Chapter 4 Crafting a Strategy
“The essence of strategy lies in creating tomorrow’s competitive advantages faster than competitors mimic the ones you possess today.” Gary Hamel and C.K. Prahalad “Strategies for taking the hill won’t necessarily hold it.” Amar Bhide
Chapter Outline Five Generic Competitive Strategies Strategic Alliances and Partnerships Merger and Acquisition Strategies Vertical Integration Strategies Outsourcing Strategies Offensive and Defensive Strategies Strategies for Using the Internet Choosing Appropriate Functional-Area Strategies Importance of Linking Strategy to Company Values and Ethical Standards First-Mover Advantages and Disadvantages
Fig. 4.1: Menu of Strategy Options for Winning in the Marketplace
What Is “Competitive Strategy”? Deals exclusively with a company’s business plans to compete successfully Specific efforts to please customers Offensive and defensive moves to counter maneuvers of rivals Responses to prevailing market conditions Initiatives to strengthen its market position Narrower in scope than business strategy
Strategy and Competitive Advantage Competitive advantage exists when a firm’s strategy gives it an edge in Attracting customers and Defending against competitive forces Convince customers firm’s product / service offers superior value A good product at a low price A superior product worth paying more for A best-value product Key to Gaining a Competitive Advantage
Fig. 4.2: The Five Generic Competitive Strategies
Low-Cost Provider Strategies Make achievement of meaningful lower costs than rivals the theme of firm’s strategy Include features and services in product offering that buyers consider essential Find approaches to achieve a cost advantage in ways difficult for rivals to copy or match Low-cost leadership means low overall costs, not just low manufacturing or production costs! Keys to Success
Options: Achieving a Low-Cost Advantage Option 1: Use lower-cost edge to Underprice competitors and attract price-sensitive buyers in enough numbers to increase total profits Option 2: Maintain present price, be content with present market share, and use lower-cost edge to Earn a higher profit margin on each unit sold, thereby increasing total profits
Approaches to Securing a Cost Advantage Do a better job than rivals of performing value chain activities efficiently and cost effectively Approach 1 Revamp value chain to bypass cost- producing activities that add little value from the buyer’s perspective Approach 2 Control costs! By-pass costs!
Approach 1: 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
Approach 2: Revamping the Value Chain Make greater use of Internet technology applications 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
Keys to Success in Achieving Low-Cost Leadership Scrutinize each cost-creating activity, identifying cost drivers Use knowledge about cost drivers to manage costs of each activity down year after year Find ways to restructure value chain to eliminate nonessential work steps and low- value activities Aggressively pursue investments in resources and capabilities that promise to drive costs out of the business
Characteristics of a Low-Cost Provider Cost conscious corporate culture Employee participation in cost-control efforts Ongoing efforts to benchmark costs Intensive scrutiny of budget requests Programs promoting continuous cost improvement Successful low-cost producers champion frugality but wisely and aggressively invest in cost-saving improvements !
When Does a Low-Cost Strategy 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
Pitfalls of Low-Cost Strategies Being overly aggressive in cutting price Low cost methods are easily imitated by rivals Becoming too fixated on reducing costs and 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
Differentiation Strategies Incorporate differentiating features that cause buyers to prefer firm’s product or service over brands of rivals Find ways to differentiate that create value for buyers and are not easily matched or cheaply copied by rivals Not spending more to achieve differentiation than the price premium that can be charged Keys to Success Objective
Benefits of Successful Differentiation A product / service with unique, appealing attributes allows a firm to ä äCommand a premium price and/or ä äIncrease unit sales and/or ä äBuild brand loyalty = Competitive Advantage Which hat is unique?
