“competitive strategy is about being different. it means deliberately choosing to perform...
TRANSCRIPT
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“Competitive strategy is about
being different. It means
deliberately choosing to perform
activities differently or to perform
different activities than rivals to
deliver a unique mix of value.”
Michael E. Porter
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Corporate strategy is basically concerned with the choice of businesses, products and markets. It tries to answer certain key questions:
(i) What businesses the firm should be in, in terms of the range of products it supplies. Punjab Tractors is a specialized company. It is involved almost exclusively in the manufacture of tractors. Hindustan Lever Ltd. is highly diversified with interests in soaps, tea, washing powders, detergents, tooth pastes, shampoo, creams, salt, hair oils etc.
(ii) What should be the optional geographic spread of activities for the firm? In the restaurant business, most firms serve small local markets, whereas McDonald’s operates in more than one hundred countries throughout the world.
(iii) What range of vertically linked activities should the firm encompass? Reliance Industries is a key player in each of the products in the Petrochemical—Fibre intermediate chain (synthetic textiles, PSF, PFY, PTA MEG)
(iv) How the corporate office should manage its group of businesses? Corporate strategy spells out the businesses in which the firm will participate, the markets it will serve and the customer needs it will satisfy.
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The five Generic Competitive Strategies
Five Competitive Strategies
Low-Cost Provider Strategies
Differentiation Strategies
Best-Cost Provider Strategies
Focused (or Market Niche) Strategies
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Ch 5 -4
Long Term Objectives
Quantitative
Measurable
Realistic
Understandable
Challenging
Hierarchical
Obtainable
Congruent
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Ch 5 -5
Financial vs. Strategic Objectives
Financial ObjectivesGrowth in revenues
Growth in earnings
Higher dividends
Larger profit margins
Greater ROI
Higher earnings per share
Rising stock price
Improved cash flow
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Ch 5 -6
Financial vs. Strategic ObjectivesStrategic Objectives Larger market share Quicker on-time delivery than rivals Shorter design-to-market times than rivals Lower costs than rivals Higher product quality than rivals Wider geographic coverage than rivals Achieving technological leadership Consistently getting new or improved
products to market ahead of rivals
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Ch 5 -7
Not Managing by Objectives
Managing by Extrapolation – “If it ain’t broke, don’t fix it”
Managing by Crisis – The true measure of a good strategist is the ability to fix problems
Managing by Subjectives – “Do your own thing, the best way you know how”
Managing by Hope – The future is full of uncertainty and if at first you don’t succeed, then you may on the second or third try
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Ch 5 -8
The Balanced Scorecard
Robert Kaplan & David Norton –
Strategy evaluation & control technique
Balance financial measures with nonfinancial measures
Balance shareholder objectives with customer & operational objectives
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Cont….
R S Kaplan and D P Norton came out with a popular, balanced score card
approach in early 90s linking corporate goals with strategic actions
undertaken at the business unit, departmental and individual level. The
score-card allows managers to evaluate a firm from different
complementary perspectives. The arguments run thus:
(i)A firm can offer superior returns to stockholders if it has a competitive
advantage in its product or service offerings when compared to its rivals.
(ii)(ii) In order to sustain a competitive advantage, a firm must offer
superior value to customers.
(iii) (iii) This, in turn, requires development of operations with necessary
capabilities.
(iv) (iv) In order to develop the needed operational capabilities, a firm
requires the services of employees having requisite skills, creativity,
diversity and motivations. Thus, the performance as assessed in one
perspective supports performance in other areas—as shown below:
The Balanced Score Card: A Balanced Approach
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Financial
EVA
Profitability
Growth
Customer
Differentiation
Cost
Quick Response
Operations
Product Development
Demand Management
Order Fulfilment
Organisational
Leadership
Organisational Learning
Ability to Change
Four Perspectives of the Balanced Scorecard
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Ch 5 -11
Levels of Strategies –Large Company
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Ch 5 -12
Levels of Strategies –Small Company
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Strategy and Competitive Advantage
Competitive advantage exists when a firm’s strategy gives it an edge in Attracting customers and Defending against competitive forces
Convince customers firm’s product / service offers superior value A good product at a low price A superior product worth paying more for A best-value product
Key to Gaining a Competitive Advantage
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What Is“Competitive Strategy”?
Deals exclusively with a company’sbusiness plans to compete successfully
Specific efforts to please customers
Offensive and defensive movesto counter maneuvers of rivals
Responses to prevailing market conditions
Initiatives to strengthen its market position
Narrower in scope than business strategy
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The Five GenericCompetitive Strategies
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Make achievement of meaningful lower coststhan rivals the theme of firm’s strategy
Include features and services in productoffering that buyers consider essential
Find approaches to achieve a cost advantagein ways difficult for rivals to copy or match
Low-cost leadership means lowoverall costs, not just low
manufacturing or production costs!
