MGMT449 chap005
- 1. CHAPTER 5 THE FIVE GENERIC COMPETITIVE STRATEGIES: WHICH ONE TO EMPLOY? STUDENT VERSION
- 2. THE FIVE GENERIC COMPETITIVE STRATEGIES Low-Cost Provider Broad Differentiation Striving to achieve lower overall costs than rivals on products that attract a broad spectrum of buyers. Differentiating the firm’s product offering from rivals’ with attributes that appeal to a broad spectrum of buyers. Focused Low-Cost Concentrating on a narrow price-sensitive buyer segment and on costs to offer a lower-priced product. Focused Differentiation Concentrating on a narrow buyer segment by meeting specific tastes and requirements of niche members Best-Cost Provider Giving customers more value for the money by offering upscale product attributes at a lower cost than rivals 5–2
- 3. LOW-COST PROVIDER STRATEGIES Effective Low-Cost Approaches: ● ● Pursue cost-savings that are difficult imitate. Avoid reducing product quality to unacceptable levels. Competitive Advantages and Risks: ● Greater total profits and increased market share gained from underpricing competitors. ● Larger profit margins when selling products at prices comparable to and competitive with rivals. ● Low pricing does not attract enough new buyers. ● Rival’s retaliatory price cutting set off a price war. 5–3
- 4. COST-EFFICIENT MANAGEMENT OF VALUE CHAIN ACTIVITIES Cost Driver ● ● Is a factor with a strong influence on a firm’s costs. Can be asset- or activity-based. Securing a Cost Advantage: ● Use lower-cost inputs and hold minimal assets ● Offer only “essential” product features or services ● Offer only limited product lines ● Use low-cost distribution channels ● Use the most economical delivery methods 5–4
- 5. THE KEYS TO BEING A SUCCESSFUL LOW-COST PROVIDER Success in achieving a low-cost edge over rivals comes from out-managing rivals in finding ways to perform value chain activities faster, more accurately, and more cost-effectively by: ● Spending aggressively on resources and capabilities that promise to drive costs out of the business. ● Carefully estimating the cost savings of new technologies before investing in them. ● Constantly reviewing cost-saving resources to ensure they remain competitively superior. 5–5
- 6. WHEN A LOW-COST PROVIDER STRATEGY WORKS BEST 1. Price competition among rival sellers is vigorous. 2. Identical products are available from many sellers. 3. There are few ways to differentiate industry products. 4. Most buyers use the product in the same ways. 5. Buyers incur low costs in switching among sellers. 6. The majority of industry sales are made to a few, large volume buyers. 7. New entrants can use introductory low prices to attract buyers and build a customer base. 5–6
- 7. BROAD DIFFERENTIATION STRATEGIES Effective Differentiation Approaches: ● ● Incorporate features that both appeal to buyers and create a sustainably distinctive product offering. ● Carefully study buyer needs and behaviors, values and willingness to pay for a unique product or service. Use higher prices to recoup differentiation costs. Advantages of Differentiation: ● Command premium prices for the firm’s products ● Increased unit sales due to attractive differentiation ● Brand loyalty that bonds buyers to the firm’s products 5–7
- 8. COST-EFFICIENT MANAGEMENT OF VALUE CHAIN ACTIVITIES A Uniqueness Driver Can: ● Have a strong differentiating effect. ● Be based on physical as well as functional attributes of a firm’s products. ● Be the result of superior performance capabilities of the firm’s human capital. ● Have an effect on more than one of the firm’s value chain activities. ● Create a perception of value (brand loyalty) in buyers where there is little reason for it to exist. 5–8
- 9. ENHANCING DIFFERENTIATION BASED ON UNIQUENESS DRIVERS Striving to create superior product features, design, and performance. Improving customer service or adding additional services. Pursuing production R&D activities. Striving for innovation and technological advances. Pursuing continuous quality improvement. Increasing emphasis on marketing and brand-building activities. Seeking out high-quality inputs. Emphasizing human resource management activities that improve the skills, expertise, and knowledge of company personnel. 5–9
