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Week 3 Discussion
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Competitiveness, Strategy,
and Productivity
How effectively an organization meets the
wants and needs of customers relative to
others that offer similar goods or services
CompetitivenessCompetitiveness
Competitiveness StrategiesCompetitiveness Strategies
Differentiation – better or at least different
Cost - cheaper Quick response – more
responsive
Businesses Compete Using Businesses Compete Using MarketingMarketing
Identifying consumer wants and needs Pricing Advertising and promotion
Businesses Compete Using Businesses Compete Using OperationsOperations
Product and service design Cost Location Quality Quick response
Businesses Compete Using Businesses Compete Using Operations (cont.)Operations (cont.)
Flexibility Inventory management Supply chain management Service and service quality Managers and workers
Why Some Organizations FailWhy Some Organizations Fail
Too much emphasis on short-term financial performance
Failing to take advantage of strengths and opportunities
Neglecting operations strategy Failing to recognize competitive threats
SWOT = Strengths, Weaknesses, Opportunities and Threats
Why Some Organizations FailWhy Some Organizations Fail
Too much emphasis in product and service design and not enough on improvement
Neglecting investments in capital and human resources
Failing to establish good internal communications
Failing to consider customer wants and needs
Mission/Strategy/TacticsMission/Strategy/Tactics
How does mission, strategies and tactics relate to decision making and
distinctive competencies?
StrategyStrategy TacticsTacticsMissionMission
StrategyStrategy
Mission The reason for existence for an organization
Mission Statement States the purpose of an organization
Goals Provide detail and scope of mission
StrategiesPlans for achieving organizational goals
Tactics The methods and actions taken to accomplish strategies
Planning and Decision MakingPlanning and Decision Making
Mission
Goals
Organizational Strategies
Functional Goals
Finance Strategies
MarketingStrategies
OperationsStrategies
Tactics Tactics Tactics
Operatingprocedures
Operatingprocedures
Operatingprocedures
Strategy ExampleStrategy Example
Ratana is a high school student. She would like to have a career in business, have a good job, and earn enough income to live comfortably
Mission: Live a good life Goal: Successful career, good income Strategy: Obtain a college education Tactics: Select a college and a major Operations: Register, buy books, take
courses, study, graduate, get job
Examples of StrategiesExamples of Strategies
Low cost - outsourcing Scale-based strategies - capital intensive
method for high volume production Specialization - focus on narrow product line
for higher quality Flexible operations - customization High quality – focus on higher quality than
competitors Services – focus on various aspect of
services
Strategy and TacticsStrategy and Tactics
Strategy Factors Price – low cost Quality – consistent quality, high quality Time – rapid delivery, on-time delivery Flexibility – variety, volume Service – customer services Location - convenience
Distinctive CompetenciesThe special attributes or abilities that give an
organization a competitive edge.
Strategy FormulationStrategy Formulation
Distinctive competencies Environmental scanning SWOT Order qualifiers Order winners
Strategy FormulationStrategy Formulation
Order qualifiers Characteristics that customers perceive as
minimum standards of acceptability to be considered as a potential purchase
Order winners Characteristics of an organization’s goods or
services that cause it to be perceived as better than the competition
Economic conditions Political conditions Legal environment Technology Competition Markets
Key External FactorsKey External Factors
Human Resources Facilities and equipment Financial resources Customers (loyalty, understanding) Products and services Technology Suppliers
Key Internal FactorsKey Internal Factors
Strategic OM DecisionsStrategic OM Decisions
Decision Area Affects
Product and service design Costs, quality liability and environmental
Capacity Cost structure, flexibility
Process selection and layout Costs, flexibility, skill level, capacity
Work design Quality of work life, employee safety, productivity
Location Costs, visibility
Quality Ability to meet or exceed customer expectations
Inventory Costs, shortages
Maintenance Costs, equipment reliability, productivity
Scheduling Flexibility, efficiency
Supply chains Costs, quality, agility, shortages, vendor relations
Projects Costs, new products, services, or operating systems
Quality and Time StrategiesQuality and Time Strategies
Quality-based strategies Focuses on maintaining or
improving the quality of an organization’s products or services
Quality at the source
Time-based strategies Focuses on reduction of
time needed to accomplish tasks
Time-based StrategiesTime-based Strategies
JAN FEB MAR APR MAY JUN
Planning
Processing
Changeover On time!
