Professional Documents
Culture Documents
Lecture 1-4
Dr.Bhavish Jugurnath
Dr Bhavish Jugurnath 1
1
Course Overview: Objectives (cont’d)
THE CONCEPT OF
STRATEGY
2
Domain of Strategy
• strategic competitiveness and above normal returns
• concerns managerial decisions and actions which
materially affect the success and survival of business
enterprises
• involves the judgment necessary to strategically
position a business and its resources so as to
maximize long-term profits in the face of irreducible
uncertainty and aggressive competition
• strategy is the linkage between a business and its
current and future environment
Definition
• The determination of the long run goals
and objectives of an enterprise, the
adoption of courses of action and the
allocation of resources necessary for
carrying out these goals
3
Levels of Strategy
CORPORATE CORPORATE
STRATEGY HEAD OFFICE
BUSINESS
STRATEGY Division A Division B
R&D R&D
FUNCTIONAL Personnel Personnel
STRATEGIES
Finance Finance
Production Production
Marketing/Sales Marketing/Sales
Levels of Strategy
• Corporate strategy... defines the scope of the
business in terms of the industries and markets in
which it competes.
• includes decisions about diversification, vertical
integration, acquisitions, new ventures,
divestments, allocation of scarce resources
between business units
• Business strategy... is concerned with how the firm
competes within a particular industry or market... to
win a business unit must adopt a strategy that
establishes a competitive advantage over its rivals.
• Functional strategy... the detailed deployment of
resources at the operational level
4
Common Elements in Successful Strategy
Successful
Strategy
EFFECTIVE IMPLEMENTATION
Profound Objective
Long-term, simple
understanding of appraisal of
and agreed upon
the competitive resources
objectives
environment
For the purposes of strategy analysis we assume that the primary goal
of the firm is profit maximization.
Rationale:
1) Boards of directors legally obliged to pursue shareholder interest
2) To replace assets firm must earn return on capital > cost of capital
(difficult when competition strong).
3) Firms that do not max. stock-market value will be acquired
10
5
From Profit Maximization to Value Maximization
11
12
6
Shareholder Value Maximization and Strategy Choice
Problems:
• Estimating cash flows beyond 2-3 years is difficult
• Value of firm depends on option value as well as DCF value
13
14
7
Sources of Superior Performance
Above Normal
Profits
(in Excess of the Competitive Level)
15
COST
ADVANTAGE
COMPETITIVE
ADVANTAGE
DIFFERENTIATION
ADVANTAGE
16
8
The Experience Curve
Cumulative Output
17
Price Index
15K
75%
70% slope
18
9
Drivers of Cost Advantage
• Process innovation
PRODUCTION TECHNIQUES • Reengineering business processes
• Location advantages
INPUT COSTS • Ownership of low-cost inputs
• Non-union labor
• Bargaining power
19
Cost per
unit of
output
20
10
Scale Economies in Advertising: U.S. Soft Drinks
Despite the massive advertising budgets of brand leaders Coke and Pepsi, their main
brands incur lower advertising costs per unit of sales than their smaller rivals.
0.20
Advertising Expenditure ($ per case)
Schweppes
SF Dr. Pepper
0.15
Tab
Diet 7-Up Diet Pepsi
0.10
Diet Rite
Fresca
Seven Up
0.05
21
22
11
Applying the Value Chain to Cost Analysis: The
Case of Automobile Manufacture (continued)
23
PRCHSNG PARTS R&D COMPONENT ASSEM- TESTING GOODS SALES DSTRBTN DLR
INVNTRS DESIGN MFR BLY QUALITY INV MKTG CTMR
24
12
The Nature of Differentiation
25
26
13
Using the Value Chain to Identify
Differentiation Potential on the Supply Side
MIS that supports Training to support Unique product features.
