
still not satisfied or seeing results by the agreed time
frame, we will coach and advise you free until you do!
Dean Crutchfield Associates

23. Global Client Experience
Aviva* McKinsey
BP Metsä Serla*
BT* Nomura*
BSkyB* PepsiCo
Camper & Nicholson PG&E
Carter’s Pitney Bowes
Cellcom* RBS*
CITI Scanfinest*
Comcast Shell
“Dean always cuts to the core of what needs General Electric Smirnoff
to be done and said. He helps bring clarity and Kraft Staples
provides value by being an outsider with no
agenda, so he can help you stand back and see Fila Sunglass Hut
things from different perspectives. Frito-Lay Target
Dean helped us think through solutions and Littlewood’s* Tower of London*
then form the best way to present those McDonald’s Warburg Pincus
solutions in a persuasive and compelling way.”
M50 WGM
*References upon request
* Overseas Project
Dean Crutchfield Associates

24. LET’S
GROW
Dean Crutchfield Associates

25. Contact: Dean@deancrutchfield.com +1 917 239 3303
333 East 34th Street, Ste 15A/B, New York, NY 10016
Dean Crutchfield Associates

26. Dean Crutchfield Associates
Growth Advisors
Dean Crutchfield Associates