Keys to Success
Low-Cost Provider Strategies
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Option 1: Use lower-cost edge to
Underprice competitors and attractprice-sensitive buyers in enoughnumbers to increase total profits
Option 2: Maintain present price, be content with present market share, and use lower-cost edge to
Earn a higher profit margin oneach unit sold, therebyincreasing total profits
Options: Achieving a Low-CostAdvantage
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Nucor Corporation’sLow-Cost Provider Strategy
Eliminate some production processes from value chain used by traditional integrated steel mills; cut investment in facilities and equipment
Eliminate some production processes from value chain used by traditional integrated steel mills; cut investment in facilities and equipment
Strive hard for continuous improvement in the efficiency of its plants and frequently invest in state-of-the art equipment to reduce unit costs
Strive hard for continuous improvement in the efficiency of its plants and frequently invest in state-of-the art equipment to reduce unit costs
Carefully select plan sites to minimize inbound and outbound shipping costs and to take advantage of low rates for electricity
Carefully select plan sites to minimize inbound and outbound shipping costs and to take advantage of low rates for electricity
Hire a nonunion workforce that uses team-based incentive compensation systems
Hire a nonunion workforce that uses team-based incentive compensation systems
Heavily emphasize consistent product quality and maintain rigorous quality systems
Heavily emphasize consistent product quality and maintain rigorous quality systems
Minimize general and administrative expenses by maintaining a lean staff at corporate headquarters and allowing only 4 levels of management
Minimize general and administrative expenses by maintaining a lean staff at corporate headquarters and allowing only 4 levels of management
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Do a better job than rivals of performing value chain activities
efficiently and cost effectively
Revamp value chain to bypass cost-producing activities that add little
value from the buyer’s perspective
Approach 1
Approach 2Control costs!
By-pass costs!
Approaches to Securing a Cost Advantage
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Approach 1: Controllingthe Cost Drivers
Capture scale economies; avoid scale diseconomies Capture learning and experience curve effects Manage costs of key resource inputs Consider linkages with other activities in value chain Find sharing opportunities with other business units Compare vertical integration vs. outsourcing Assess first-mover advantages vs. disadvantages Control percentage of capacity utilization Make prudent strategic choices related to operations
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Approach 2: Revampingthe Value Chain
Make greater use of Internet technology applications Use direct-to-end-user sales/marketing methods Simplify product design Offer basic, no-frills product/service Shift to a simpler, less capital-intensive, or more flexible
technological process Find ways to bypass use of high-cost raw materials Relocate facilities closer to suppliers or customers Drop “something for everyone” approach and focus on
a limited product/service
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Keys to Success in AchievingLow-Cost Leadership Scrutinize each cost-creating activity, identifying cost drivers Use knowledge about cost drivers to manage
costs of each activity down year after year Find ways to restructure value chain to eliminate
nonessential work steps and low-value activities Work diligently to create cost-conscious corporate cultures
Feature broad employee participation in continuous cost-improvement efforts and limited perks for executives
Strive to operate with exceptionally small corporate staffs
Aggressively pursue investments in resources and capabilities that promise to drive costs out of the business
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Characteristics of aLow-Cost Provider
Cost conscious corporate culture
Employee participation in cost-control efforts
Ongoing efforts to benchmark costs
Intensive scrutiny of budget requests
Programs promoting continuous cost improvementSuccessful low-cost producers champion
frugality but wisely and aggressivelyinvest in cost-saving improvements !
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When Does a Low-CostStrategy Work Best?
Price competition is vigorous Product is standardized or readily available
from many suppliers There are few ways to achieve
differentiation that have value to buyers Most buyers use product in same ways Buyers incur low switching costs Buyers are large and have
significant bargaining power Industry newcomers use introductory low prices to
attract buyers and build customer base
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Pitfalls of Low-Cost Strategies
Being overly aggressive in cutting price
Low cost methods are easily imitated by rivals
Becoming too fixated on reducing costsand ignoring Buyer interest in additional features
Declining buyer sensitivity to price
Changes in how the product is used
Technological breakthroughs open up cost reductions for rivals
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Differentiation Strategies
Incorporate differentiating features that cause buyers to prefer firm’s product or service over brands of rivals
Find ways to differentiate that create value for buyers and are not easily matched or cheaply copied by rivals
Not spending more to achieve differentiationthan the price premium that can be charged
Objective
Keys to Success
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Benefits of Successful Differentiation
A product / service with unique, appealing attributes allows a firm to
Command a premium price and/or
Increase unit sales and/or
Build brand loyalty
= Competitive Advantage
Whichhat is
unique?