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 Top-of-line image -- Ralph Lauren, Chanel, Cross
Sustaining Differentiation: Keys to Competitive Advantage Most appealing approaches to differentiation Those hardest for rivals to match or imitate Those buyers will find most appealing Best choices to gain a longer-lasting, more profitable competitive edge New product innovation Technical superiority Product quality and reliability Comprehensive customer service Unique competitive capabilities
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 Internally Performed Activities, Costs, & Margins Activities, Costs, & Margins of Suppliers Buyer/User Value Chains Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners
How to Achieve a Differentiation-Based Advantage Incorporate product features/attributes that lower buyer’s overall costs of using product Approach 1 Incorporate features/attributes that raise the performance a buyer gets out of the product Approach 2 Incorporate features/attributes that enhance buyer satisfaction in non-economic or intangible ways Approach 3 Compete on the basis of superior capabilities Approach 4
When Does a Differentiation Strategy 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
Pitfalls of Differentiation Strategies Buyers see little value in unique attributes of product Appealing product features are easily copied by rivals Differentiating 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 buyers perceive is too high
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 Objectives
Competitive Strength of a Best-Cost Provider Strategy A best-cost provider’s competitive advantage comes from matching close rivals on key product attributes and beating them on price Success depends on having the skills and capabilities to provide attractive performance and features at a lower cost than rivals A best-cost producer can often out-compete both a low-cost provider and a differentiator when Standardized features/attributes won’t meet the diverse needs of buyers Many buyers are price and value sensitive
Risk of a Best-Cost Provider Strategy 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
Focus / Niche Strategies Involve concentrated attention on a narrow piece of the total market Serve niche buyers better than rivals Choose a market niche where buyers have distinctive preferences, special requirements, or unique needs Develop unique capabilities to serve needs of target buyer segment Objective Keys to Success
Approaches to Defining a Market Niche Geographic uniqueness Specialized requirements in using product/service Special product attributes appealing only to niche buyers
Examples of Focus Strategies eBay Online auctions Porsche Sports cars Jiffy Lube International Maintenance for motor vehicles Pottery Barn Kids Children’s furniture and accessories Bandag Specialist in truck tire recapping
Focus / Niche Strategies and Competitive Advantage Achieve lower costs than rivals in serving the segment -- A low-cost strategy Offer niche buyers something different from rivals -- A differentiation strategy Approach 1 Approach 2 Which hat is unique?
What Makes a Niche Attractive for Focusing? Big enough to be profitable and offers good growth potential Not crucial to success of industry leaders Costly or difficult for multi-segment competitors to meet specialized needs of niche members Focuser has resources and capabilities to effectively serve an attractive niche Few other rivals are specializing in same niche Focuser can defend against challengers via superior ability to serve niche members
Risks of a Focus Strategy Competitors find effective ways to match a focuser’s capabilities in serving niche Niche buyers’ preferences shift towards product attributes desired by majority of buyers - niche becomes part of overall market Segment becomes so attractive it becomes crowded with rivals, causing segment profits to be splintered
Strategic Alliances and Partnerships Companies sometimes use strategic alliances or collaborative partnerships to complement their own strategic initiatives and strengthen their competitiveness. Such cooperative strategies go beyond normal company-to-company dealings but fall short of merger or formal joint venture.
