The analysis
Eliminate
Measured against what the market does, not against EKANA today. This and the next page are what pays for the raises and the creations after them.
Eliminate
we stop doing these
- Supplier-brand-led choice
- Fragmented club responsibility
Reduce
we do less of these
- Catalogue breadth
- Price level and the total economic burden
- Delivery speed as a competitive promise
- Premium-quality emphasis
- Replacement frequency as a competitive story
Raise
we do more of these
- Small orders and replenishment
- Club shop and payment handling
- Money back to club
- Flexibility of deal terms
- Ease and speed of custom design
- Fully custom design
Create
nobody offers these
- The club as a community identity
- Local business participation beyond sponsorship
- A unified club sportswear identity
- The integrated club care layer
Supplier-brand-led choice hypothesis
Original factor. A brand name people know
What the market does. Every group on the canvas sells its own name first. The big brands score 5 on a badge a president can show and price at 5 to match it; the local shop trades on a name the town already knows; the custom specialists lead with who they are before they lead with what the club would get. The industry's opening line is choose us because of us.
What EKANA does instead. EKANA stops asking to be chosen for its own name. The offer is judged on what the club and the town end up with, and EKANA's mark sits beside the club's the way a collaborator's does rather than replacing it.
The nuance. This is not a decision to stay unknown. The ambition is that EKANA becomes known as the company that helps small clubs look professionally cared for and gets their towns behind them. That is a result of the proposition working, not the way into the room. EKANA is at 1 on this factor today, so nothing is being given up in practice; what is being eliminated is the industry's assumption that this is what a club buys.
Fragmented club responsibility hypothesis
Original factor. None of the original twelve. This is the buyer-burden dimension the as-is canvas never measured, added separately under club_burden and marked as a hypothesis.
What the market does. Every supplier group sells the club a product and hands back the coordination. The club collects sizes, chases money, receives loose deliveries, sorts and stores them, and handles replacements and late registrations. Anything beyond the match kit is a separate errand the club would have to go and arrange, which is most of the reason it never does. Nobody in the market treats that work as part of what is being sold.
What EKANA does instead. The system removes the fragmentation rather than a person absorbing it. Families order and pay for themselves against a fixed deadline, the order arrives consolidated and packed per player in one delivery, replacements have a defined route, and the off-pitch and community products run through the same relationship instead of needing a second and third supplier the club was never going to go and find.
The nuance. This does not mean EKANA personally performs all those functions, and it does not mean the club does nothing. The club keeps the work only it can do: deciding what matters locally, bringing the people and the stories, fronting the campaigns. What goes is the repetitive coordination, not the club's role.