Professional Documents
Culture Documents
External
Environment
Macro
Industry
Operating
Company
Mission
and
Objectives
Desired?
Possible?
Internal
Environment
Resources
Current Strategy
Costs
Strategic
Options
and
Choice
Industry KSFs
Price Competitiveness
Market Share
Brand Equity
Access to Distribution
Channels
Product
Differentiation
Durability
(How quickly will this resource depreciate? (Investments in Technology)
Competitive Superiority
(Requires some disaggregation)
Appropriability
(Who captures the value that the resource creates? Physician/Hospital Relationships)
Durability?
Transferability?
Replicability?
SW Questions
The Question of Value: Does a resource enable a firm to exploit and
environmental opportunity or neutralize an environmental threat?
What is value?
Purchased
Supplies
Inbound
Logistics
Distribution
and
Operations
Outbound
Logistics
Sales
and
Marketing
Service
Margin
Perform proprietary
research and gather
proprietary
information
Create unique
products
and
services
Build a
network of
local offices
to establish
a local
presence
Use
professional
brokers paid
by commission
to deliver
personal service
and advice to
clients
Provide
clients
access to
trading
information
and
account
balances via
the Internet
Competitive Strategies
Agenda:
Generic Strategies
Low cost leadership
Differentiation
Best Cost
Focus
Grand Strategies
Concentration
Market Development
Product Development
Generic Strategies
Low Cost Leadership
Differentiation
Best Cost
Focus
Motel 6
External Environment
Sources of Advantage
1. Selects relatively inexpensive sites
2. Builds only basic facilities
(no restaurant, no bar)
3. Relies on standard architectural designs
4. Uses inexpensive materials and
low-cost construction techniques
5. Simple room furnishings and
decorations
Low Cost
Strategy
Competitive
Advantage
Differentiation Strategy
When the firm attempts to provide something unique that is
valuable to buyers beyond simply offering a low price.
Firms pursue differentiation based on demand or supply:
Demand involves understanding customers and their needs and
preferences.
Supply involves being aware of the resources, capabilities, skills
and knowledge that a firm can leverage to create uniqueness.
Drivers of Uniqueness/Sources of
Advantage
Product features and product performance
Complementary service (delivery, credit, repair)
Intensity of marketing activities (advertising spending, signaling)
Reputation
Technology embedded in design and manufacture
Quality of purchased inputs
Drivers of Uniqueness/Sources of
Advantage continued..
Location (e.g., retail stores)
Degree of vertical integration
Skill and experience of employees
Procedures influencing the conduct of each value-adding activity
(e.g., rigor of quality control, service procedures, frequency of
visits to a customer)
Proper segmentation
External Environment
Sources of Advantage
1.
2.
3.
4.
5.
6.
7.
8.
Differentiation
Strategy
Competitive
Advantage
Best Cost
Combines advantages based on both low cost and differentiation.
The firm is able to offer what customers perceive as valuable while
at the same time being cost efficient.
Kimpton Hotels
External Environment
Sources of Advantage
1.
2.
3.
4.
5.
6.
7.
Best Cost
Strategy
Competitive
Advantage
Concentrated Growth
Increasing the use of present products in present markets
1. Increasing the rate at which present customers use the
product/service (Hospitals creating wellness programs)
2. Attracting competitors customers
3. Attracting nonusers of the product (Profiling and contacting
potential
cosmetic surgery patients)
Drs. Rodan & Fields have their own private practices,
specializing in dermatologic surgery, cosmetic surgery
and acne treatments. Seeing over 1,000 patients a month,
Drs. Rodan and Fields developed Proactiv Solution to
help relieve the endless frustration and suffering of their
patients.
Market Development
Selling present products in new markets
1.
Product Development
Developing new products for present markets
1.
3. Brand Extension