Why Cooperative Strategies Are Integral to a Firm’s Competitiveness Two demanding competitive challenges are faced by many companies Global race to build a market presence in many different national markets Race to seize opportunities on the frontiers of advancing technology Collaborative arrangements can help a company lower its costs and/or gain access to needed expertise and capabilities
Competitive Value of Strategic Alliances to the Partners Capacity of partners to defuse organizational frictions Ability to collaborate effectively over time and work through challenges Technological and competitive surprises New market developments Changes in their own priorities and competitive circumstances Competitive advantage emerges when a company acquires valuable capabilities via alliances it could not obtain on its own
Why Are Strategic Alliances Formed? To collaborate on technology development or new product development To fill gaps in technical or manufacturing expertise To acquire new competencies To improve supply chain efficiency To gain economies of scale in production and/or marketing To acquire or improve market access via joint marketing agreements
Potential Benefits of Alliances to Achieve Global and Industry Leadership Get into critical country markets quickly to accelerate process of building a global presence Gain inside knowledge about unfamiliar markets and cultures Access valuable skills and competencies concentrated in particular geographic locations Establish a beachead to participate in target industry Master new technologies and build new expertise faster than would be possible internally Open up expanded opportunities in target industry by combining firm’s capabilities with resources of partners
Why Alliances Fail Ability of an alliance to endure depends on How well partners work together Success of partners in responding and adapting to changing conditions Willingness of partners to renegotiate the bargain Reasons for alliance failure Diverging objectives and priorities of partners Inability of partners to work well together Emergence of more attractive technological paths Marketplace rivalry between one or more allies
Merger and Acquisition Strategies Merger - Combination and pooling of equals, with newly created firm often taking on a new name Acquisition - One firm, the acquirer, purchases and absorbs operations of another, the acquired Merger-acquisition Much-used strategic option Especially suited for situations where alliances do not provide a firm with needed capabilities or cost-reducing opportunities Ownership allows for tightly integrated operations, creating more control and autonomy than alliances
Objectives of Mergers and Acquisitions To pave way for acquiring firm to gain more market share and create a more efficient operation To expand a firm’s geographic coverage To extend a firm’s business into new product categories or international markets To gain quick access to new technologies To invent a new industry and lead the convergence of industries whose boundaries are blurred by changing technologies and new market opportunities
Pitfalls of Mergers and Acquisitions Combining operations may result in Resistance from rank-and-file employees Hard-to-resolve conflicts in management styles and corporate cultures Tough problems of integration Greater-than-anticipated difficulties in Achieving expected cost-savings Sharing of expertise Achieving enhanced competitive capabilities
Vertical Integration Strategies Extend a firm’s competitive scope within same industry Backward into sources of supply Forward toward end-users of final product Can aim at either full or partial integration Internally Performed Activities, Costs, & Margins Activities, Costs, & Margins of Suppliers Buyer/User Value Chains Activities, Costs, & Margins of Forward Channel Allies & Strategic Partners
Strategic Advantages of Backward Integration Generates cost savings only if volume needed is big enough to capture efficiencies of suppliers Potential to reduce costs exists when Suppliers have sizable profit margins Item supplied is a major cost component Resource requirements are easily met Can produce a differentiation-based competitive advantage when it results in a better quality part Reduces risk of depending on suppliers of crucial raw materials / parts / components
Strategic Advantages of Forward Integration To gain better access to end users and better market visibility To compensate for undependable distribution channels which undermine steady operations To offset the lack of a broad product line, a firm may sell directly to end users To bypass regular distribution channels in favor of direct sales and Internet retailing which may Lower distribution costs Produce a relative cost advantage over rivals Enable lower selling prices to end users
Strategic Disadvantages of Vertical Integration Boosts resource requirements Locks firm deeper into same industry Results in fixed sources of supply and less flexibility in accommodating buyer demands for product variety Poses all types of capacity-matching problems May require radically different skills / capabilities Reduces flexibility to make changes in component parts which may lengthen design time and ability to introduce new products
Pros and Cons of Integration vs. De-Integration Whether vertical integration is a viable strategic option depends on its Ability to lower cost, build expertise, increase differentiation, or enhance performance of strategy-critical activities Impact on investment cost, flexibility, and administrative overhead Contribution to enhancing a firm’s competitiveness Many companies are finding that de-integrating value chain activities is a more flexible, economic strategic option!
Outsourcing Strategies Involve withdrawing from certain value chain activities and relying on outsiders to supply needed products, support services, or functional activities Concept Internally Performed Activities Suppliers Support Services Functional Activities Distributors or Retailers
Activity can be performed better or more cheaply by outside specialists Activity is not crucial to achieve a sustainable competitive advantage Risk exposure to changing technology and/or changing buyer preferences is reduced Operations are streamlined to Cut cycle time Speed decision-making Reduce coordination costs Firm can concentrate on “core” value chain activities that best suit its resource strengths When Does Outsourcing Make Strategic Sense?
