strategy management 1-5
TRANSCRIPT
Envisioning Strategy
Business Models Visualized(created for and by students)
© Sunil Mehrotra
Strategic Management Process• Envisioning Strategy
– Definition– Framework– Visual Models
• External Analysis– PEST– PEST Impact Analysis
• Industry Analysis– Industry Structure– Evolution of Industries– Industry Supply Chain– Potential Industry Earnings– Porter’s 5 Forces Analysis– Competitive Intensity– Strategies for minimizing competitive forces– Perceptual Map– Barriers to Entry/Incumbency advantages– DSIR effect
• Company Internal Analysis– Value Creating Processes– Core Competencies– Growth Strategies– SWOT Analysis– Mckinsey 7-S Framework– Change Management– Risk Assessment– Balanced Scorecard– GE Mckinsey Matrix
Envisioning Strategy: Visual Models
www.idiagram.com
1. Visualize2. Think Clearly3. Communicate Effectively4. Understand Deeply5. Share the Vision6. Act Coherently
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The environmentThe environmentThe environment
International lawInternational lawInternational law
GovernmentsGovernmentsGovernments
Standards bodiesStandards bodiesStandards bodies
StakeholdersStakeholdersStakeholders
Supplier’s suppliersSupplierSupplier’’s supplierss suppliers Customer’s customersCustomerCustomer’’s customerss customers
New entrantsNew entrantsNew entrants
CustomersCustomersCustomersSuppliersSuppliersSuppliers
CompetitorsCompetitorsCompetitors
SubstitutesSubstitutesSubstitutes
OrganisationOrganisationOrganisation
A Business Ecosystem
Visual Model
New Paradigm Consulting
Visual ModelComprehensive View
Strategic Management
• Is the process by which an organization– Establishes its goals and objectives both short
and long-term
– Formulates plans and charts a course of action for meeting these goals and objectives in the desired time-frame.
– Implements the actions
– And analyzes progress and results
Strategic Management
• Deals with– How to grow the business
– How to satisfy customers
– How to compete with rivals
– How to respond to changing environment
– How to manage each functional piece of the business
– How to build organizational capabilities and align organization to achieve desired goals
– How to achieve strategic and financial objectives
Mission, Vision and Values
• Vision articulates a view of a realistic, credible, attractive future for the organization…it is the all-important bridge from the present to the future of the organization.
• Mission describes the purpose of the organization. It represents the present.
• Values reflect the organization’s culture and norms of corporate behavior.
Goal, Scope and Objectives
• Goal articulates a desired outcome for the business over a specific time period
• Scope describes the focus of the business– geography, product lines and customer segments.
• Objectives are the measurable and tangible results to be achieved over a specified time period
Strategic Planning
• Planning is not about predicting the future
• Planning is not about writing a detailed road map into the future
• Planning is not about a few people writing a vision statement & then getting ‘buy-in’from everyone else
Strategic Planning
• Planning is about learning
• Planning is about increasing the possibilities for the organisation
• Planning is about discovering how fit the organisation is for its environment
• Planning is about discovering and telling compelling stories about the future
Strategic Planning Framework
External Factors Internal Factors
Analyzingthe
Environment
Analyzingthe
Industry
Analyzingthe
Competition
Analyzingthe firm’s
Strengths &Weaknesses
Analyzingthe firm’s
Architecture,Routines &
Culture
Market OpportunitiesFirm’s Resources &
Capabilities
Matching Market Opportunitiesto firm’s resources and capabilities
•What strategic options does the firm realistically have?•What is the best strategy for maximizing Shareholder value?
Shareholder Returns
Strategic Planning FrameworkExternal Factors Internal Factors
Analyzingthe
Environment
Analyzingthe
Industry
Analyzingthe
Competition
Analyzingthe firm’s
Strengths &Weaknesses
Analyzingthe firm’s
Architecture,Routines &
Culture
Market OpportunitiesFirm’s Resources &
Capabilities
Matching Market Opportunitiesto firm’s resources and capabilities
•What strategic options does the firm realistically have?•What is the best strategy for maximizing Shareholder value?