Designing
Delivery
Global StrategyGlobal Strategy
Strategic decisions must be made with respect to globalization
What works in one country may not work in another
Strategies must be changed to account for these differences
Other issues Political, social, legal, cultural and economic
differences
Four International Operations Four International Operations StrategiesStrategies
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HighHigh
LowLow
HighHighLowLow
Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
International Strategy
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HighHigh
LowLow
HighHighLowLow
Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Four International Operations Four International Operations StrategiesStrategies
International StrategyInternational Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Four International Operations Four International Operations StrategiesStrategies
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HighHigh
LowLow
HighHighLowLow
Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)
Standardized product
Economies of scale Cross-cultural
learning
ExamplesTexas InstrumentsCaterpillarOtis Elevator
Global Strategy
Four International Operations Four International Operations StrategiesStrategies
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Co
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der
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HighHigh
LowLow
HighHighLowLow
Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)
Standardized product Economies of scale Cross-cultural learning
ExamplesTexas InstrumentsCaterpillarOtis Elevator
Global Strategy
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Standardized product Economies of scale Cross-cultural learning
ExamplesTexas InstrumentsCaterpillarOtis Elevator
Global StrategyGlobal Strategy
International StrategyInternational Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Four International Operations Four International Operations StrategiesStrategies
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HighHigh
LowLow
HighHighLowLow
Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)
Use existing domestic model globally
Franchise, joint ventures, subsidiaries
ExamplesHeinzMcDonald’sThe Body ShopHard Rock Cafe
Multidomestic Strategy
Four International Operations Four International Operations StrategiesStrategies
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HighHigh
LowLow
HighHighLowLow
Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)
Standardized product Economies of scale Cross-cultural learning
ExamplesTexas InstrumentsCaterpillarOtis Elevator
Global Strategy
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Multidomestic Strategy Use existing
domestic model globally Franchise, joint ventures,
subsidiaries
ExamplesHeinz The Body ShopMcDonald’s Hard Rock Cafe
International StrategyInternational Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Multidomestic Strategy Use existing
domestic model globally Franchise, joint ventures,
subsidiaries
ExamplesHeinz The Body ShopMcDonald’s Hard Rock Cafe
Standardized product Economies of scale Cross-cultural learning
ExamplesTexas InstrumentsCaterpillarOtis Elevator
Global StrategyGlobal Strategy
Four International Operations Four International Operations StrategiesStrategies
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Co
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HighHigh
LowLow
HighHighLowLow
Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)
Move material, people, ideas across national boundaries
Economies of scale Cross-cultural
learning
ExamplesCoca-ColaNestlé
Transnational Strategy
Four International Operations Four International Operations StrategiesStrategies
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HighHigh
LowLow
HighHighLowLow
Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)
Standardized product Economies of scale Cross-cultural learning
ExamplesTexas InstrumentsCaterpillarOtis Elevator
Global Strategy Transnational Strategy
Move material, people, ideas across national boundaries
Economies of scale Cross-cultural learning
ExamplesCoca-ColaNestlé
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Multidomestic Strategy Use existing
domestic model globally Franchise, joint ventures,
subsidiaries
ExamplesHeinz The Body ShopMcDonald’s Hard Rock Cafe
ProductivityProductivity
Productivity A measure of the effective use of resources,
usually expressed as the ratio of output to input
Productivity ratios are used for Planning workforce requirements Scheduling equipment Financial analysis
ProductivityProductivity
Partial measures output/(single input)
Multi-factor measures output/(multiple inputs)
Total measure output/(total inputs)
Productivity = Outputs
Inputs
Productivity GrowthProductivity Growth
Current Period Productivity – Previous Period ProductivityPrevious Period Productivity
Productivity Growth =
Output - InputOutput - Input
Processes
Machine
Raw materials
Labor
Electricity / water / etc.
Capital
Inventory
Others
Products
Or
Services
Input
Output
Measures of ProductivityMeasures of Productivity
Partial Output Output Output Output
measures Labor Machine Capital Energy
Multifactor Output Output
measures Labor + Machine Labor + Capital + Energy
Total Goods or Services Produced
measure All inputs used to produce them
Units of output per kilowatt-hourmoney value of output per kilowatt-hour
Energy Productivity
Units of output per capital inputMoney value of output per money input
Capital Productivity
Units of output per machine hourmachine hour
Machine Productivity
Units of output per labor hourUnits of output per shiftValue-added per labor hour
Labor Productivity
Examples of Partial Productivity Examples of Partial Productivity MeasuresMeasures
Example 3Example 3
7040 Units Produced
Cost of labor of $1,000
Cost of materials: $520
Cost of overhead: $2000
What is the multifactor productivity?
Example 3 SolutionExample 3 Solution
MFP = OutputLabor + Materials + Overhead
MFP = (7040 units)$1000 + $520 + $2000
MFP = 2.0 units per dollar of input
Process YieldProcess Yield
Process yield is the ratio of output of good product to input
Defective product is not included in the output
Service example: Ratio of cars rented to cars available to rent
Factors Affecting ProductivityFactors Affecting Productivity
Capital Quality
Technology Management
Standardization Quality Use of Internet Computer viruses Searching for lost or misplaced items Scrap rates New workers
Other Factors Affecting ProductivityOther Factors Affecting Productivity
Safety Shortage of IT workers Layoffs Labor turnover Design of the workspace Incentive plans that reward productivity Outsourcing
Other Factors Affecting ProductivityOther Factors Affecting Productivity
OutsourcingOutsourcing
Higher productivity in another company is a key reason organizations outsource work
Improving productivity may reduce the need for outsourcing
Improving ProductivityImproving Productivity Develop productivity measures Determine critical (bottleneck)
operations Develop methods for productivity
improvements Establish reasonable goals Get management support Measure and publicize improvements Don’t confuse productivity with
efficiency