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Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4
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Page 1: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4

Page 2: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Chapter 5

Building Competitive Advantage Through Business-Level Strategy

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Business Level Strategy

How are we going to compete in our industry/segment?

Improving the firm’s competitive position

Competitive advantages are the single most dependable contributor to above-average profitability

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How do these Firms Compete?

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How do these Firms Compete?

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How do these Firms Compete?

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How do these Firms Compete?

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Porter’s Generic Strategies

Two fundamental issues Competitive advantage - low cost vs.

differentiation Strategic Target - broad based vs.

segment

Pursuit of the generic strategies provides protection from each of the five forces

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Porter’s Generic Strategies

Low Cost

Differentiation

CompetitiveAdvantage

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Porter’s Generic Strategies

Broad Segment/Focus

Strategic Target

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Porter’s Generic Strategies

Low Cost

Differentiation

Broad Segment/Focus

CompetitiveAdvantage

Strategic Target

Page 12: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Porter’s Generic Strategies

Low Cost

Differentiation

Broad Segment/Focus

WalMartDomino’sCompetitive

Advantage

Strategic Target

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Porter’s Generic Strategies

Low Cost

Differentiation

Broad Segment/Focus

Big LotsLittle Caesar’s

WalMartDomino’sCompetitive

Advantage

Strategic Target

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Porter’s Generic Strategies

Low Cost

Differentiation

Broad Segment/Focus

WalMartDominos’s

Big LotsLil Caesar’s

TargetPapa John’s

CompetitiveAdvantage

Strategic Target

Page 15: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Porter’s Generic Strategies

Low Cost

Differentiation

Broad Segment/Focus

WalMartDomino’s

Big LotsLittle Caesar’s

TargetPapa John’s

NordstromPapa Murphy’s

CompetitiveAdvantage

Strategic Target

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Differentiation Offer attributes that customers want, and are willing to pay for. Leads to premium price, higher volume, loyalty Maintaining uniqueness can be a challenge

Kodak, Wrigley’s, Campbell’s, Coca-Cola, Gillette, Del Monte, and Nabisco all leaders since 1923 Marginal revenue must exceed the costs of differentiation

PERCEIVED VALUE versus

INCREMENTAL COSTS

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Differentiation (cont.)

What firms pursue differentiation? How or on what basis do they achieve differentiation?

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Page 19: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Starbuck’s Differentiation 4 Tablespoons of $10 bag = 40 cents

Three cups Double-Tall Latte = $3.22

Double Shot Espresso = $1.85 $3.22 - $1.85 = $1.37 for steamed milk

20 seconds to steam milk $1.37 * 3 * 60 = $246 a hour to steam milk

Customers “allow” Starbucks to draw interest in their smart-cards. Millions of dollars annually on the float “You are one of us” “Collectible”

Pretax profit margins of 10.5%

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Differentiation (cont.)

Signalling important when: nature of differentiation difficult to quantify first-time purchase - re-purchase infrequent buyers unsophisticated

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To introduce his beer, Coors often

gave free sample to gold miners.

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Differentiation (cont.)

Risky when: no value in uniqueness - over

differentiation cell phones

premium price too high quick imitation poorly understood/changing customer

needs Minivan, FAO Schwartz

Costs/price become more important than uniqueness

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Can you differentiate……?

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Can you differentiate…..?

Salt?

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Page 26: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.
Page 27: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.
Page 28: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.
Page 29: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Can you differentiate…..?

Deodorant

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Strong enough for a man, ….

But made for a woman

Page 31: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Ph balanced too?????

Page 32: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Can you differentiate…..?

Water

Page 33: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.
Page 34: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Evian spelled backwards - naïve

Coincidence? I think not…..

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Now, I am going to do a card trick.

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I am going to read your mind.

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You are going to see a series of cards.

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You are going to choose one card.

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Once you select your card, clear your mind, and think only of that card.

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Are you ready to pick a card?

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Pick a card.

Page 42: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Did you pick a card?

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Think of it now.

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I hear you.

Page 45: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

And now, I will remove your card.

Page 46: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.
Page 47: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Your card is gone….yes?

Page 48: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Problems with P&G’s Differentiation Strategy

Page 49: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How has P&G responded?

