Strategic management planing for domestic and global competition 14th john robinson chapter 8

Chapter Business Strategy © 2015 by McGraw-Hill Education This is proprietary material solely for authorized instructor use Not authorized for sale or distribution in any manner This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part Learning Objectives • • • • • • Determine why a business would choose a low-cost, differentiation, or speed-based strategy Explain the nature and value of a market focus strategy Illustrate how a firm can pursue both low-cost and differentiation strategies Identify requirements for business success at different stages of industry evolution Determine good business strategies in fragmented and global industries Decide when a business should diversify Basic Issues in Business Strategy • What strategies are most effective at building sustainable competitive advantages for single business units? • Should dominant-product/service businesses diversify to build value and competitive advantage? Evaluating and Choosing Business Strategies: Seeking Sustained Competitive Advantage • • The two most prominent sources of competitive advantage can be found in the business’s cost structure and its ability to differentiate the business from competitors Businesses that have one or more sources/capabilities that let them operate at a lower cost will consistently outperform their rivals that don’t Evaluating Cost Leadership Opportunities • Business success built on cost leadership requires the business to be able to provide its product or service at a cost below what its competitors can achieve Low-cost Strategies • Business strategies that seek to establish long-term competitive advantages by emphasizing and perfecting value chain activities that can be achieved at costs substantially below what competitors are able to match on a sustained basis This allows the firm, in turn, to compete primarily by charging a price lower than competitors can match and still stay in business Ex 8.1 Evaluating a Business’s Cost Leadership Opportunities Sustainable Low-Cost Activities Some low-cost advantages reduce the likelihood of buyers’ pricing pressure Truly sustained low-cost advantages may push rivals into other areas New entrants competing on price must face an entrenched cost leader Low-cost advantages should lessen the attractiveness of substitute products Higher margins allow low-cost producers to withstand supplier cost increases Risks of a Cost Leadership Strategy Many cost-saving activities are easily duplicated Exclusive cost leadership can be a trap Obsessive cost cutting can shrink other competitive advantages Cost differences often decline over time Evaluating Differentiation • • • Differentiation requires that the business have sustainable advantages that allow it to provide buyers with something uniquely valuable to them Differentiation usually arises from one or more activities in the value chain that create a unique value important to buyers Strategists use benchmarking and consider the forces in considering differentiation 10 Business Strategies in Emerging Industries • • • • • • • Technologies that are most proprietary to the pioneering firms and technological uncertainty will unfold Competitor uncertainty because of inadequate information about competitors, buyers, and the timing of demand High initial costs but steep cost declines Few entry barriers First-time buyers requiring initial inducement to purchase Inability to obtain raw materials and components until suppliers gear up to meet the industry’s needs Need for high-risk capital because of the industry’s uncertain prospects 22 Emerging Industries • • • • • • For success in this industry setting, business strategies require one or more of these features: The ability to shape the industry’s structure The ability to rapidly improve product quality and performance features Advantageous relationships with key suppliers and promising distribution channels The ability to establish the firm’s technology as the dominant one The early acquisition of a core group of loyal customers and then the expansion of that customer base The ability to forecast future competitors 23 Competitive Advantages and Strategic Choices in Growing Industries • • Rapid growth brings new competitors into the industry At this stage, growth industry strategies that emphasize brand recognition, product differentiation, and the financial resources to support both heavy marketing expenses and the effect of price competition on cash flow can be key strengths 24 Growth Industries • For success in this industry setting, business strategies require one or more of the following features: • The ability to establish strong brand recognition • The ability and resources to scale up to meet increasing demand  Strong product design skills to be able to adapt products and services  The ability to differentiate the firm’s product[s] from competitors entering the    market R&D resources and skills to create product variations The ability to build repeat buying from established customers Strong capabilities in sales and marketing 25 Competitive Advantages and Strategic Choices in Mature Industries • • As an industry evolves, its rate of growth eventually declines • Competition becomes more oriented to cost and service as knowledgeable buyers expect similar price and features Firms working with the mature industry strategies sell increasingly to experienced, repeat buyers who are now making choices among known alternatives 26 Mature Industries • • • • • • Strategy elements of successful firms in maturing industries often include the following: Product line pricing Emphasis on process innovation that permits low-cost product design, manufacturing methods, and distribution synergy Emphasis on cost reduction Careful buyer selection to focus on buyers who are less aggressive, more closely tied to the firm, and able to buy more from the firm Horizontal integration to acquire rival firms whose weaknesses can be used to gain a bargain price International expansion to markets where attractive growth and limited competition still exist 27 Competitive Advantages and Strategic Choices in Declining Industries • • • • • Declining industries are those that make products or services for which demand is growing slower than demand in the economy as a whole or is actually declining Focus on higher growth or a higher return Emphasize product innovation and quality improvement Emphasize production and distribution efficiency Gradually harvest the business 28 Competitive Advantage in Fragmented Industries • A fragmented industry is one in which no firm has a significant market share and can strongly influence industry outcomes • • • • • Tightly managed decentralization “Formula” facilities Increased value added Specialization Bare bones/no frills 29 Competitive Advantage in Global Industries • A global industry is one that comprises firms whose competitive positions in major geographic or national markets are fundamentally affected by their overall global competitive positions – – – License foreign firms to produce and distribute the firm’s products Maintain a domestic production base and export products to foreign countries Establish foreign-based plants and distribution to compete directly in the markets of one or more foreign countries 30 Four Generic Global Competitive Strategies • • • • Broad-line global competition Global focus strategy National focus strategy Protected niche strategy 31 Ex 8.11 Grand Strategy Selection Matrix 32 Ex 8.12 Model of Grand Strategy Clusters 33 Building Value as a Basis for Choosing Diversification or Integration • The grand strategy selection matrix and model of grand strategy clusters are useful tools to help dominant product company managers evaluate and narrow their choices among alternative grand strategies • Dominant product company managers who choose diversification or integration eventually create another management challenge 34 Key Terms • Concentrated growth • Concentric diversification • Conglomerate diversification • Declining industry • Differentiation • Divestiture • Emerging industry • Fragmented industry • Global industry • Grand strategy clusters • Grand strategy selection matrix • Growth industry strategies • Horizontal acquisition 35 Key Terms (contd.) • • • • • • Innovation Joint ventures Liquidation Low-cost strategies Market development Market focus • • • • • • Mature industry strategies Product development Retrenchment Speed-based strategies Strategic alliances Vertical acquisition 36 ... global competitive positions – – – License foreign firms to produce and distribute the firm’s products Maintain a domestic production base and export products to foreign countries Establish foreign-based... foreign-based plants and distribution to compete directly in the markets of one or more foreign countries 30 Four Generic Global Competitive Strategies • • • • Broad-line global competition Global focus... strategy 31 Ex 8. 11 Grand Strategy Selection Matrix 32 Ex 8. 12 Model of Grand Strategy Clusters 33 Building Value as a Basis for Choosing Diversification or Integration • The grand strategy selection