Professional Documents
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Strategies A key reason firms must satisfy customers with their business
level strategy is that returns earned from relationships with
- Purposeful customers are the lifeblood of all organizations.
- Develop before firms engage rivals in marketplace
competition Effectively managing relationships with customers
- Demonstrate a shared understanding of the firm’s
Firms strengthen their relationship with the customers
vision and mission
by delivering superior value to them.
o A strategy that is consistent with the
Strong interactive relationship with customers =
conditions and realities of the firm’s external
foundation for the firm to earn profits
and internal environment marshals,
Delivering superior value = increased customer
integrates, and allocates available resources,
satisfaction = positive relationship with profitability
capabilities, and competencies to align them
Example: Amazon – competitors and others admire it
properly with the opportunities in the
for the quality of information it maintains about its
external environment.
customers, the services it renders, and its ability to
o When effective, strategy also rationalizes the
anticipate customer’s needs. It tries to serve what it
firm's vision and mission along with the
believes are the unique needs of each customer. To
actions taken to achieve them.
date, the firm has maintained strong reputation for
o Sound strategic choices that reduce
being able to do this.
uncertainty regarding outcomes are the
foundation for building successful strategies. Three dimensions that characterize firms’ relationships
with customers.
Business-level strategy
1. Reach – firm’s access and connection to customers
- Indicates the choice says the firm has made about - Reach = adding more customers
how it intends to complete in individual product
- Critical dimension for social networking
markets
sites
- is an integrated and coordinated set of commitments
e.g., Facebook – world’s most popular
and actions the firm uses to gain a competitive networking sites; Netflix Inc.
advantage by exploiting core competencies in a
specific product market. 2. Richness – concerns the depth and detail of the two-
- Every firm must develop and implement a way flow of information between the firm and
business level strategy. However some may customers.
not use all of the strategies. - The potential of the richness dimension to
- Is the core strategy – strategy that the firm forms to help the firm establish a competitive
describe how it intends to compete against rivals on a advantage in its relationship with customers
day-to-day basis in its chosen product market. leads many firms do offer online services as
- Customers – foundation of successful a means of superior management of
business-level strategies information exchanges with them.
- Internet technology and ecommerce Consumer Markets
transactions, which are part of a firm's Demographic Age, income, sex, etc.
digital strategy, have substantially reduce Factors
the cost of meaningful information Socioeconomic Social class, stage in the family
exchanges with current and potential Factors cycle
customers. Geographic Factors Cultural, regional, and national
- E.g., Amazon differences
Psychological Lifecycle, personality traits
3. Affiliation – concerned with facilitating useful
factors
interactions with customers.
Consumption Heavy, moderate, light users
- Viewing the world through the customer's patterns
eyes and constantly seeking ways to create Perpetual factors Benefit segmentation, perceptual
more value for the customer have positive mapping
effects in terms of affiliation. Industrial Markets
- It enhances customer satisfaction, fewer End use segments Identified by SIC (Standard
customer complaints. Industrial Classification) code
- CMO “Chief Customer Officer” (prev Products segments Based on technological differences
carried the title of “Chief Marketing or production economics
Officer”) – companies have to enhance their Geographic Defined by boundaries between
affiliation with customers. segments countries or by regional differences
- E.g., Tesco, Walmart within them
Common buying Cut across product market and
factor segments geographic segments
Customer size
WHO: Determining the Customers to Serve segments
Market Segmentation
Purpose of Business-Level Strategy
- Is the process of dividing customers into groups
based on their needs - To create differences between the firm’s position and
- Process used to cluster customers with similar needs those of its competitors
into individual and identifiable groups - Perform activities differently or perform different
activities (essence of business-level strategy)
WHAT: Determining which Customer Needs to Satisfy
- Business level strategy is a deliberate choice about
- Identify the targeted customer group’s needs that its how it will perform the value chains primary and
products can satisfy support activities to create unique value.
- Needs are related to a product’s benefits and features - Successful use of business level strategy = firm
- E.g., Kroger (largest grocery store chain in Us), learning how to integrate the activities it performs in
Starbucks (experience – customize own drinks) ways that create superior value for customers.
- E.g., Southwest Airlines – uses cost leadership
HOW: Determining Core Competencies Necessary to strategy
Satisfy Customer Needs o The key to Southwest’s success has been its
- How to use its resources, capabilities, and ability to maintain low cost across time
while providing customers with acceptable
competencies to develop products that can satisfy its
levels of differentiation such as an engaging
target customers’ needs
culture. Firms using the cost leadership
Core competencies strategy must understand that in terms of
sources of differentiation accompanying the
- Are resources and capabilities that serve as a source cost leader’s product, the customer defines
of competitive advantage for the firm over its rivals. acceptable.