- 10. REVAMPING THE VALUE CHAIN SYSTEM TO INCREASE DIFFERENTIATION Approaches to enhancing differentiation through changes in the value chain system Coordinating with channel allies to enhance customer perceptions of value Coordinating with suppliers to better address customer needs 5–10
- 11. Delivering Superior Value via a Broad Differentiation Strategy Broad Differentiation: Offering Customers Something That Rivals Cannot 1. Incorporate product attributes and user features that lower the buyer’s overall costs of using the firm’s product. 2. Incorporate tangible features (e.g., styling) that increase customer satisfaction with the product. 3. Incorporate intangible features (e.g., buyer image) that enhance buyer satisfaction in noneconomic ways. 4. Signal the value of the firm’s product (e.g., price, packaging, placement, advertising) offering to buyers. 5–11
- 12. WHEN A DIFFERENTIATION STRATEGY WORKS BEST Market Circumstances Favoring Differentiation Diversity of buyer needs and uses for the product Many ways that differentiation can have value to buyers Few rival firms follow a similar differentiation approach Rapid change in technology and product features 5–12
- 13. PITFALLS TO AVOID IN PURSUING A DIFFERENTIATION STRATEGY Relying on product attributes easily copied by rivals. Introducing product attributes that do not evoke an enthusiastic buyer response. Eroding profitability by overspending on efforts to differentiate the firm’s product offering. Offering only trivial improvements in quality, service, or performance features vis-à-vis the products of rivals. Adding frills and features such that the product exceeds the needs and use patterns of most buyers. Charging too high a price premium. 5–13
- 14. FOCUSED (OR MARKET NICHE) STRATEGIES Focused Strategy Approaches Focused Low-Cost Strategy Focused Market Niche Strategy 5–14
- 15. WHEN A FOCUSED LOW-COST OR FOCUSED DIFFERENTIATION STRATEGY IS ATTRACTIVE The target market niche is big enough to be profitable and offers good growth potential. Industry leaders chose not to compete in the niche— focusers avoid competing against strong competitors It is costly or difficult for multi-segment competitors to meet the specialized needs of niche buyers. The industry has many different niches and segments. Rivals have little or no interest in the target segment. 5–15
- 16. THE RISKS OF A FOCUSED LOW-COST OR FOCUSED DIFFERENTIATION STRATEGY 1. Competitors will find ways to match the focused firm’s capabilities in serving the target niche. 2. The specialized preferences and needs of niche members to shift over time toward the product attributes desired by the majority of buyers. 3. As attractiveness of the segment increases, it draws in more competitors, intensifying rivalry and splintering segment profits. 5–16
- 17. BEST-COST PROVIDER STRATEGIES Differentiation: Providing desired quality/ features/performance/ service attributes Low Cost Provider: Charging a lower price than rivals with similar caliber product offerings Best-Cost Provider Hybrid Approach Value-Conscious Buyer 5–17
- 18. WHEN A BEST-COST PROVIDER STRATEGY WORKS BEST Product differentiation is the market norm. There are a large number of value-conscious buyers who prefer midrange products. There is competitive space near the middle of the market for a competitor with either a medium-quality product at a below-average price or a high-quality product at an average or slightly higher price. Economic conditions have caused more buyers to become value-conscious. 5–18
- 19. THE BIG RISK OF A BEST-COST PROVIDER STRATEGY—GETTING SQUEEZED ON BOTH SIDES Low-Cost Providers Best-Cost Provider Strategy High-End Differentiators 5–19
- 20. SUCCESSFUL COMPETITIVE STRATEGIES ARE RESOURCE-BASED A firm’s competitive strategy is most likely to succeed if it is predicated on leveraging a competitively valuable collection of resources and capabilities that match the strategy. Sustaining a firm’s competitive advantage depends on its resources, capabilities, and competences that are difficult for rivals to duplicate and have no good substitutes. 5–20