Shareholder Returns
Market EconomicsAnd
Opportunities
•Direct Competition from Rivals•Bargaining Power of Suppliers•Bargaining Power of Customers•Threat from new entrants•Competition from Substitutes
Market Attractiveness
Cost Position in Served Market
Benefit Position inServed Market
Competitive AdvantageOr Disadvantage
•Profit•Sales•Market Share•ROI•Market Value
Strategic Analysis FrameworkExternal Factors Internal Factors
Analyzingthe
Environment
Analyzingthe
Industry
Analyzingthe
Competition
Analyzingthe firm’s
Strengths &Weaknesses
Analyzingthe firm’s
Architecture,Routines &
Culture
Market OpportunitiesFirm’s Resources &
Capabilities
Matching Market Opportunitiesto firm’s resources and capabilities
•What strategic options does the firm realistically have?•What is the best strategy for maximizing Shareholder value?
Shareholder Returns
•Week 1•Week 2
•Week 3•Week 4•Week 5
• Week 6• Week 7
•Week 8•Week 9•Week 10
•Week 11•Week 12
•Profit•Sales•Market Share•ROI•Market Value
•Week 13
•Week 14
Three Tests of Best Strategy
The Goodness ofFit Test
The CompetitiveAdvantage Test
The PerformanceTest
• A good strategy has to be well matched to Industry and competitive conditions, market opportunities and threats, and other aspects of a firm’s external environment• At the same time, it has to be tailored to the company’s resource and strengths and competitive capabilities
•A good strategy leads to sustainable competitive advantage•The bigger the competitive edge the strategy helps build the more powerful and effective it is
•A good strategy boosts company performance-Gains in profitability-Gains In competitive strength and long-term market position
www.studymarketing.org
Present : From here
Future: To here
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DEFINITION
Strategy (n) – An integrated set of actions designed to achieve a sustainable
competitive advantage
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PURPOSE OF STRATEGY
• Focus execution efforts• Always requires good execution
• Make choices• Investments
• Acquisitions
• People
• Create value
18WHAT ARE THE COMPONENTSOF A STRATEGY?
• Mission
• Goals
• Where to compete/grow– Customers/geographies
• What to offer– Products/services
• How to win vs competition
• Actions and initiatives required
19WHAT MAKES FOR A GOODSTRATEGY?
• Clear and compelling
• Integrated and complete
• Grounded in facts
• Clear short and long term priorities
• Identification of specific actions and resources required
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AGENDA
• What is strategy?
• What is Lulu’s strategy?
• How do we make it better?
5. Share financial success with those who create it
6. Make Lulu platform an ecosystem
7. Mobile cart and customer acquisition
8. Increase licensed content partnerships
Establish the marketplace for digital content where authors make money
from their written works
Global unserved and underserved profit-motivated book creators, Licensed/tier-one rights holders
By 2011:over $2B valuation
+ Gross margin 50%+#1 in our business
Book creation and publishing tools and services, Social Network marketing and commerce,
Ebook tools, Marketplace for any content
“Free” business model Most $ to authors
Engaged reader-writer community, Open MarketplaceReader device ubiquity, Global reach
• International expansion
• Social Network integration (weRead)
• 3rd party book marketplace
• eBook wizard
• Mission:
• Goals:
• Target Markets:
• Differentiator:
• Offerings:
• Actions and initiatives:
Strategy and Performance:“There are three kinds of companies— those that make things
happen, those that watch things happen, and those that wonder what happened.” Anonymous
.
