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Strategic Management In Action. Ch 6: Competitive Strategies Group Six: Knowl Richardson Landon Cotham Dustin Eggleston Maddie Ramsey Amber Morris Katy Martin. Competitive Strategies. Competition is Present in All Organizations. - PowerPoint PPT Presentation
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Strategic Management In Action
Ch 6: Competitive Strategies
Group Six:Knowl RichardsonLandon CothamDustin EgglestonMaddie RamseyAmber MorrisKaty Martin
Competitive Strategies
Competition is Present in All Organizations.
Competitive Advantage- Qualities that Set an Organization Apart.
Distinctive Capability- When an Organization Does Something that Others Can’t, or Does it Better than Others Do.
Unique Resource- An Organization Has Something that Other Competitors Don’t.
Competitive Strategies
Exploit Competitive Advantages and Current Resources.
Competition- Organizations Battle or Vie for Some Desired Object or Outcome. (Customers, Market Share)
3 Approaches to Defining Competition Industry Perspective-Focuses on
Competitors as Organizations that are Making/Selling the Same or Very Similar Products/Services.
Market Perspective- Views Competitors as Organizations that Satisfy the Same Customer Need.
3 Approaches to Defining Competition Strategic Groups Perspective- Competitors
are Groups of Firms Competing in an Industry with Similar Strategies, Resources, and Customers. This defines WHO competitors are because the
most relevant competitors are in your strategic group.
Miles and Snow’s Adaptive Strategies Based On Strategies that Organizations
Use to Adapt to their Uncertain Competitive Environments.
Four Strategic Postures: Prospector, Defender, Analyzer, and Reactor.
Prospector
Organization Innovates by Finding and Exploiting New Product/Market Opportunities.
Analyze the Changing Environment to See Future Profit-bearing Actions Now.
Competitors Don’t Know What They’re Going to do Next (MTV).
Defender
Used to Protect Current Market Share by Emphasizing Existing Products and Producing a Limited Product Line. GM reducing lines of vehicles and models
offered to lower cost and retain damaged market share.
Do Whatever it Takes to Prevent Competitors from Invading the Market.
Only works if The Product(s) Remain Competitive with Competitors’.
Analyzer
Watch For and Copy Successful Ideas of Prospectors and Their Pioneers.
Thoroughly Analyze Business Ideas Before Trying Them.
Reactor
Lack of a Coherent Strategy or Apparent Means of Competing.
React to Environmental Change Only when Forced by Environmental Pressures.
Fail to React Quickly Because They Don’t Have the Necessary Resources
NOT Recommended, Seen as a “Default” Strategy. Without Change, Reactor will Always be in a Weak Competitive Position
Porter’s Generic Competitive Strategies Appropriate Competitive Strategy Needed
Along with Five Forces Model and Value Chain.
Strategy Based on Competitive Advantage From Only Two Sources: Having lowest costs in the industry. Having significant and desirable differences
from competitors.
Porter’s Generic Competitive Strategies Generic Competitive Strategies can be
Made from Cost Leadership, Differentiation, and Focus.
Why “Generic”? These strategies can be pursued by any
type/size organization in any type/size industry.
Cost Leadership Strategy Organization Strives to Have the Lowest
Costs in its Industry and Produce Products for Broad Customer Base.
Not Necessarily Lowest Prices, but With Lowest Costs, can Potentially Charge Lowest Prices and Still Earn Profits.
Allows a Better Position if a Price War Starts.
How to be Successful in Cost Leadership Strategy Be Efficient in All Areas.
Narrow Product Lines Aimed at Average Customer.
Have Plain/Effective Establishments.
Disadvantages Of Cost Leadership Strategy Competitors Could Find Better Cost
Cutting Strategy, Taking Away Advantage. Competitor Might Imitate Cost Leader’s
Actions and Erode Advantage. Cost Leader Might Lose Sight of Changing
Customers’ Wants. It doesn’t matter how efficiently you make
products/services if no one wants them.