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Types of Differentiation Themes
Unique taste -- Dr. Pepper Multiple features -- Microsoft Windows and Office Wide selection and one-stop shopping -- Home Depot
and Amazon.com Superior service -- FedEx, Ritz-Carlton Spare parts availability -- Caterpillar More for your money -- McDonald’s, Wal-Mart Prestige -- Rolex Quality manufacture -- Honda, Toyota Technological leadership -- 3M Corporation Top-of-line image -- Ralph Lauren, Chanel, Cross
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Sustaining Differentiation: Keys to Competitive Advantage Most appealing approaches to
differentiation Those hardest for rivals to match or imitate Those buyers will find most appealing
Best choices to gain a longer-lasting, more profitable competitive edge New product innovation Technical superiority Product quality and reliability Comprehensive customer service Unique competitive capabilities
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Where to Find Differentiation Opportunities in the Value Chain
Purchasing and procurement activities Product R&D and product design activities Production process / technology-related
activities Manufacturing / production activities Distribution-related activities Marketing, sales, and customer service
activities
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Where to Find Differentiation Opportunities in the Value Chain
InternallyPerformedActivities, Costs, &Margins
Activities, Costs, &
Margins ofSuppliers
Buyer/UserValue
Chains
Activities, Costs,
& Margins of
Forward ChannelAllies &
Strategic Partners
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How to Achieve aDifferentiation-Based Advantage
Approach 1
Incorporate features/attributes that raise theperformance a buyer gets out of the product
Approach 2
Incorporate features/attributes that enhance buyer satisfaction in non-economic or intangible ways
Approach 3
Compete on the basis of superior capabilitiesApproach 4
Incorporate product features/attributes thatlower buyer’s overall costs of using product
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Importance of Perceived Value
Buyers seldom pay for value that is not perceived
Price premium of a differentiation strategy reflects
Value actually delivered to the buyer and
Value perceived by the buyer
Actual and perceived value can differ when buyers are unable to assess their experience with a product
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Signaling Value as Wellas Delivering Value Incomplete knowledge of buyers causes them to
judge value based on such signals as Price Attractive packaging Extensive ad campaigns Ad content and image Characteristics of seller
Facilities Customers Professionalism and personality of employees
Signals of value may be as important as actual value when Nature of differentiation is hard to quantify Buyers are making first-time purchases Repurchase is infrequent Buyers are unsophisticated
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When Does a DifferentiationStrategy Work Best? There are many ways to differentiate a product
that have value and please customers
Buyer needs and uses are diverse
Few rivals are following a similardifferentiation approach
Technological change andproduct innovation are fast-paced
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When Does a DifferentiationStrategy Work Best?
There are many ways to differentiate a product that have value and please customers
Buyer needs and uses are diverse
Few rivals are following a similar differentiation approach
Technological change andproduct innovation are fast-paced
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Pitfalls ofDifferentiation Strategies Buyers see little value in unique attributes of product Appealing product features are easily copied by rivals Differentiating on a feature buyers do not perceive as
lowering their cost or enhancing their well-being Over-differentiating such that product
features exceed buyers’ needs Charging a price premium buyers perceive is too high Not striving to open up meaningful gaps in quality,
service, or performance features vis-à-vis rivals’ products
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Best-Cost Provider Strategies Combine a strategic emphasis on low-cost
with a strategic emphasis on differentiation Make an upscale product at a lower cost Give customers more value for the money
Deliver superior value by meeting or exceeding buyer expectations on product attributes and beating their price expectations
Be the low-cost provider of a product with good-to-excellent product attributes, then use cost advantage to underprice comparable brands
Objectives
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A best-cost provider’s competitive advantage comes from matching close rivals on key product attributes and beating them on price
Success depends on having the skills and capabilities to provide attractive performance and features at a lower cost than rivals
A best-cost producer can often out-compete botha low-cost provider and a differentiator when Standardized features/attributes
won’t meet diverse needs of buyers Many buyers are price and value sensitive
Competitive Strength of a Best-Cost ProviderStrategy
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A best-cost provider may get squeezed between strategies of firms using low-cost and differentiation strategies
Low-cost leaders may be able to siphoncustomers away with a lower price
High-end differentiators may be able tosteal customers away with better product attributes
Risk of a Best-CostProvider Strategy
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Focus / Niche Strategies
Involve concentrated attention on a narrow piece of the total market
Serve niche buyers better than rivals
Choose a market niche where buyers have distinctive preferences, special requirements, or unique needs
Develop unique capabilities to serve needs of target buyer segment
Objective
Keys to Success
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Geographic uniqueness
Specialized requirements inusing product/service
Special product attributesappealing only to niche buyers
Approaches to Defininga Market Niche
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Examples of Focus Strategies
eBay Online auctions
Porsche Sports cars
Jiffy Lube International Maintenance for motor vehicles
Pottery Barn Kids Children’s furniture and accessories
Bandag Specialist in truck tire recapping
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Focus / Niche Strategiesand Competitive Advantage
Achieve lower costs thanrivals in serving the segment --
A focused low-cost strategy
Offer niche buyers somethingdifferent from rivals --
A focused differentiation strategy
Approach 1
Approach 2 Which hat is
unique?
