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STRATEGY AND COMPETITIVE ADVANTAGE

CHAPTER 5 . STRATEGY AND COMPETITIVE ADVANTAGE. Screen graphics created by: Jana F. Kuzmicki, PhD, Indiana University Southeast. Chapter Outline. Generic Competitive Strategies Low-Cost Leadership Strategy Broad Differentiation Strategies Best-Cost Provider Strategies

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STRATEGY AND COMPETITIVE ADVANTAGE

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  1. CHAPTER 5 STRATEGY AND COMPETITIVE ADVANTAGE Screen graphics created by: Jana F. Kuzmicki, PhD, Indiana University Southeast

  2. Chapter Outline • Generic Competitive Strategies • Low-Cost Leadership Strategy • Broad Differentiation Strategies • Best-Cost Provider Strategies • Focused Low-Cost Strategies • Focused Differentiation Strategies • Vertical Integration Strategies • Cooperative Strategies • Offensive and Defensive Strategies • First-Mover Advantages and Disadvantages

  3. Strategy andCompetitive Advantage • COMPETITIVE ADVANTAGEexists when a firm’s strategy gives it an edge in • Defending against competitive forces and • Securing customers • Convince customers firm’s product / service offers SUPERIOR VALUE • Offer buyers a good product at a lower price • Use differentiation to provide a better productbuyers think is worth a premium price Key to Success

  4. What Is Competitive Strategy? • Consists of business approaches to • Attract customers, fulfilling their expectations • Withstand competitive pressures • Strengthen market position • Includes offensive and defensive moves to • Counter actions of key rivals • Shift resources to improve long-term market position • Respond to prevailing market conditions • Narrower in scope than business strategy

  5. Objectives of Competitive Strategy • Build a COMPETITIVE ADVANTAGE • Cultivate clientele of LOYAL CUSTOMERS • Knock the socks off rivals, ethically andhonorably

  6. The Five GenericCompetitive Strategies Type of Advantage Sought Lower Cost Differentiation Overall Low-Cost Leadership Strategy Broad Differentiation Strategy Broad Range of Buyers Best-Cost Provider Strategy Market Target Focused Low-Cost Strategy Focused Differentiation Strategy Narrow Buyer Segment or Niche

  7. A Low-Cost Leadership Strategy • Open up a sustainable cost advantage over rivals, using lower-cost edge as a basis either to • Under-price rivals and reap market share gains OR • Earn higher profit margin selling at going price Objective

  8. Approach 1: Controlling the 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

  9. Approach 2: Revamping the Value Chain • Simplify product design • Offer basic, no-frills product/service • Shift to a simpler, less capital-intensive, or more streamlined technological process • Find ways to bypass use of high-cost raw materials • Use direct-to-end user sales/marketing approaches • Relocate facilities closer to suppliers or customers • Reengineer core business processes---be creative in finding ways to eliminate value chain activities • Use PC technology to delete works steps, modify processes, cut out cost-producing activities

  10. Differentiation Strategies • Incorporate differentiating features that cause buyers to prefer firm’s product or service over the brands of rivals • Find ways to differentiate that CREATE VALUEfor buyers and that are NOT EASILY MATCHEDorCHEAPLY COPIEDby rivals • Not spending more to achieve differentiation than the price premium that can be charged Objective Keys to Success

  11. Sustaining Differentiation: The Key to Competitive Advantage • Most appealing approaches to differentiation: • Those hardest for rivals to match or imitate • Those buyers will find most appealing • Best choices for gaining a longer-lasting, more profitable competitiveedge: • New product innovation • Technical superiority • Product quality and reliability • Comprehensive customer service

  12. Activities, Costs, & Margins of Suppliers Internally Performed Activities, Costs, & Margins Buyer/User Value Chains Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners Where to Find Differentiation Opportunities in the Value Chain • Purchasing and procurement activities • Product R&D activities • Production R&D; technology-related activities • Manufacturing activities • Outbound logistics and distribution activities • Marketing, sales, and customer service activities

  13. Signaling Value as Well as Delivering Value • Buyers seldom pay for value that is not perceived • 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

  14. 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 • Create superior value by MEETING OR EXCEEDINGbuyer expectations on product attributes and BEATING their price expectations • Be the low-cost producer of a product with GOOD-TO-EXCELLENT product attributes, then use cost advantage to UNDERPRICEcomparable brands Objectives