Differentiation Strategy
Provide Unique Products with Features that Customers Value and See as Different, so they Pay a Premium for it.
Compete by Offering Truly Unique Products in Eyes of Customers.
All Resources Concentrate on Isolating and Knowing Specific Market Segments.
Use Multiple Methods to Differentiate Themselves.
Offer Wide Product Lines.
Differentiation Strategy
Differentiate Along Many Different Dimensions to Reach All Niches of Market.
Work to Establish Brand Loyalty Brand Loyalty- When customers consistently
and repeatedly seek out, purchase, and use a particular brand.
Unique Resources and Capabilities Tend to be in Marketing and Research & Development
Disadvantages of Differentiation Strategy Can be Costly, Must Manage Costs, but Not
Too Much so You Retain Differentiation. Competitors’ Imitation Products/Services may
Affect Uniqueness. Customers Could Become More Price
Sensitive. Product Differences May Lose Their
Importance. Organization Might Find that Advantage
Based on Being Different and Unique no Longer Work.
Focus Strategy
Organization Pursues a Cost or Differentiation Advantage but Within a Narrow Customer Group/Segment.
Focus on a Specific Market Niche. Three Broad Ways to Segment Specialized
Market Niches: Geographical Type of Customer Product Line Segment
Three Niche Focuses
Geographical Niche- Region or Locality Midwest Airlines
Customer Niche- Focuses on Specific Group of Customers’ Unique Needs Christine Columbus- Female Travelers
Product Line Niche- Focus on Specific & Specialized Product Line
Advantages to Focus Strategy Focuser Knows the Market Niche Well
Stay close to customers and respond quickly to changes.
Develop Strong Brand Loyalty
Can Have Niche to Themselves if Competitors Don’t Offer Similar Products/Services
Disadvantages of Focus Strategy Focuser Often Operates on a Small
Scale Hard to lower costs significantly
Niche Customers may Change Taste or Needs Difficult for focuser to change niches
Focuser is Subject to Being “outfocused” by competition
Stuck In The Middle
Organization hasn’t developed a low cost or a differentiation competitive advantage
Costs too high to compete with low cost leader
Products and services aren’t differentiated enough to compete with differentiator
Getting Unstuck: Choosing the right competitive advantage to pursue
Contemporary Views on Competitive Strategy Provide expanded and more realistic description
of competitive strategies Integrated Low Cost-Differentiation Strategy
Simultaneously achieving low costs and high levels of differentiation
Information Systems have opened the door for competing on the basis of having low costs and being unique
Mintzberg’s Generic Competitive Strategies Six possible competitive strategies▪ Differentiation: Price, marketing image, Product design,
product quality, product support▪ Undifferentiated
Implementing Competitive Strategy The Role of Functional Strategies
determine competitive strategy through resources and capabilities
Determines how competitive strategy is implemented
A competitive advantage will not be possible without a functional strategy
Competitive Actions
Organization will be competing against other organizations through offensive and defensive moves
Offensive moves: organization's attempts to exploit and strengthen its position through attacks on competitor’s position
Defensive moves: organization’s attempts to protect its competitive advantage and market share
Evaluating and Changing Competitive Strategy Strategies must be monitored and
evaluated for performance effectiveness and efficiency
Determine what happened and why Pinpoint area of competitive weakness
If desired levels of performance haven’t been reached, changes may be necessary
Summary/Takeaways Competitive Strategies Miles and Snow’s Adaptive Strategies
Prospector Defender Analyzer Reactor
Porter’s Generic Competitive Strategies Cost Leadership Differentiation Strategy Focus Strategy
Summary/Takeaways Contemporary Views on Competitive Strategy
Integrated Low-cost Differentiation Strategy Mintzberg’s Generic Competitive Strategy
Competitive Actions Offensive Moves Defensive Moves