Envisioning Strategy
Business Models Visualized(created for and by students)
© Sunil Mehrotra
Strategic Management Process• Envisioning Strategy
– Definition– Framework– Visual Models
• External Analysis– PEST– PEST Impact Analysis
• Industry Analysis– Industry Structure– Evolution of Industries– Industry Supply Chain– Potential Industry Earnings– Porter’s 5 Forces Analysis– Competitive Intensity– Strategies for minimizing competitive forces– Perceptual Map– Barriers to Entry/Incumbency advantages– DSIR effect
• Company Internal Analysis– Value Creating Processes– Core Competencies– Growth Strategies– SWOT Analysis– Mckinsey 7-S Framework– Change Management– Risk Assessment– Balanced Scorecard– GE Mckinsey Matrix
© Sunil Mehrotra
PEST Analysis
Political ChangeEco
nomic
Change
Technological
ChangeSocial Change
OpportunitiesOpportunities
ThreatsThreats
Fiscal PolicyMonetary PolicyTax lawsIntellectual Property protectionCopyright lawsSecurities LawsBusiness climate
GDPGDP growthExchange rateUnemployment rateSkilled laborEducation levelsTrade unionsInfrastructureHealthcare costsRaw materials
DemographicsIncome DistributionSocial stabilityEthnic patternsConsumerismDiscretionary incomeFashions/fadsConsumer trends
New technologiesMaterials technologiesProcess technologiesInformation technologiesCommunication technologiesGovernment incentivesEnergy costsBroadband penetrationTechnology incubation
© Sunil Mehrotra
Strategicresponse
Impact of change
Nature ofchange
Political Change
Economic Change
Social Change
Technological Change
PEST Impact Matrix
Opportunities ThreatsThreats
© Sunil Mehrotra
It is crucial to describe the subject for the PEST analysis clearly so that people, contributing to the analysis, and those interpreting the results from PEST analysis, could understand the purpose of the PEST assessment and its implications
Strategicresponse
Impact of change
Nature ofchange
Political Change
Economic Change
Social Change
Technological Change
PEST Impact example:
Opportunities ThreatsThreats
© Sunil Mehrotra
PEST Analysis Example:
Political ChangeEco
nomic
Change
Technological
ChangeSocial Change
OpportunitiesOpportunities
© Sunil Mehrotra
InfrastructureTechnologies
EmergingMarkets
DigitalConnections
DemographicsEnvironmentalSolutions
Originations
Strategicresponse
Impact of change
Nature ofchange
Political Change
Economic Change
Social Change
Technological Change
PEST Impact example:
Opportunities ThreatsThreats
© Sunil Mehrotra
PEST Impact example:
© Sunil Mehrotra
Demographics
PEST Impact example:
© Sunil Mehrotra
Scenario Planning
http://strategicframing.com/strategic-planning-workshop/
Contemplating the Future
Student Examples: Pest Analysis
Breanne HayesApril 2008 MBA Graziadio School of Business and ManagementPepperdine University
Elizabeth Passeretti
April 2008 MBA CandidateGraziadio School of Business and ManagementPepperdine University
PEST Analysis
– The FDA must approve new products before they can be sold in the market, adding to the costly time-lag within the product pipeline.
– Demand for many consumer health products is inelastic as changes in price do not tend to affect sales (consumer health products are used on a daily basis). In times of economic uncertainty, however, it is less likely that consumers will experiment with new product offerings
Impact on J&J
high
medium
Breanne Hayes, April 2008 MBA, Graziadio School of Business and Management Pepperdine University
Political Change
Economic Change
PEST Analysis
– Increased consumer awareness regarding health issues in recent years has contributed to increased spending on health related products. Increased health awareness is what will drive J&J’s expansion into global markets
– The consumer health industry is marked by rapid advances in scientific knowledge. Product offerings are subject to constant improvements in chemistry and industrial technology that allow scientists and engineers to create new products and modify existing ones
Impact on J&J
high
high
Breanne Hayes, April 2008 MBA,Graziadio School of Business and Management Pepperdine University
Social Change
Technological Change
Strategicresponse
Impact of change
Nature ofchange
Political Change
Economic Change
Social Change
Technological Change
PEST example:
Opportunities ThreatsThreats
FDA approval process
More conservative
Longer time to market
Shorten Product Development Cycle
Aging Population
Caring for the elderly
New growth opportunities
Identify product/market needs to serve the elderly
US economic downturn
Consumer spending down
Generic drugs more accepted
Evaluate acquisitions
New materials for joint replacement
New cost/quality frontier
Potential new competitors
New products Invest in
promising start-ups
© Sunil Mehrotra
Biotech firms are highly sensitive to changes in political power. A Liberal political party will likely reform healthcare so that the government bears more of the costs. The upcoming elections will have a significant impact on the industry. In addition, the industry if highly regulated by government agencies such as the FDA.
