1. COST ADVANTAGE AND DIFFERENTIATION ADVANTAGE

2. STRATEGIC POSITIONING SHOULD IMPROVE PROFITABILITY 1 Where managers of a company situate that company relative to it’s rivals along important competitive dimensions To reduce the effects of rivalry and thereby improve profitability

3. A FIRM’S CHOICE OF POSITION DEPENDS ON TWO FACTORS 2 Firm’s resources and capabilities 1 Industry structure 2

4. A FIRM CAN GAIN ADVANTAGE OVER RIVALS IN TWO WAYS 3 No advantage over rivals Advantage over rivals Low-cost Differentiation Description Produce an essentially equivalent product at a lower cost Produce a differentiated product and charge suffici- ently higher prices to more than off-set the added costs of differentiation

5. THE STRATEGIC POSITIONING MODEL 4 Adapted from poster, M.1980. Competitive strategy, 1980. Low-costDifferentiation Strategic advantage Strategic target Narrow (i.e., particular segment only) Broad (i.e., industry wide) Broad differentiation Focused cost leadership Focused differentiation Broad low-cost leadership

6. LOW-COST LEADERSHIP AND DIFFERENTIATION OFFER GREATER MARKET SHARE AND/OR PROFITS 5 Examples Benefits Low-cost leadershipDifferentiation Pacific Cycle Gallo Wines Wal-Mart Southwest Airlines Home Depot Trek Bicycles Coca-Cola and Pepsi Mercedez Benz Honda, Yamaha, and Suzuki motorcycles Stouffers (frozen foods) Capture market share by offering lower-price or Earn higher by maintaining price parity Capture market share by offering higher quality at same price or Earn higher margins by raising prices over competitors

7. STRATEGIC POSITIONING EXAMPLES 6 Low-costDifferentiation Strategic advantage Strategic target Narrow Broad Trek Bicycles Coca-cola Jet Blue Montague Mercedes Benz (in US) Wal-Mart Gallo Wines

8. LOW-COST AND DIFFERENTIATION CAN GENERATE HIGH MARGINS 7 Hyundai Elantra Honda Civic Chevy Cavalier Product cost Producer’s margin Buyer’s cost* Hyundai has a cost advantage Honda has a differentiation advantage Price * Including maintenance and other intangibles

9. RESULTS OF DIFFERENTIATED, LOW-COST, AND INTEGRATED POSITIONS 8 Successful differentiated competitor Successful low-cost competitor Industry average competitor Competitor with both advantages (integrated) Price Cost Industry average cost Industry average price

10. KEY DRIVERS OF COST ADVANTAGE 9 Economies of scale Learning Product technology Product design Location advantages for sourcing inputs

11. DISECONOMIES OF SCALE – SIZE DOES NOT ENSURE ECONOMIES OF SCALE 10 Learning Economies of scope Production technology Product design Location Economies of scale Economies of scale exist during a period of time if the average total cost for a unit of production is lower at higher levels of output You must review cost to assess whether economies of scale exist: –Fixed costs remain the same for different levels of production –Variable costs are the costs of variable inputs (such as raw materials and labor) and vary directly with output –Marginal cost is the cost of the last unit of production –Total cost is the sum of all production costs and always increases as output goes up –Average cost is the mean cost of total production during a given period (say, a year)

12. DISECONOMIES OF SCALE – SIZE DOES NOT ENSURE ECONOMIES OF SCALE 11 Learning Economies of scope Production technology Product design Location Some sources of economies R&D spend Advertising spend Specialization of specific production processes Superior inventory management Purchasing power Some sources of diseconomies Bureaucracy High labor costs Inefficient operations Economies of scale

13. MINIMUM EFFICIENT SCALE (MES) 12 Learning Economies of scope Production technology Product design Location Average cost Scale of operations Diseconomies of scale Economies of scale Minimum efficient scale: The minimum scale needed to achieve maximum cost savings (i.e., minimum costs)

14. LEARNING CURVE AS A SOURCE OF COST ADVANTAGE 13 Economies of scale Learning Economies of scope Production technology Product design Location Costs decrease … as the scale of operation increases during any given period of time Economies of scale with the cumulative level of production since the production of the first unit Learning curve How Learning Differs from Scale

