Professional Documents
Culture Documents
Business-Level Strategy
Michael A. Hitt
R. Duane Ireland
Robert E. Hoskisson
Ch4-2
Learning Objectives Continued
Ch4-3
Chapter 2
Strategic External
Environment
The Strategic
Inputs
Strategic Intent
Strategic Mission
Management
Chapter 3
Internal Process
Environment
Strategic
Competitiveness
Above Average
Feedback
Returns
Ch4-4
Chapter 2
External Environment
Sustainable
Competitive
Chapter 3 Advantage
Internal Environment
Chapter 4
Business Level
Strategy
Ch4-5
The resources and capabilities
Core that have been determined to
Competency be a source of competitive
advantage for a firm over its
rivals.
Ch4-6
Core The resources and capabilities that have been
Competency determined to be a source of competitive
advantage for a firm over its rivals.
Ch4-7
Core The resources and capabilities that have been
Competency determined to be a source of competitive
advantage for a firm over its rivals.
Market Segmentation
10
Ch4-10
Basis for Customer Segmentation
Consumer Markets
1. Demographic factors (age, income, sex, etc.)
2. Socioeconomic factors
(social class, stage in the family life cycle)
3. Geographic factors
(culture, region or country differences)
4. Psychological factors (lifestyle, personality traits)
5. Consumption patterns
(heavy, moderate, and light users)
6. Perceptual factors
(benefit segmentation, perceptual mapping)
7. Brand loyalty patterns
Ch4-11
Basis for Customer Segmentation
Industrial Markets
1. End use segments (identified by SIC code)
2. Product segments (based on technological differences
or production economics)
3. Geographic segments (defined by boundaries
between countries or by regional differences within
them)
4. Common buying factor segments (cut across
product/market and geographic segments)
5. Customer size segments
Ch4-12
Customer Needs—What?
13
Ch4-13
Customer Needs—How?
Ch4-15
Business-Level Strategy
Key Issues
Which good or
service to provide
Business-level How to
Strategy manufacture it
How to
distribute it
16
Ch4-16
Five Business-Level Strategies
Ch4-17
Generic Business Level Strategies
Source of Competitive Advantage
Cost Uniqueness
Cost Uniqueness
Key Criteria:
Ch4-20
Cost Leadership Business Level Strategy
Requirements:
Constant effort to reduce costs through:
Ch4-21
How to Obtain a Cost Advantage
Ch4-22
Reconfiguring the Value Chain
of Iowa Beef Packers (IBP)
Old Ship “on the Slaughter
Ranch “Boxed
Way: Hoof” to Rail into sides
Cattle Cuts” at
Center of beef
Markets
(Chicago)
New
New Locate large Ship cuts
Process into
Way: automated already
Way “Boxed Cuts” at
plants near “Boxed” to
plants
ranches Markets
Ch4-26
Effective Cost Leaders can remain profitable even when
the Five Forces appear unattractive
Threat of
New
Entrants
Ch4-28
Effective Cost Leaders can remain profitable even when
the Five Forces appear unattractive
Cost Uniqueness
Broad Cost
Target
Market Leadership
Breadth of
Competitive
Scope
Narrow
Target
Market
Ch4-33
Generic Business Level Strategies
Source of Competitive Advantage
Cost Uniqueness
Ch4-34
Differentiation Business Level Strategy
Key Criteria:
Prestige or exclusivity
Rapid innovation
Ch4-35
Differentiation Business Level Strategy
Requirements:
Constant effort to differentiate products through:
Developing new systems and processes
Quality focus
Capability in R&D
Ch4-38
Drivers of Differentiation
Examples:
Ch4-40
Effective Differentiators can remain profitable even
when the Five Forces appear unattractive
Threat of
New
Entrants
Ch4-42
Effective Differentiators can remain profitable even
when the Five Forces appear unattractive
Can fend off New Entrants because:
Threat of New products must
*
New surpass proven products
Entrants * Or be equal to performance
at lower prices
Well positioned relative to
Substitutes because:
Bargaining
* Brand loyalty tends to Power of
reduce new product trial Suppliers
and brand switching
Can mitigate Buyer Power
because well differentiated
Threat of products reduce customer
Substitute sensitivity to price increases
Products
Ch4-43
Effective Differentiators can remain profitable even
when the Five Forces appear unattractive
Can fend off New Entrants because:
Threat of New products must
*
New surpass proven products
Entrants * Or be equal to performance
at lower prices
because
* Brand buyers
loyalty tends to
reduce new product trial
are brand loyal
Can mitigate Buyer Power
and brand switching
Threat of because well differentiated
products reduce customer
Substitute
sensitivity to price increases
Products
Ch4-44
Effective Differentiators can remain profitable even
when the Five Forces appear unattractive
Cost Uniqueness
Ch4-47
Generic Business Level Strategies
Source of Competitive Advantage
Cost Uniqueness
Example:
Custom manufacturers of parts for
Harley-Davidson motorcycles
Ch4-51
Major Risks Involved With a Focused
Differentiation Business Level Strategy
Cost Uniqueness
Ch4-55
Integrated Low Cost/Differentiation Strategy
Southwest Airlines
Low Cost Differentiation
Use a single aircraft model
Focus on customer
(Boeing 737)
satisfaction
Use secondary airports
High level of employee
Fly short routes dedication
No meals
New flight services for
15 minute turnaround time
business travelers
No reserved seats (phones and faxes)
No travel agent reservations
Ch4-56