  15. What Makes a NicheAttractive for Focusing? • Big enough to be profitable • Good growth potential • Not crucial to success of major competitors(making it unlikely they will compete hard in niche) • Focuser has resources to effectively serve segment • Focuser can defend against challengers via superior ability to serve buyers in segment and customer goodwill

  16. The Competitive Strength ofFocus/Niche Strategies • RIVAL COMPETITORS do not have matching capabilities to meet specialized needs of niche members • Focuser’s competencies/capabilities act as a barrierto POTENTIAL ENTRANTS • Focuser’s competencies/capabilities pose obstacle to sellers of SUBSTITUTES • Focuser’s unique ability to meet niche buyers’ needs can blunt bargaining leverage of powerful BUYERS

  17. Activities, Costs, & Margins of Suppliers Internally Performed Activities, Costs, & Margins Buyer/User Value Chains Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners Vertical Integration Strategies • Vertical integration extends a firm’s competitive scope within same industry • Backward into sources of supply • Forward toward end-users of final product • Can aim at either full or partial integration

  18. Unbundling andOutsourcing Strategies Involves not performing certain value chain activities internally and relying on outside vendors to perform needed activities and services Concept

  19. Pros and Cons of Vertical Integration • The appeal of a vertical integration strategy depends on • Its ability to enhance performance of strategy-critical activities by • Lowering costs or • Increasing differentiation • Its impact on • Resource requirements • Flexibility and response times • Administrative overhead of coordination • Its ability to create a competitive advantage

  20. Cooperative Strategies Companies sometimes use strategic alliances or strategic partnerships or collaborative agreements to complement their own strategic initiatives and strengthen their competitiveness. Such cooperative strategies go beyond normal company-to-company dealings but fall short of merger or formal joint venture

  21. The Building and Eroding of Competitive Advantage Buildup Period Benefit Period Erosion Period Size of Competitive Advantage Size of Competitive Advantage Achieved Strategic Moves Produce Competitive Advantage Moves by Rivals Reduce Competitive Advantage Time

  22. Attacking Competitor Strengths Appeal • Gain market share by out-matching strengths of weaker rivals • Whittle away at a rival’s competitive advantage Challenging strong competitors with a lower price is foolhardy unless the aggressor has a COST ADVANTAGEor advantage of GREATER FINANCIAL STRENGTH!

  23. Options for Attackinga Competitor’s Strengths • Offer equally good product at a lower price • Offer a better product at the same price • Leapfrog into next-generation technologies • Add appealing new features • Run comparison ads • Construct new plant capacity • Offer a wider product line • Develop bettercustomer service capabilities

  24. Attacking Competitor Weaknesses Basic Approach Concentrate company strengths and resources directly against a rival’s weaknessesWeaknesses to Attack • Geographic regions where rival is weak • Segments rival is neglecting • Go after those customers a rival is least equipped to serve • Rivals with weaker marketing skills • Introduce new models exploiting gaps in rivals’ product lines

  25. Preemptive Strikes Approach Involves moving first to secure an advantageous position that rivals are foreclosed or discouraged from duplicating!

  26. Preemptive Strike Options • Expand capacity ahead of demand in hopes of discouraging rivals from following suit • Tie up best or cheapest sources of essential raw materials • Move to secure best geographic locations • Obtain business of prestigious customers • Build an image in buyers’ minds that is unique & hard to copy • Secure exclusive or dominant access to best distributors • Acquire desirable, but struggling, competitor

  27. Choosing Whom to Attack • Four types of firms can be the target of an offensive: • Market leaders • Runner-up firms • Struggling rivals on verge of going under • Small local or regional firms not doing a good jobfor their customers

  28. Offensive Strategy andCompetitive Advantage • STRATEGIC OFFENSIVEoptions offering strongest basis for COMPETITIVE ADVANTAGE • Develop lower-cost product design • Make changes in production operations that lower costs or enhance differentiation • Develop product features that deliver superior performance or lower users’ costs • Give more responsive customer service • Escalate marketing effort • Pioneer new distribution channel • Sell direct to end-users

  29. Offensive Strategy Principle The chances for a successful offensive initiative are improved when it is based on a company’s resource strengths and strongest competencies and capabilities.

  30. Defensive Strategy Objectives • Fortify firm’s present position • Help sustain any competitive advantage held • Lessen risk of being attacked • Blunt impact of any attack that occurs • Influence challengers to aim attacks at other rivals

  31. Defensive Strategies: Approaches Approach 1 Block avenues challengers can take in mounting offensive attacks Approach 2 Make it clear any challenge will be met with strong counterattack

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