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What Makes a NicheAttractive for Focusing? Big enough to be profitable and offers good growth
potential Not crucial to success of industry leaders Costly or difficult for multi-segment competitors
to meet specialized needs of niche members Focuser has resources and capabilities
to effectively serve an attractive niche Few other rivals are specializing in same niche Focuser can defend against challengers via superior
ability to serve niche members
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Risks of a Focus Strategy
Competitors find effective ways to matcha focuser’s capabilities in serving niche
Niche buyers’ preferences shift towards product attributes desired by majority of buyers – nichebecomes part of overall market
Segment becomes so attractive it becomes crowded with rivals, causing segment profits to be splintered
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Deciding Which Generic Competitive Strategy to Use Each positions a company differently in its market and
competitive environment Each establishes a central theme for how a company
will endeavor to outcompete rivals Each creates some boundaries for maneuvering as
market circumstances unfold Each points to different ways of experimenting with the
basics of the strategy Each entails differences in product line, production
emphasis, marketing emphasis, and means to sustainthe strategy
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Deciding Which Generic Competitive Strategy to Use
Each positions a company differently in its market Each establishes a central theme for how a company
will endeavor to outcompete rivals Each creates some boundaries for maneuvering as
market circumstances unfold Each points to different ways of experimenting with the
basics of the strategy Each entails differences in product line, production
emphasis, marketing emphasis, and means to sustain the strategy
The big risk – Selecting a “stuck in the middle” strategy!
This rarely produces a sustainable competitiveadvantage or a distinctive competitive position.
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Ch 5 -50
Types of Strategies
Vertical IntegrationStrategies
Forward Integration
BackwardIntegration
HorizontalIntegration
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Ch 5 -51
Vertical Integration Strategies
ForwardIntegration
Gaining ownership or increased control over distributors or retailers
BackwardIntegration
Seeking ownership or increased control of a firm’s suppliers
HorizontalIntegration
Seeking ownership or increased control over competitors
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Ch 5 -52
Types of Strategies
IntensiveStrategies
MarketPenetration
MarketDevelopment
ProductDevelopment
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Ch 5 -53
Intensive Strategies
MarketPenetration
Seeking increased market share for present products or services in present markets through greater marketing efforts
Market Development
Introducing present products or services into new geographic areas
ProductDevelopment
Seeking increased sales by improving present products or services or developing new ones
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Ch 5 -54
Types of Strategies
DiversificationStrategies
Related Diversification
Unrelated Diversification
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Ch 5 -55
Diversification Strategies
Related Diversification
Adding new but related products or services
Unrelated Diversification
Adding new, unrelated products or services
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Ch 5 -56
Types of Strategies
DefensiveStrategies
Retrenchment
Divestiture
Liquidation
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Ch 5 -57
Defensive Strategies
RetrenchmentRegrouping through cost and asset reduction to reverse declining sales and profit
Divestiture Selling a division or part of an organization
LiquidationSelling all of a company’s assets, in parts, for their tangible worth
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Ch 5 -58
Means for Achieving Strategies
Cooperation among competitors Joint venture / partnering Merger / acquisition First mover advantages Outsourcing
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Ch 5 -59
Strategic Management in Nonprofit and Governmental Organizations
Educational Institutions
Medical Organizations
Governmental Agencies and Departments
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Cont….
Outsourcing in Indian Companies
TV Sets
National Panasonic
The company is outsourcing its colour television assembling processes from Salora, preferring to direct its resources to leveraging the equity of its famous brand and on breaking into a crowded marketplace.
Ciba-Geigy Since marketing has become crucial, the company focuses on it, buying all its bottling, packaging, and stamping since these are commoditised aspects where it can expect to add little value itself.
Pharmaceuticals
Mahindra Ford
Entering a crowded market, it will focus on its core function of assembly, keeping start -up costs as low as possible, and is outsourcing 40 per cent of its components, its warehousing as well as its distribution.
Indo Rama
With global markets for yarns still expanding, the company had opted to focus on its core strength instead of integrating. Since production is crucial, it outsources marketing, distribution, and warehousing .
Jenson & Nicholson
Intent on catching up with the leaders, the company has invested in marketing and distribution. Unable to integrate backwards, therefore, it has to outsource all its chemicals and raw materials.
Automobiles
Textiles Paints
Industry