Strategic Advantages of Outsourcing Improves firm’s ability to obtain high quality and/or cheaper components or services Improves firm’s ability to innovate by interacting with “best-in-world” suppliers Enhances firm’s flexibility should customer needs and market conditions suddenly shift Increases firm’s ability to assemble diverse kinds of expertise speedily and efficiently Allows firm to concentrate its resources on performing those activities internally which it can perform better than outsiders
Pitfalls of Outsourcing Farming out too many or the wrong activities, thus Hollowing out capabilities Losing touch with activities and expertise that determine overall long-term success
Offensive and Defensive Strategies Used to build new or stronger market position and/or create competitive advantage Used to protect competitive advantage (rarely used to create advantage) Offensive StrategiesDefensive Strategies
Types of Offensive Strategies 1. Initiatives to match or exceed competitor strengths 2. Initiatives to capitalize on competitor weaknesses 3. Simultaneous initiatives on many fronts 4. End-run offensives 5. Guerrilla offensives 6. Preemptive strikes
Objectives Attacking Competitor Strengths Whittle away at a rival’s competitive advantage Gain market share by out-matching strengths of weaker rivals Challenging strong competitors with a lower price is foolhardy unless the aggressor has a cost advantage or advantage of greater financial strength!
Options for Attacking a Competitor’s Strengths Offer equally good product at a lower price Develop low-cost edge, then use it to under- price rivals Leapfrog into next-generation technologies Add appealing new features Run comparison ads Construct new plant capacity in rival’s market strongholds Offer a wider product line Develop better customer service capabilities
Attacking Competitor Weaknesses Concentrate company strengths on exploiting rival’s weaknesses Weaknesses to Attack Customers rival is least equipped to serve Rivals providing sub-par customer service Rivals with weaker marketing skills Geographic regions where rival is weak Segments rival is neglecting Objective
Launching Simultaneous Offensives on Many Fronts Launch several major initiatives to Throw rivals off-balance Splinter their attention Force them to use substantial resources to defend their position A challenger with superior resources can overpower weaker rivals by out-competing them across-the- board long enough to become a market leader! Objective
End-Run Offensives Maneuver around strong competitors Capture unoccupied or less contested markets Change rules of competition in aggressor’s favor Objectives
Approaches for End-Run Offensives Introduce new products that redefine market and terms of competition Build presence in geographic areas where rivals have little presence Create new segments by introducing products with different features to better meet buyer needs Introduce next-generation technologies to leapfrog rivals
Guerrilla Offenses Use principles of surprise and hit-and-run to attack in locations and at times where conditions are most favorable to initiator Appeal Well-suited to small challengers with limited resources and market visibility Approach
Options for Guerrilla Offenses Make random, scattered raids on leaders’ customers Occasional low-balling on price Intense bursts of promotional activity Special campaigns to attract buyers from rivals plagued with a strike or delivery problems Challenge rivals encountering problems with quality or providing adequate technical support File legal actions charging antitrust violations, patent infringements, or unfair advertising
Preemptive Strikes Involves moving first to secure an advantageous position that rivals are foreclosed or discouraged from duplicating! Approach
Preemptive Strike Options Preemptive Strike Options Secure exclusive/dominant access to best distributors Secure best geographic locations Tie up best or most sources of essential raw materials Obtain business of prestigious customers Expand capacity ahead of demand in hopes of discouraging rivals from following suit Build an image in buyers’ minds that is unique or hard to copy
Choosing Rivals to Attack Four types of firms can be the target of a fresh offensive Vulnerable market leaders Runner-up firms with weaknesses where challenger is strong Struggling rivals on verge of going under Small local or regional firms with limited capabilities
Offensive Strategy as a Basis to Achieve Competitive Advantage Strategic offensives offering strongest basis for competitive advantage usually entail An important core competence A unique competitive capability Much-improved performance features An innovative new product Technological superiority A cost advantage in manufacturing or distribution Some type of differentiation advantage
Defensive Strategy Lessen risk of being attacked Blunt impact of any attack that occurs Influence challengers to aim attacks at other rivals Objectives Approaches Block avenues open to challengers Signal challengers vigorous retaliation is likely