Introduction of new, higher margined products like battery powered toothbrush and white strips

Introduction of “Rejuvenating Effects,” a toothpaste for women marketed as a beauty product

Using Emeril Lagasse to hawk their citrus, cinnamon, and herbal mint toothpastes

Page 50: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Starbuck’s$1.80

Costs

Profit

Price

New Entrants

Page 51: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Joe’s Coffee

Starbuck’s$1.80

AssumeEqualCosts

New Entrants

Page 52: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

New Entrants

Joe’s Coffee99 cents

Starbuck’s$1.80

Page 53: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

New Entrants

Joe’s Coffee99 cents

Starbuck’s$1.80

Extra Profits

Page 54: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Rivals Starbuck’s$1.80

Joe’s Coffee99 cents

Page 55: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Starbuck’s$1.80

Joe’s Coffee99 cents

Advertising& Promotionsdrive costs UP

Page 56: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Starbuck’s$1.80 $1.70

Joe’s Coffee99 89 cents

Discountsand sales drive prices DOWN

Page 57: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

SubstitutesStarbuck’s

$1.80

Page 58: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Starbuck’s$1.80

There is nosubstitute for the

truly differentiatedproduct

Page 59: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Power of Buyers - How do powerful buyer’s leverage their power?

Lower Prices, Higher Quality

Page 60: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Starbuck’s$1.80 $1.70

Joe’s Coffee99 89 cents

RaiseQuality

LowerPrices

Page 61: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Power of Suppliers - How do powerful suppliers leverage their power?

Drive up costs

Page 62: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Starbuck’s$1.70

Joe’s Coffee89 cents

RaiseCosts

Page 63: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Differentiation protect against…?

Differentiation does not eliminate any of these forces, it just allows the differentiated firm to more easily deal with these forces, or offset the power of these forces, and potentially, remain profitable.

Page 64: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Low Cost Leadership

Design, produce, and market a comparable product at a lower cost

Effective utilization of value-chain capital intensive mfg processes - efficient scale process, not product engineering - cost reductions products designed for simple assembly and

sharing common components procurement and materials handling low cost distribution

Requires organizational culture to support close supervision, cost controls

Page 65: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

0

100

200

300

400

500

600

700

800

900

Personnel SGA

Sonic - 1100 unitsChurch's - 1400 units

Page 66: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Low Cost Leadership (cont.)

Attractive when price is dominant consideration commodity low switching costs powerful buyers

Page 67: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Low Cost Leadership (cont.)

What firms pursue a low cost strategy?

How do they drive their costs downRisky when:

technology breakthroughs frequent easy to imitate costs advantages erode more

quickly than differentiation causes near-sightedness on a few

activities/sunk costs

Page 68: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Less than 24 hours after rival HP reported its PC division had lost money one quarter last year, Dell lowered prices by up to 22%

Analysts believe Dell has a 5% cost advantage

HP forced to choose between market share and profitability

Page 69: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

New Entrants

Wal-Mart Joe’s

RubbermaidTub$1.99

Page 70: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joe’s

RubbermaidTub$1.99

Higher costs

Page 71: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Rivalry

Wal-Mart Joe’s

RubbermaidTub$1.99

Page 72: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joe’s

RubbermaidTub$1.89

…can pushprices down….

Page 73: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joe’s

RubbermaidTub$1.99

… or push costs up

Page 74: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joes

RubbermaidTub$1.99

Substitutes

Page 75: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joe’s

RubbermaidTub$1.89

…can pushprices down….

Page 76: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joe’s

RubbermaidTub$1.99

… or push costs up

Page 77: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joe’s

RubbermaidTub$1.99

Power of Buyers

Page 78: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joe’s

RubbermaidTub$1.89

…can pushprices down….

Page 79: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joe’s

RubbermaidTub$1.99

Power of Suppliers

Page 80: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs provide protection from….

Wal-Mart Joe’s

RubbermaidTub$1.99

… can push costs up

Page 81: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

How can Low Costs protect against…?

Low cost leadership does not eliminate any of these forces, it just allows the low costs firm to more easily deal with these forces, or offset the power of these forces, and potentially, remain profitable.

Page 82: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Focus

Emphasizing a market niche where customers have unique preferences or requirements. Either focus-low cost or focus-differentiation

Profitable when niche is large, growing niche is not crucial to broad-based

competitors firm is able to defend position

Page 83: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Focus (cont.)

What firms pursue a focus strategy? What is their niche? Risky when:

competitor “outfocuses the focuser” broad based competitors have deep pockets homogenization of customer needs economies of scope becomes a dominant KSF

Page 84: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Integrated Low Cost-Differentiation

Combines both generic strategies Difficult to implement

Page 85: Average 74 80% or higher – 19 70% - 79 – 22 60 – 69 - 11 Other - 4.

Stuck in the Middle

Firm’s offering are too costly to compete with low costs provider’s product, and too undifferentiated to command the price premium gained by the differentiated firm


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