chapter 4 development of the firm’s - smarketing hollensen global marketing 5th edition hollensen:...
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Svend Hollensen
GLOBAL MARKETING5th Edition
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Chapter 4 Development of the firm’s
international competitiveness
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Slide 4.2
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Learning objectives (1)
Define the concept international competitiveness
in a broader perspective from a macro level to a
micro level
Discuss the factors influencing the firm’s
international competitiveness
Explain how Porter’s traditional competitive-
based five forces model can be extended to a
collaborative (five sources) model
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Slide 4.3
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Learning objectives (2)
Explore the idea behind the competitive
triangle
Analyse the basic sources of competitive
advantage
Explain the steps in competitive benchmarking
Explain how a company can create customer
value by the use of Blue Ocean Strategy
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Slide 4.4
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Development of a firm’s
international competitiveness
Macro level: Analysis of national
competitiveness
Meso level: Competition analysis in an
industry
Micro level: Value chain analysis
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Slide 4.5
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Figure 4.1 Development of a firm’s international competitiveness
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Slide 4.6
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Analysis of national
competitiveness (Porter diamond)
Firm strategy,
structure,
and rivalryChance
Factor
conditions
Related and
supporting
industries
Demand
conditions
Govern-
ment
Figure 4.1 Development of a firm’s international competitiveness (Continued)
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Slide 4.7
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Factor conditions in
Porter’s diamond
Climate
Physical infrastructure
Natural resources
Educational system
Human resources
Technological infrastructure
Capital
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Slide 4.8
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Demand conditions in
Porter’s diamond
Nature of home demand
Size of home demand
Economies of scale
Transportation costs
Buyer sophistication
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Slide 4.9
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Porter’s five-forces model
Market
Competitors
Intensity
of rivalry
New entrants
Suppliers Buyers
Substitutes
Market levelIndustry level
Figure 4.1 Development of a firm’s international competitiveness (Continued)
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Slide 4.10
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Determinants of market
competitiveness
Concentration of industry
Rate of market growth
Structure of costs
Degree of differentiation
Switching costs
Exit barriers
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Slide 4.11
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Bargaining power
of suppliers
Supply is dominated by a few companies
Products are unique
High switching costs
Forward integration is possible
Backward integration is unlikely
Market is not an important customer to
supplier group
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Slide 4.12
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Bargaining power
of buyers
Buyers are concentrated and/or purchase in large volumes
Backward integration is likely
Products are standardized
Many suppliers exist
Buyers earn low profits
Industry product is unimportant to quality of buyer’s products, but price is important
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Slide 4.13
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Threat of substitutes
Buyer’s willingness to substitute
Relative price and performance of substitutes
Costs of switching
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Slide 4.14
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Factors affecting
entry barriers
Economies of scale
Product differentiation and brand identity
Capital requirements in production
Switching costs
Access to distribution channels
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Slide 4.15
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Slide 4.16
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Figure 4.2 Illustration of customer value (perceived value)Source: adapted from Anderson et al. (2007, 2008); McGrath and Keil (2007); Smith and Nagle (2005)
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Slide 4.17
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What is this?
The ______ consists of a customer, the firm, and a competitor. The winning of the customer’s favour depends upon the perceived value offered compared to the relative costs between the firm and the competitor.
Competitive triangle
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Slide 4.18
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Value chain analysis
R&D Production MarketingSales
& servicesR&D Production Marketing
Sales
& services
Customer
Perceived value/
price APerceived value/
price B
Relative costFirm A Firm B
Figure 4.1 Development of a firm’s international competitiveness (Continued)
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Slide 4.19
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
Figure 4.3 Perceived value, relative costs and competitive advantage
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Slide 4.20
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
What is this?
What term refers to a firm’s cost
position as it relates the configuration of
the activities in its value chain versus
that of the competitors?
Relative cost advantage
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Figure 4.4 Leapfrogging the experience curve
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Slide 4.22
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Cost drivers in value chains
Capacity utilization
Linkages
Interrelationships
Integration
Timing
Policy decisions
Location
Institutional factors
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Slide 4.23
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Resources
Core competences
competences
Competitive advantage
Performance
Intangible Assets (“tacit know
ledge / long term
Tangible Assets (flexible/short
Term)
Figure 4.5 The roots of performance and competitive advantageSource: adapted from Jüttner and Wehrli (1994)
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Slide 4.24
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Figure 4.6 Illustration of the core competenceSource: reprinted from Long Range Planning, vol. 27, no. 4, Tampoe, M. (1994) ‘Exploiting the core competences of your organization,’ p. 74, Copyright 1994, with permission from
Elsevier
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Slide 4.25
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
What is this?
What term refers to value chain
activities in which the firm is regarded
as better than its competitors?
Core competences
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Slide 4.26
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
What is this?
What term refers to a technique for
assessing relative marketplace
performance compared with main
competitors?
Competitive benchmarking
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Slide 4.27
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Competitive Benchmarking profile
Figure 4.1 Development of a firm’s international competitiveness (Continued)
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Slide 4.28
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Figure 4.7 Competitive benchmarking (example with only a few criteria)
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Slide 4.29
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Figure 4.8 Model for development of core competencies
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Slide 4.30
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Figure 4.9 CSR value added driversSource: adapted from Weber, M. (2008) The business case for corporate social responsibility: a company-level measurement approach for CSR, European Management Journal, 26, 4:
247–61. Reproduced with permission from Elsevier
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Figure 4.10 The value net
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Slide 4.32
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Blue-ocean strategy
Red Oceans: Tough head-to-head
competition in mature industries often results
in bloody red oceans of rivals fighting over a
shrinking profit pool
Blue Oceans: The unserved market, where
competirtors are not yet structured and
market is relatively unknown. Here, it is
about avoiding head-to-head competition
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Slide 4.33
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
What is this?
What term refers to tough head-to-head
competition in mature industries which
often results in nothing but fighting over
a shrinking profit pool?
Red oceans
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Slide 4.34
Hollensen: Global Marketing, 5th Edition, © Pearson Education Limited 2011
What is this?
What term refers to unserved markets,
where competitors are not yet
structured and the market is relatively
unknown?
Blue oceans
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Slide 4.35
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Value innovation at Formule 1
Which of the factors that the budget hotel industry took for granted should be eliminated?
Which factors should be reduced well below
the industry standard?
Which factors should be raised well above the industry standard?
Which new factors (that the industry had never offered) should be developed?
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Figure 4.11 Formule 1’s value curveSource: Adapted from Kim and Mauborgne (1997)
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Figure 1 Value curve: Wii versus. Xbox and SP3
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Questions for discussion (1)
How can analysis of national competitiveness
explain the competitive advantage of the single
firm?
Identify the major dimensions used to analyze a
competitor’s strengths and weaknesses profile.
Do local, regional and global competitors need
to be analyzed separately?
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Slide 4.47
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Questions for discussion (2)
How can a country with high labour costs
improve its national competitiveness?
As the global marketing manager for Coca-
Cola, how would you monitor reactions around
the world to a major competitor such as Pepsi?