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Business-Level Strategy:
Creating and Sustaining
Competitive Advantages
Chapter Five
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning ObjectivesAfter reading this chapter, you should have a good
understanding of:LO5.1 The central role of competitive advantage in the
study of strategic management and the three generic strategies: overall cost leadership, differentiation, and focus.
LO5.2 How the successful attainment of generic strategies can improve a firm’s relative power vis-à-vis the five forces that determine an industry’s average profitability.
LO5.3 The pitfalls managers must avoid in striving to attain generic strategies.
LO5.4 How firms can effectively combine the generic strategies of overall cost leadership and differentiation.
5-2
Learning Objectives (cont.)LO5.5 What factors determine the sustainability of
a firm’s competitive advantage.LO5.6 How Internet-enabled business models are
being used to improve strategic positioning.LO5.7 The importance of considering the industry
life cycle to determine a firm’s business-level strategy and its relative emphasis on functional area strategies and value-creating activities.
LO5.8 The need for turnaround strategies that enable a firm to reposition its competitive position in an industry.
5-3
Three Generic Strategies
5-4
Exhibit 5.1
Three Generic Strategies
Overall cost leadership Low-cost-position relative to a firm’s peers Manage relationships throughout the entire
value chain
Differentiation Create products and/or services that are
unique and valued Non-price attributes for which customers will
pay a premium
5-5
Three Generic Strategies
Focus strategy Narrow product lines, buyer segments, or
targeted geographic markets Attain advantages either through
differentiation or cost leadership
5-6
ExampleCompanies pursuing an overall cost
leadership strategy McDonalds Wal-Mart
Companies pursuing a differentiation strategy Harley Davison Apple
Companies pursuing a focus strategy Rolex Lamborghini
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Competitive Advantage and Business Performance
5-8
Exhibit 5.2
Overall Cost Leadership
Tight set of interrelated tactics that includes:
Tight cost and overhead controlAvoidance of marginal customer accountsCost minimization in all activities in the firm’s
value chain
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Overall Cost Leadership
Experience curve refers to how business “learns” to lower
costs as it gains experience with production processes
with experience, unit costs of production decline as output increases in most industries
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Overall Cost Leadership
Competitive parity a firm’s achievement of similarity, or being
“on par,” with competitors with respect to low cost, differentiation, or other strategic product characteristic.
5-11
5-12
Comparing Experience Curve Effects
Exhibit 5.4
Improving Competitive Position vis-à-vis the Five Forces
Protects a firm against rivalry from competitors
Protects a firm against powerful buyers
Provides more flexibility to cope with demands from powerful suppliers for input cost increases
Provides substantial entry barriers from economies of scale and cost advantages
Puts the firm in a favorable position with respect to substitute products
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An overall low-cost position
Pitfalls of Overall Cost Leadership Strategies
Too much focus on one or a few value-chain activities
All rivals share a common input or raw materialThe strategy is imitated too easilyA lack of parity on differentiationErosion of cost advantages when the pricing
information available to customers increases
5-14
Differentiation
Differentiation strategy a firm’s generic strategy based on creating
differences in the firm’s product or service offering by creating something that is perceived industry-wide as unique and valued by customers.
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Differentiation
Prestige or brand imageTechnologyInnovationFeaturesCustomer serviceDealer network
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Differentiation: Improving Competitive Position
Creates higher entry barriers due to customer loyalty
Provides higher margins that enable the firm to deal with supplier power
Establishes customer loyalty and hence less threat from substitutes
5-17
Potential Pitfalls of Differentiation Strategies
Uniqueness that is not valuableToo much differentiationToo high a price premiumDifferentiation that is easily imitatedDiffusion of brand identification through
product-line extensionsPerceptions of differentiation may vary between
buyers and sellers
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QUESTION
High product differentiation is generally accompanied by A.Higher market shareB.Decreased emphasis on competition based on priceC.Higher profit margins and lower costsD.Significant economies of scale
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Focus
Focus is based on the choice of a narrow competitive scope within an industry Firm selects a segment or group of
segments (niche) and tailors its strategy to serve them
Firm achieves competitive advantages by dedicating itself to these segments exclusively
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Focus
Cost focus firm strives to
create a cost advantage in its target segment
Differentiation focus firm seeks to
differentiate in its target market
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Focus: Improving Competitive Position
Focus Creates barriers of either cost leadership or
differentiation, or both Used to select niches that are least
vulnerable to substitutes or where competitors are weakest
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Pitfalls of Focus Strategies
Erosion of cost advantages within the narrow segment
Focused products and services still subject to competition from new entrants and from imitation
Focusers can become too focused to satisfy buyer needs
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Three Combination Approaches
Automated and flexible manufacturing systemsExploiting the profit pool concept for competitive
advantageCoordinating the “extended” value chain by way
of information technology
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U.S. Automobile Industry’s Profit Pool
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Exhibit 5.8
Pitfalls of Combination Strategies
Firms that fail to attain both strategies may end up with neither and become “stuck in the middle”
Underestimating the challenges and expenses associated with coordinating value creating activities in the extended value chain
Miscalculating sources of revenue and profit pools in the firm’s industry
5-26
Internet-Enabled Low Cost Leader Strategies
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Exhibit 5.9
Internet-Enabled Differentiation Strategies
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Exhibit 5.10
Internet-Enabled Focus Strategies
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Exhibit 5.11
Industry Life-Cycle Stages: Strategic Implications
Industry life cycle refers to the stages of introduction, growth,
maturity, and decline that typically occur over the life of an industry
5-30
Stages of the Industry Life Cycle
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Exhibit 5.12
QUESTION
The most likely time to pursue a harvest strategy is in a situation of
A.High growthB.Strong competitive advantageC.Mergers and acquisitionsD.Decline in the market life cycle
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Strategies in the Introduction Stage
Introduction stage the first stage of the industry life cycle,
characterized by (1) new products that are not known to customers, (2) poorly defined market segments, (3) unspecified product features, (4) low sales growth, (5) rapid technological change, (6) operating losses, and (7) a need for financial support.
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Industry Life-Cycle Strategies
For the Introduction Stage:Develop product and get users to try itGenerate exposure so product becomes
“standard”
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Industry Life-Cycle Strategies
Growth stage The second stage of the product life cycle,
characterized by (1) strong increases in sales; (2) growing competition; (3) developing brand recognition; and (4) a need for financing complementary value-chain activities such as marketing, sales, customer service, and research and development.
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Industry Life-Cycle Strategies
For the Growth Stage:Brand recognitionDifferentiated productsFinancial resources to support value-
chain activities
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Industry Life-Cycle Strategies
Maturity stage The third stage of the product life cycle,
characterized by (1) slowing demand growth, (2) saturated markets, (3) direct competition, (4) price competition, and (5) strategic emphasis on efficient operations.
Reverse positioning, breakaway positioning
5-37
Industry Life-Cycle Strategies
Decline stage The fourth stage of the product life cycle,
characterized by (1) falling sales and profits, (2) increasing price competition, and (3) industry consolidation.
5-38
Strategies in the Decline Stage
For the Decline StageMaintaining HarvestingExiting the marketConsolidation
5-39
Turnaround Strategies in the Life Cycle
Turnaround strategy a strategy that reverses a firm’s decline in
performance and returns it to growth and profitability.
Asset and cost surgerySelective product and market pruningPiecemeal productivity improvements
5-40
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