fast response customer service Fast new product
capabilities excellence development
FIRM INFRASTRUCTURE
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
27
1
5
2 3 4
Inventory holding
Supplies of steel
Inventory holding
Inventory holding
technical support
Manufacturing
& aluminum
Purchasing
Distribution
Processing
Engineering
Marketing
Purchasing
Distribution
Canning
Service &
Design
Sales
28
14
INDUSTRY ANALYSIS
AND POSITIONING
29
Household & Personal Products 22.7 Gas & Electric Utilities 10.4
Pharmaceuticals 22.3 Food and Drug Stores 10.0
Tobacco 21.6 Motor Vehicles & Parts 9.8
Food Consumer Products 19.6 Hotels, Casinos, Resorts 9.7
Securities 18.9 Railroads 9.0
Diversified financials 18.3 Insurance: Life and Health 8.6
Beverages 18.8 Packaging & Containers 8.6
Mining & crude oil 17.8 Insurance: Property & Casualty 8.3
Petroleum Refining 17.3 Building Materials, Glass 8.3
Medical Products & Equipment 17.2 Metals 8.0
Commercial Banks 15.5 Food Production 7.2
Scientific & Photographic Equipt. 15.0 Forest and Paper Products 6.6
Apparel 14.4 Semiconductors &
Computer Software 13.9 Electronic Components 5.9
Publishing, Printing 13.5 Telecommunications 4.6
Health Care 13.1 Communications Equipment 1.2
Electronics, Electrical Equipment 13.0 Entertainment 0.2
Specialty Retailers 13.0 Airlines (22.0)
Computers, Office Equipment 11.7
30
15
The Profitability of Global Industries: Return on Invested Capital, 1963-2003
Utilities 6.2
Transporation 6.9
Energy 7.7
Materials 8.4
OVERALL AVERAGE 9
Retailing 9
Semiconductors 11.9
Media 14.7
Pharmaceuticals 18.4
0 5 10 15 20
31
32
16
Drawing Industry Boundaries :
Identifying the Relevant Market
33
Perfect
Oligopoly Duopoly Monopoly
Competition
Product Homogeneous
Differentiation Potential for product differentiation
Product
Perfect
Information Imperfect availability of information
Information flow
34
17
Porter’s Five Forces of Competition Framework
SUPPLIERS
Bargaining power of suppliers
INDUSTRY
COMPETITORS
35
SUPPLIER POWER
• Supplier concentration
• Relative bargaining
power
BUYER POWER
• Buyers’ price sensitivity
• Relative bargaining
power
36
18
SUPPLIER POWER
LOW
DRUG
INDUSTRY
(ROE=22%)
THREAT OF ENTRY
LOW INDUSTRY
COMPETITIVENESS
•economies of scale LOW THREAT OF
•capital requirements SUBSTITUTES
for R&D and clinical •high concentration LOW
trials •product differentiation
•product differentiation •patent protection No substitutes.
•control of distribution •steady demand growth (Changing as managed care
channels •no cyclical fluctuations encourages generics.)
•patent protection of demand
BUYER POWER
LOW
Physician as buyer:
Not price sensitive
No bargaining power.
(Changing with managed care.)
37
38
19
Neutralizing The Five
Competitive Forces
Force Method for Neutralizing Force
Entry Erecting barriers (isolating
mechanisms) create & exploit economies of
scale, aggressive deterrence, design in switching
costs, etc.
Rivalry Compete on nonprice dimensions:
cost leadership, differentiation, cooperation, etc.
Substitutes Improve attractiveness compared to
substitutes: better service, more features, etc..
Buyers Reduce buyer uniqueness: forward
integrate, differentiate product, new customers, etc..
Reduce supplier uniqueness: backward
Suppliers integrate, obtain minority position, second source, etc..
39
Time
Dr Bhavish Jugurnath 40
40
20
How Typical is the Life Cycle Pattern?
HDTV
?