- Firms use core competencies (how) the implement o Fit among activities is a key to sustainability
value creating strategies, thereby satisfying of competitive advantage, including
customers’ needs. Southwest Airlines.
Our discussion about customer shows that all organizations o Strategic fit (expresses the degree to which
must use their capabilities and core competencies (the how) to an organization is matching its resources
satisfy the needs (the what) of the target group of customers and capabilities with the opportunities in the
(the who) the firm has chosen to serve. external environment) among the many
activities is critical for competitive
Basis for Customer Segmentation advantage.
o It is more difficult for a competitor too much 4. Advertising - where for a fee, firm provide
a configuration of integrated activities then advertisers with high quality access and their target
to imitate in particular activity such as sales customers.
promotion, or process technology. - E.g., Google, Pinterest
Business Model and their Relationship with Business-level 5. Peer-to-peer - where a business matches those
Strategies wanting a particular service with those providing that
Business model – describes what a firm does to create, service.
deliver, and capture value for its stakeholders. - Task Rabbit and Airbnb
Understanding customers in terms of who, what, and how 2 Types of Target Markets:
is foundational to developing and using successfully both a 1. Broad Market – firms seek to use their capabilities to
business model and a business-level strategy. create value for customers on an industry-wide basis.
Different business model: 2. Narrow Market – the firm intends to serve the needs
of a narrow customers group. E.g., buyers with
1. Franchise - firm licensing its trademark and the special needs, buyers located in specific geographic
processes it follows to create and deliver a product to region.
franchisees. A firm could also strive to develop a combined low
- The firm franchising (franchisor) captures value by cost/distinctiveness value creation approach as the
receiving fees and royalty payments from its foundation for serving a target customer group that is
franchisees. larger than a narrow market segment but not as
- E.g., McDonald’s (with cost leadership strategy – comprehensive as a broad (or industry wide)
offered at low price but with acceptable levels of customer group. In this instance, the firm uses the
differentiation), and Panera Bread (with integrated cost leadership/ differentiation strategy.
differentiation strategy - offered differentiated food
items in a differentiated setting to provide customers
with value for which they are willing to pay and at a Cost-leadership Strategy
cost that is acceptable to them)
- is an integrated set of actions taken to produce
2. Subscription – offering a product to customers on a products with features that are acceptable to
regular basis. customers at the lowest cost, relative to that of
- E.g., Blue Apron, Netflix competitors.
- Firms using the cost leadership strategy commonly
3. Freemium - the firm provides a basic product to sell standardized goods or services, but with
customers for free and earns revenues and profits by competitive levels of differentiation, to the industry’s
selling a premium version of the service. most typical customer.
- Process innovations, which are newly designed
production and distribution methods and techniques
that allowed the firm to operate more efficiently, are goods and delivery times that produce
critical to firms’ efforts to use the cost leadership low costs.
strategy successfully. Marketing (including sales)
- Firms using this strategy scour the world to find low- - Targeted advertising and low prices for
cost producers to which they outsource various high sales volumes.
functions as mean of keeping their cost low. Follow-up service
- Research suggests that having a competitive - Efficient follow-up to reduce returns
advantage in logistics (inbound – material handling,
warehousing, and inventory control; outbound – How firms seek to earn above-average return by implementing
collecting, storing and distributing products) creates the cost leadership strategy:
more value with a cost leadership strategy than with a
differentiation strategy. Rivalry with existing competitors
- Rivals hesitate to compete on price variables.
Another way of cutting costs: OUTSOURCING
- Makes the firm more dependent to suppliers. Because Factors that influence the degree of rivalry (when
of this, firms analyze outsourcing possibilities implementing cost-leadership strategy):
carefully prior to committing any of them. o Organizational Size
o Resources possessed by rivals
Why do firms need to analyze outsourcing carefully before o Firm’s dependence on a particular market
committing to any of them? o Location and prior competitive interactions
- Outsourcing creates interdependencies between the between firms
outsourcing firms and the suppliers. If dependencies o Firms’ reach, richness, and affiliation with
become too great, supplier power may result in its customers
higher costs for the outsourcing firm. - Cost leaders try to develop strong and mutually
- Cost leaders also examine all support activities to supportive relationships with stakeholders to reduce
find additional potential cost reductions. rivalry and lower their cost as a result.