Block Avenues Open to Challengers Participate in alternative technologies Introduce new features, add new models, or broaden product line to close gaps rivals may pursue Maintain economy-priced models Increase warranty coverage Offer free training and support services Reduce delivery times for spare parts Make early announcements about new products or price changes Challenge quality or safety of rivals’ products using legal tactics Sign exclusive agreements with distributors
Signal Challengers Retaliation Is Likely Publicly announce management’s strong commitment to maintain present market share Publicly commit firm to policy of matching rivals’ terms or prices Maintain war chest of cash reserves Make occasional counterresponse to moves of weaker rivals Give out advance information about new products, technological breakthroughs, and other moves
Strategies: Using the Internet as a Distribution Channel Challenge -- How firms should use Internet in staking their position in marketplace Approaches to using the Internet Solely as a vehicle to disseminate product information Minor distribution channel One of several important distribution channels Primary distribution channel Exclusive distribution channel
Using the Internet to Disseminate Product Information Approach -- Website used to provide product information of manufacturers or wholesalers Relies on click-throughs to websites of dealers for sales transactions Informs end-users of location of retail stores Issues -- Pursuing online sales may Signal weak strategic commitment to dealers Signal willingness to cannibalize dealers’ sales Prompt dealers to aggressively market rivals’ brands Avoids channel conflict with dealers -- Important where strong support of dealer networks is essential
Using the Internet as a Minor Distribution Channel Approach -- Use online sales to Achieve incremental sales Gain online sales experience Conduct marketing research Learn more about buyer tastes and preferences Test reactions to new products Create added market buzz about products Unlikely to provoke much outcry from dealers
Brick-and-Click Strategies: An Appealing Middle Ground Strategy Approach Sell directly to consumers and Use traditional wholesale/retail channels Reasons to pursue a brick-and-click strategy Manufacturer’s profit margin from online sales is bigger than that from sales through traditional channels Encouraging buyers to visit a firm’s website educates them to the ease and convenience of purchasing online Selling directly to end users allows a manufacturer to make greater use of build-to-order manufacturing and assembly
Strategies for Online Enterprises Approach -- Use Internet as the exclusive channel of all buyer-seller contact Success depends on a firm’s ability to incorporate following features Capability to deliver unique value to buyers Deliberate efforts to engineer a value chain that enables differentiation, lower costs, or better value for the money Innovative, fresh, and entertaining website Clear focus on a limited number of competencies and a relatively specialized number of value chain activities Innovative marketing techniques Minimal reliance on ancillary revenues
Choosing Appropriate Functional-Area Strategies Involves strategic choices about how functional areas are managed to support competitive strategy and additional strategic moves Functional strategies include Research and development Production Human resources Sales and marketing Finance Tailoring functional-area strategies to support key business-level strategies is critical !
Linking Strategy to Company Values and Ethics Standards Tightly linking a firm’s strategy to high ethical standards begins with Managers with strong character and A set of corporate values and ethical standards that genuinely govern a firm’s strategy and business conduct Responsibility of top management See that values statements and ethics codes are observed in devising strategies and Become a way of life for all employees
First-Mover Advantages When to make a strategic move is often as crucial as what move to make First-mover advantages arise when Pioneering helps build firm’s image and reputation Early commitments to new technologies, new-style components, and distribution channels can produce cost advantage Loyalty of first time buyers is high Moving first can be a preemptive strike
Moving early can be a disadvantage (or fail to produce an advantage) when Costs of pioneering are sizable and loyalty of first time buyers is weak Innovator’s products are primitive, not living up to buyer expectations Rapid technological change allows followers to leapfrog pioneers First-Mover Disadvantages
Timing and Competitive Advantage Being a first-mover holds potential for competitive advantage in some cases but not in others Principle 1 Being a fast follower can sometimes yield as good a result as being a first mover Principle 2 Being a late-mover may or may not be fatal -- it varies with the situation Principle 3