Strategy and Competitive Advantage

1. Strategy and Competitive Advantage

3. Where does it come from? Develop a product or service that the customer wants to buy and then being able to defend against attempts by your competitors to copy or surpass it.

4. How can we develop a competitive advantage? Develop one or more distinctive competencies in areas that the company�s customers perceive is important. What the customer considers important is called value.

5. What is Value? Cost benefit analysis Value is perceived Everything is valuable to somebody

6. STP Segmentation Targeting Positioning

7. The Five GenericCompetitive Strategies

8. OK, so what does a low cost strategy look like?

9. Low-Cost Leadership Make achievement of low-cost relative to rivals the theme of firm�s business strategy Find ways to drive costs out of business year-after-year

10. Options: Achieving a Low-Cost Strategy Open up a sustainable cost advantage over rivals, using lower-cost edge to either Under-price rivals and reap market share gains or Earn higher profit margin selling at going price

11. So, how do I get to low cost advantage? Do a better job of engineering and managing your company�s value chain

12. Figure 4.2: Typical Company Value Chain

13. Figure 4.3: The Value Chain System for an Entire Industry

14. Approaches to Securinga Cost Advantage Do a better job than rivals of performing value chain activities efficiently and cost effectively

15. Approaches to Securinga Cost Advantage Approach 1 Revamp value chain to bypass cost-producing activities that add little value from the buyer�s perspective Approach 2 Do a better job than rivals of performing value chain activities efficiently and cost effectively

17. Approach 1: Revamping the Value Chain Abandon traditional business methods and shift to e-business technologies and use of Internet 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 Reengineer core business processes

18. Approach 2: 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

19. When Does a Low-CostStrategy Work Best? When the customer perceives the cost side of the value equation to be more important than any differentiation that can be presented.

20. 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

21. What do I need to be careful about? 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

22. Differentiation Strategies Being able to do something different that the customer perceives important

23. Keys to success Create value The benefit side of the value equation Find ways to differentiate that create value for buyers and that are not easily matched or cheaply copied by rivals Not spending more to achieve differentiation than the price premium that can be charged

24. Appeal of Differentiation Strategies A powerful competitive approach when uniqueness can be achieved in ways that Buyers perceive as valuable and are willing to pay for Rivals find hard to match or copy Can be incorporated at a cost well below the price premium that buyers will pay

25. 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, Intel Top-of-the-line image -- Ralph Lauren, Chanel

26. 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 competitive edge New product innovation Technical superiority Product quality and reliability Comprehensive customer service Unique competitive capabilities

27. 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

28. How to Achieve aDifferentiation-Based Advantage Incorporate product features/attributes that lower buyer�s overall costs of using product

29. 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

30. 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 and product innovation are fast-paced

31. Pitfalls of Differentiation Strategies Trying to differentiate 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 that buyers perceive is too high Failing to signal value Not understanding what buyers want or prefer and differentiating on the �wrong� things

32. Competitive Strategy Principle A low-cost producer strategy can defeat a differentiation strategy when buyers are satisfied with a standard product and do not see extra attributes as worth paying additional money to obtain!

33. What is Best Cost Strategy First, it is not both low cost and differentiation!!

34. 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

35. Risk of a Best-Cost Provider Strategy Risk � A best-cost provider may get squeezed between strategies of firms using low-cost and differentiation strategies Low-cost leaders may be able to siphon customers away with a lower price High-end differentiators may be able to steal customers away with better product attributes