- Guanxi – name use to describe relationships that
Value-chain analysis Chinese firms develop with others to reduce rivalry.
- Firms use to identify the parts of the company’s
Bargaining Power of Buyers (Customers)
operation that create value and those that do not.
- Powerful customers can force a cost leader to reduce
Effective use of cost leadership strategy its prices.
- In some cases, powerful customers may pressure
- Allows the firm to earn above average returns in spite firms to provide innovative products and services.
of the presence of strong competitive forces.
Why do firms need to provide customers with Firms use the value chain to determine if they are able to link
differentiated products at COMPETITIVE COSTS? the activities required to create value by using the
differentiation strategy. Companies without the skills needed
- Firms must be able to provide customers with to make these activities cannot expect to use the differentiation
differentiated products at competitive cost to reduce strategy successfully.
upward pressure on the price they pay. When a firm
produces differentiated features for its product at Support Finance
noncompetitive cost, the price for the product may Functions - Make long term investments in the
exceed what target customers are willing to pay. If development of new technology and
firms have a thorough understanding of the value its innovative products, in marketing and
target customers seek, the relative importance they advertising, and in an ability to provide
attach to the satisfaction of different needs and for exceptional service.
what they are willing to pay a premium, the Human resources
differentiation strategy can be effective in helping - Recruit highly qualified employees and
invest in training that provides them
them earn above average returns. Of course, to
with the latest technological knowledge
achieve these returns, the firms must apply its
and the capabilities to provide
knowledge capital (knowledge held by its employees breakthrough services.
and managers) to provide customers with a Management Information Systems
differentiated product that provides them with value - Acquire and develop excellent
for which they are willing to pay. information systems that provide up-to-
date market intelligence and real time
To maintain success by implementing the differentiation
information in all areas relevant for
strategy, the firm must: strategic and major operational
decisions.
- consistently upgrade differentiated features
Value Supply-Chain Management
Chain - Develop and maintain positive relations
Activities with major suppliers. Ensure the receipt
of high quality supplies (raw materials
and other goods).
Operations
- Manufacture high quality goods. Product substitutes
Develop flexible systems that allow - Firms selling brand name products to loyal customers
rapid word responses to customers’
hold an attractive position relative to product
changing needs.
substitutes.
Distribution
- Provide accurate and timely delivery of - Companies without brand loyalty face a higher
goods to customers. probability of customers switching either
Marketing (including sales) a. Products that offer differentiated features that serve
- Build strong positive relationships with the same function, particularly lower price
customers. Invest in an effective b. Products that offer more features and perform
promotion and advertising program. functions that create more value
Follow-up service
- Have a specially trained unit to provide Competitive risks of the differentiation strategy
after-sales service. Ensure high - Customers may decide that the price differential
customer satisfaction. between the differentiator’s product and the cost
leader’s product is too large.
How firms seek to earn above-average return by implementing - A firm’s means of differentiation may cease to
the differentiation strategy: provide value for which customers are willing to pay
or that how the firm seek to differentiate its offerings
Rivalry with existing competitors is unclear to target customers. (A differentiated
- Customers tend to be loyal purchasers of products product becomes less valuable if imitated with lower
differentiated in ways that are meaningful to them. price.)
- Loyalty increases = customers become less sensitive - Experience can narrow customers’ perception the
to price increases value of a products differentiated features.
- The relationship between brand loyalty and price (counterfeit through innovation)
sensitivity insulates a firm from competitive rivalry. - Counterfeiting. Counterfeits have a trademark or logo
- Positive reputations with customers sustain the that is identical to or indistinguishable from a legal
competitive advantage of firms using a differentiation logo owned by another party, thus infringing the
strategy. rights of the legal owner. (Creates distrust and
- However, firms must be aware of IMITATION. reduces differentiation)
Example, Samsung and Apple. - Failing to provide crisp and identifiable
differentiation to customers in the form of a firm's
Bargaining Power of Buyers (Customers) products. E.g., Macy’s department stores (fell short in
- Reduces customers’ sensitivity to price increases. satisfying: shareholders – who have seen the value of
- customers are willing to accept a price increase when their ownership decline, and customers – who are not
a product still satisfies their unique needs better than frequenting in Macy’s stores to shop)
does a competitor’s offering.
Example: Macy’s
- E.g., IKEA