15. LEARNING CURVE (continued) 14 Economies of scale Economies of scope Production technology Product design Location Step 1: Measure Step 2: Calibrate No. of bikes produced Hours spent on last bike 1 2 4 8 16 32 64 128 30.00 actual 27.00 actual 24.30 actual 21.87 est. 19.68 est. 17.71 est. 15.92 est. 14.34 est. Step 3: Project Learning

16. ECONOMIES OF SCOPE AS A SOURCE OF COST ADVANTAGE 15 Economies of scale Learning Economies of scope Production technology Product design Location If a firm produces two or more products and can share resources among two or more of these (e.g., share manufacturing machines) – thereby lowering the costs of each product – it benefits from economies of scope

17. PRODUCTION TECHNOLOGY AS A SOURCE OF COST ADVANTAGE 16 Economies of scale Learning Economies of scope Production technology Product design Location Often, a new entrant who wants to compete against industry incumbents with significant scale and experience advantages, tries to match or beat incumbents’ costs by introducing a production technology that is subject to different economics (e.g., Jet Blue, Nucor Steel)

18. PRODUCTION DESIGN AS A SOURCE OF COST ADVANTAGE 17 Economies of scale Learning Economies of scope Production technology Product design Location Product design can sometimes be altered to lower a firm’s production costs (e.g., Canon vs. Xerox)

19. LOCATION AS A SOURCE OF COST ADVANTAGE 18 Economies of scale Learning Economies of scope Production technology Product design Location Sometimes firms try to attain lower production costs by locating their operations in cheaper labor markets (e.g., Pacific Cycle manufactures in China and Taiwan to achieve lower costs than Trek who manufactures in the US)

20. KEY DRIVERS OF DIFFERENTIATION ADVANTAGES 19 Premium brand image Customization Unique styling Speed More convenient access Unusually high-quality To drive up customer’s willingness to pay and generate demand sufficient to (1)Recoup added costs and (2)Generate enough profits to make strategy worthwhile Key DriversPurpose

21. DRIVERS AND THREATS TO DIFFERENTIATION AND LOW- COST ADVANTAGE Low-cost Differentiation Economies of scale Learning Economies of scope Superior technology Product design Location DriversThreats New technology Too low-quality Social, political, and economic risks of outsourcing Premium brand image Customization Unique styling Speed Convenient access Unusually high-quality Failure to increase buyer’s willingness to pay higher prices Under estimating cost of differentiation Over fulfillment of buyer’s needs Lower cost imitation

23. VALUE-CHAIN ACTIVITIES: OVERALL COST LEADERSHIP McGraw-Hill/Irwin Strategic Management, 3/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved. Exhibit 5.3 Value-Chain Activities: Examples of Overall Cost Leadership Source: Adapted with the permission of The Free Press, a division of Simon & Schuster, Inc., from Competitive Advantage: Creating and Sustaining Superior Performance by Michael E. Porter. Copyright © 1985 by Michael E. Porter.

24. VALUE-CHAIN ACTIVITIES: DIFFERENTIATION McGraw-Hill/Irwin Strategic Management, 3/e

25. TESTING THE QUALITY OF A STRATEGY 24 Key Evaluation Criteria Sub-questions 1. Does your strategy exploit your key resources? With your particular mix of resources, does this strategy give you an advantageous position relative to your competitors? Can you pursue this strategy more economically than competitors? Do you have the capital and managerial talent to do all you envision? Are you spread too thin? 2. Does your strategy fit with current industry conditions? Is there healthy profit potential where you're headed? Are you aligned with the key success factors of your industry? 3. Will your differentiators be sustainable?Will competitors have difficulty imitating you? If imitation cannot be foreclosed, does your strategy include a ceaseless regimen of innovation and opportunity creation to keep distance between you and the competition? 4. Are the elements of your strategy consistent and aligned with your strategic position? Have you made choices of arenas, vehicles, differentiators, and staging, and economic logic? Do they all fit and mutually reinforce each other? 6. Can your strategy be implemented?Will your stakeholders allow you to pursue this strategy? Do you have the proper complement of implementation levers in place? Is the management team able and willing to lead the required changes?