Mini-Group Presentation
ashiaf
Chapter06.pdf
Business Strategy: Differentiation, Cost Leadership,
and Integration
Lina Deng
Business Strategy and Competitive Advantage
• A business-level strategy is an integrated and coordinated set of commitments and actions designed to provide value to customers and to gain a competitive advantage by utilizing core competencies in specific individual product markets.
6–2
Business-Level Strategy: How to Compete for Advantage?
• Answer the “Who, What, Why, and How”
Ø Who - which customer segments to serve?
Ø What needs, wishes, desires will we satisfy?
Ø Why do we want to satisfy them?
Ø How will we satisfy customers’ needs?
• Details actions that managers take in the quest for competitive advantage Ø Single product or group of similar products
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Industry and Firm Effects Jointly Determine Competitive Advantage
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Business Strategy and Competitive Advantage
• Two fundamental questions:
Ø How do you generate advantage? Ø How do you sustain advantage?
• Key idea for sustainability is “barriers to imitation.”
Ø How long will it be before the first rival imitates the first mover?
Ø How fast does new imitation occur once it starts?
v These two factors determine appropriability.
6–5
Business Strategy and Competitive Advantage
• Does market share generate competitive advantage?
Ø The computer industry is an excellent example of the lack of correspondence between market share and profit rates. IBM was a clear market leader in terms of market share but had only mediocre economic performance relative to its rivals. High market share is no guarantee of high rates of profitability.
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Business Strategy and Competitive Advantage
• Does market share generate competitive advantage?
Ø Perhaps high market share causes high profit rates.
Ø But it could equally well be that there is a third factor (e.g., good service capabilities, such as those of Caterpillar), either not considered or unobserved by us, that causes both high profitability and high market share.
v In this case, we would see a correlation between profitability and market share but there is no causal explanation.
Business Strategy and Competitive Advantage
• When can market share work to generate and sustain an advantage?
Ø Scale economies (to generate cost leadership advantage)
combined with high exit costs (to sustain the advantage) may make market share a defensible advantage.
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Business Strategy and Competitive Advantage
• An organization’s knowledge or expertise can lead to sustainable advantage if: Ø The knowledge is tacit rather than articulable;
v Tacit Knowledge: “We know more than we can tell.” v Tacit Skills: Riding a bike, swimming, “learning by doing,” which is
critical for maintaining a manufacturing base
Ø The knowledge is not observable in use; Ø The knowledge is (socially) complex, rather than simple.
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Forms of Competitive Advantage
Competitive Advantage
Cost Advantage
Differentiation Advantage
Similar Product At Lower Cost
Price Premium From Unique Product
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Strategic Position and Competitive Scope: Generic Business Strategies
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© 2005 Mara Lederman, Rotman School of Management
Types of Competitive Advantage
Buyer value generated (willingness to pay)
Costs incurred (including opportunity cost of capital)
Industry average
competitor
Successful differentiated
competitor
Successful low-cost
competitor
Competitor with dual
advantage
$
Value Created
Differentiation Advantage
• Differentiation Advantage, a concept developed by economist Joan Robinson, occurs when a firm is able to obtain from its differentiation a price premium in the market which exceeds the cost of providing differentiation.
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Value Drivers: Differentiation
• Differentiation:
Ø Product features, customer service, customization, and complements
Ø Competitive advantage = economic value created (V-C) > competitors v Marriott line of Hotels
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Cost Drivers: Cost-Leadership
• Cost Leadership:
Ø Cost of input factors, economies of scale, and learning-curve and experience-curve effects
Ø Competitive advantage = economic value created (V-C) > competitors v Walmart vs. Kmart v Dell vs. Compaq, Gateway, & HP
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Economies of Scale and Diseconomies of Scale
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"Big Box" Retailers' Advantage
Box 2 x 2 x 2 Volume 8
Box 3 x 3 x 3 Volume 27
• Cube-Square Rule: Ø Each dimension increases 50% (2 goes to 3) BUT Ø Each volume increases 237.5% (8 goes to 27) !!
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Learning Curve: Sources of Gain
Ø Need less time to instruct workers
Ø Workers become more skillful in their movements
Ø Develop better operation sequences
Ø Machines and tooling are continually improved
Ø Rejections and rework decrease
Ø Management controls improved
Ø Engineering changes become less frequent
Ø Cost-effective improvements in product design
Ø Enriched knowhow in managing and operating business
Ø More efficient inventory handling and distribution methods
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Limits of “Learning Curve” Advantages
Ø Copying and reverse engineering of products;
Ø Hiring a competitor’s employees;
Ø Purchasing the know-how from consultants;
Ø Obtaining the know-how from customers;
Ø Experience advantages are often nullified by product obsolences and innovations.
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Learning Curve • The following discussion and applications focus on direct labor
hours per unit, although we could as easily have used costs. In developing a learning curve, we make these assumptions:
Ø Direct labor requirements will decrease at a declining rate as cumulative production increases.
Ø The reduction in time will follow an exponential curve. In other words, the production time per unit is reduced by a fixed percentage each time production is doubled. We can use a logarithmic model to draw a learning curve. The direct labor required for the nth unit, kn, is
• kn = k1 nb where • k1 = direct labor hours for the first unit • n = cumulative number of units produced • b = log r/log 2 • r = learning rate
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Learning Curve • Example: The Bellweather Company has a contract for 60 portable
electric generators. The labor-hour requirement for manufacturing the first unit is 100. With that as given, Bellweather planners develop an aggregate capacity plan using learning-curve calculations. They use a 90 percent learning curve, based on previous experience with generator contracts.
• The labor requirement for the second generator is: • k2 = k1 nb • = 100 (2)log 0.9/log 2 • = 100 (2)-.152 • = 100 (.9) = 90 hours
• This result for the second unit, 90, is expected, since for a 90% learning curve there is a 10% percent learning between doubled quantities.
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Learning Curve • Example: The Bellweather Company
v For the 8th unit,
v = 100 (8)-.152 = 100 (0.729) = 72.9 hours
v This result is also obtained by 100 (.9) (.9) (.9) = 72.9 hours.
• Learning curves can be used for:
Ø Bid Preparation
Ø Financial Planning
Ø Production Scheduling
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The Learning Curve
Per Unit Cost ($)
Cumulative Output (units)
0
20
40
60
80
100
120
0 50 100 150 200 250
90%
80%
70%
Per Unit Cost ($)
Cumulative Output (units)
0
20
40
60
80
100
120
0 50 100 150 200 250
90%
80%
70%
Aircraft Assembly (1925-57): 80%
Calculator (1975-78): 74%
Gaining Competitive Advantage Through Learning
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Avon Pursuing an Integration Strategy
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Value and Cost Drivers
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