1900 50 90 07 1930 50 70 90 07
MOTORCYCLES TV’s
41
42
21
The Driving Forces of Industry Evolution
Customers become
more knowledgeable Customers become
& experienced more price conscious
Quest for new
sources of
differentiation
Products become
more standardized
Diffusion of
Price competition
technology Production intensifies
Production shifts
becomes less R&D
to low-wage
& skill-intensive
countries
Excess capacity
increases
Demand growth Bargaining power
slows as market of distributors
saturation approaches Distribution channels increases
consolidate
43
250
200
150
No. of firms
100
50
0
1895 1905 1915 1925 1935 1945 1955
44
22
Preparing for the Future : The Role of Scenario
Analysis in Adapting to Industry Change
45
46
23
Gary Hamel: Shaking the Foundations
OLD BRICK NEW BRICK
Top management is responsible Everyone is responsible
for setting strategy for setting strategy
47
Established
Industry
Emerging Industry
Time
Dr Bhavish Jugurnath 48
48
24
The Industry Life Cycle as an S curve
Performance
Maturity
Discontinuity
Takeoff
Ferment
Time
Dr Bhavish Jugurnath 49
49
Maturity
Performance
Discontinuity
Takeoff
Ferment
Time
Dr Bhavish Jugurnath 50
50
25
RESOURCES,
CAPABILITIES, AND
CORE COMPETENCES
51
The The
Firm-Strategy Environment-Strategy
Interface Interface
52
26
Rationale for the Resource-based
Approach to Strategy
53
Precision Fine
Mechanics Optics
Micro-
Electronics
54
27
Eastman Kodak’s Dilemma
55
INDUSTRY KEY
COMPETITIVE SUCCESS FACTORS
STRATEGY
ADVANTAGE
ORGANIZATIONAL
CAPABILITIES
RESOURCES
TANGIBLE INTANGIBLE HUMAN
•Financial •Skills/know-how
•Technology •Capacity for
•Physical •Reputation communication
•Culture & collaboration
•Motivation
56
28
Appraising Resources
RESOURCE CHARACTERISTICS INDICATORS
57
58
29
Defining Organizational Capabilities
59
60
30
The Value Chain:
The McKinsey Business System
61
FIRM INFRASTRUCTURE
SUPPORT
HUMAN RESOURCE MANAGEMENT ACTIVITIES
TECHNOLOGY DEVELOPMENT
PROCUREMENT
PRIMARY
ACTIVITIES
62
31
The Rent-Earning Potential
of Resources and Capabilities
Durability
THE PROFIT
EARNING POTENTIAL SUSTAINABILITY OF THE Transferability
OF A RESOURCE OR COMPETITIVE
CAPABILITY ADVANTAGE Replicability
Property rights
Relative
APPROPRIABILITY bargaining power
Embeddedness
63
8 8 C3. Engineering 7 9
R3. Plant and
equipment
C4. Manufacturing 8 7
R4. Location 7 4
C5. Financial
6 3
management
R5. Distribution 8 5
C6. R&D 6 4
C8. Government
4 8
relations
64
32
Appraising VW’s Resources and Capabilities
(Hypothetical only)
10 Key Strengths
Superfluous Strengths
C3
R3
Relative Strength
C8
C4
C2
5 R2 R5
R1 R4 C1
C6 C7
C5
65
66
33
COMPETITIVE
ADVANTAGE AND THE
SCOPE OF THE FIRM
67
68
34
Transactions Costs and the
Scope of the Firm
VerticalProduct Geographical
Scope Scope Scope
[A] Single V1
Integrated V2
P1 P2 P3 C1 C2 C3
Firm V3
[B] Several V1
Specialized P1 P2 P3 C1 C2 C3
V2
Firms linked
by Markets V3
In situation [A] the business units are integrated within a single firm.
In situation [B] the business units are independent firms linked by markets.
Are the administrative costs of the integrated firm less than the transaction
costs of markets?
69
70
35
The Basic Issues in Diversification Decisions
INDUSTRY
ATTRACTIVENESS
RATE OF PROFIT
> COST OF CAPITAL
COMPETITIVE
ADVANTAGE
71
Note: During the 1980s and 1990s the trend reversed as large
companies refocused upon their core businesses
72
36
Diversification among Large UK
Corporations, 1950-93
70
60
Single business
50
40 Dominant
business
30 Related business
20
Unrelated
10 business
0
1950 1960 1970 1983 1993
73
74
37
Diversification and Shareholder Value:
Porter’s Three Essential Tests
If diversification is to create shareholder value, it must meet
three tests:
2. The Cost of Entry Test: the cost of entry must not capitalize
all future profits.
75
76
38
Relatedness in Diversification
77
78
39
The Costs and Benefits of Vertical
Integration: BENEFITS
79
80
40
When is Vertical Integration More Attractive
than Outsourcing?
How many firms are available The fewer the companies
to undertake the activities? the more attractive is VI
Is transaction-specific investment If yes, VI more attractive
needed?
Does limited information permit VI can limit opportunism
cheating?
Are taxes or regulation imposed VI can avoid them
on transactions?
Do the different stages have similar Greater the similarity, the
optimal scales of operation? more attractive is VI
Are the two stages strategically Greater the strategic
similar? similarity ---the more
attractive is VI
How great the need for entrepreneurship Greater the need, the greater
& continual upgrading of capabilities the disadvantages of VI
How uncertain is market demand? Greater the unpredictability
----the more costly is VI
Are risks compounded by VI increases risk.
linkages between vertical stages
81
Canning of
Iron ore Steel Steel strip Can
mining production food, drink,
production making oil, etc.
VERTICAL
VERTICAL
INTEGRATION INTEGRATION,
AND MARKET
CONTRACTS
MARKET
MARKET
CONTRACTS
CONTRACTS
82
41
Designing Vertical Relationships: Long-Term
Contracts and Quasi-Vertical Integration
83
84
42
Patterns of Internationalization
Domestic Multidomestic
Industries Industries
--railroads
--laundries/dry cleaning --retail banking
--hairdressing --hotels
LO W
--milk --consulting
85
Implications of Internationalization
for Industry Analysis
INDUSTRY STRUCTURE
• Lower entry barriers around national markets
• Increased industry rivalry --- lower seller concentration
--- greater diversity of competitors
• Increased buyer power: wider choice for dealers & consumers
COMPETITION
• Increased intensity of competition
PROFITABILITY
• Other things remaining equal, internationalization tends to
reduce an industry’s margins & rate of return on capital
86
43
Competitive Advantage within an International
Context: The Basic Framework
FIRM RESOURCES
THE INDUSTRY
& CAPABILITIES
ENVIRONMENT
-- Financial resources
-- Physical resources Key Success Factors
-- Technology
-- Reputation
-- Functional capabilities COMPETITIVE
-- General management
ADVANTAGE
capabilities
87
National Influences on
Competitiveness: The Theory of
Comparative Advantage
88
44
Revealed Comparative Advantage for
Certain Broad Product Categories
89
90
45
Porter’s National Diamond Framework
FACTOR CONDITIONS
RELATING AND
DEMAND SUPPORTING
CONDITIONS INDUSTRIES
STRATEGY, STRUCTURE,
AND RIVALRY
91
92
46
International Location of Production
93
94
47
Location and the Value Chain
Note:
1 = production of fiber (natural & synthetic) 2 = production of spun yarn
3 = production of textiles 4 = production of clothing
95
What internal
WHERE TO LOCATE resources and capabilities does the firm
ACTIVITY X? possess in particular locations?
96
48
Alternative Modes of Overseas Market Entry
97
• Benefits:
--Combining resources and capabilities of different companies
--Learning from one another
--Reducing time-to-market for innovations
--Risk sharing
• Problems:
--Management differences between the two partners. Conflict
most likely where the partners are also competitors.
• Benefits are seldom shared equally. Distribution of benefits
determined by:
– Strategic intent of the partners- which partner has the clearer
vision of the purpose of the alliance?
– Appropriability of the contribution-- which partner’s resources
and capabilities can more easily be captured by the other?
– Absorptive capacity of the company-- which partner is the
more receptive learner?
98
49
General Motors’ Alliances with Competitors
SAAB
AVTOVAZ FIAT
50%
owned
SUZUKI
GM FUJI
60%
ISUZU owned
99
Multinational Strategies:
Globalization vs. National Differentiation
100
50
Globalization & Global Strategy —What are they?
• GLOBALIZATION ?
--Something to do with increasing interdependence
between countries.
• GLOBAL STRATEGY
--At simplest level: Treating the world as a single market
E.g. Japanese companies during the 1970s & 1980s,
(YKK, Honda) standard products, developed &
manfactured within Japan; distributed & marketed
worldwide
--At more sophisticated level: Strategy that recognizes
and exploits linkages between countries (e.g. exploits
global scale, national resource differences, strategic
competition)
World as World as inter- World as
single mkt. related mkts. separate
national mkts.
101
102
51
Jet engines
Autos
Benefits
Consumer
of
electronics Telecom
global
integration equipment
Steel Investment
banking
Cement Online C2C auctions Restaurant
Retail chains
Beer banking
Dry Auto Funeral
cleaning repair services
103
Jet engines
Autos
Benefits
Consumer
of
electronics Telecom
global
integration equipment
Investment
banking
Retail
Cement banking
Auto Funeral
repair services
104
52
The Evolution of Multinational Strategies and
Structures: (1) 1900-1939—Era of the Europeans
105
106
53
The Evolution of Multinational
Strategies and Structures:
(3) 1970s and 1980s—The Japanese Challenge
107
global integration
global integration
a Ka
o Erickson
Philips P&G
General Electric Unilever
ITT
108
54
Reconciling Global Integration with National
Differentiation: The Transnational Corporation
109
110
55