High
As most of the costs of drugs are subsidized by third-party payers (Medicare, Health Insurance), people will continue to purchase drugs even in an economic downturn. In addition, many of these drugs are taken out of necessity, not choice so demand is inelastic.
However, third-party payers certainly feel the pain of an economic downturn and may impose cost cutting measures which reduce patient reimbursement and put more of an economic burden on patients. And Biotech firms often depend on single-source suppliers for raw materials and are therefore sensitive to increasing costs.
Medium
Impact
Elizabeth Passeretti April 2008 MBA CandidateGraziadio School of Business and Management,Pepperdine University
Pol
itica
l Cha
nge
Eco
nom
ic
Cha
nge
The aging population greatly increases the patient population which is beneficial for Biotech firms. The unfortunate reality is that more people are suffering from serious illness and need life saving therapeutics.
High
As evident by the very name of the industry, Biotech firms are highly influenced by advances in technology. Technology can greatly improve the likelihood of discovering new treatments as well as improving the manufacturing process.
High
Impact
Elizabeth Passeretti April 2008 MBA CandidateGraziadio School of Business and Management,Pepperdine University
So
cial
C
han
ge
Tec
hn
olo
gic
al
Ch
ang
e
Strategicresponse
Impact of change
Nature ofchange
Political Change
Economic Change
Social Change
Technological Change
PEST Impact example:
Opportunities ThreatsThreats
Democratic party in power
More government control
Pressure on prices
Operational Efficiency to reduce costs
Aging Population
Caring for the elderly
New growth opportunities
Identify product/market needs to serve the elderly
$100+ crude oil price
Commodity prices increasing
Focus on Operational Efficiency
Breakthrough in science.Process improvement technologies
New science and new technologies imminent
Potential new competitors
New start-ups.Disruptive technologies
Invest in/acquire promising start-ups
Pressure on costs
© Sunil Mehrotra
Envisioning Strategy
Business Models Visualized(created for and by students)
© Sunil Mehrotra
Strategic Management Process• Envisioning Strategy
– Definition– Framework– Visual Models
• External Analysis– PEST– PEST Impact Analysis
• Industry Analysis– Industry Structure– Evolution of Industries– Industry Supply Chain– Potential Industry Earnings– Porter’s 5 Forces Analysis– Competitive Intensity– Strategies for minimizing competitive forces– Perceptual Map– Barriers to Entry/Incumbency advantages– DSIR effect
• Company Internal Analysis– Value Creating Processes– Core Competencies– Growth Strategies– SWOT Analysis– Mckinsey 7-S Framework– Change Management– Risk Assessment– Balanced Scorecard– GE Mckinsey Matrix
© Sunil Mehrotra
Industry Analysis
Competitors
Suppliers
Customers
Understand Deeply
© Sunil Mehrotra
Industry Analysis•Porter’s 5 Forces Analysis•Competitive Intensity•Strategies for minimizing competitive forces•Incumbency advantages•Value Chain•Potential Industry Earnings•Evolution of Industries•DSIR effects
Spectrum of Competition
MonopolySingle Firm
Dominant Firm•Few large firms•More small firms•Pricing leadership•Protected Niches
Oligopoly•Few Firms•Strategic Interdependence•Profitability determined by behavior
Niche Market•Product Differentiation•Localized competition
Perfect Competition•Many firms•No product differentiation•Price based competition
HighLow
Industry Profitability
© Sunil MehrotraAdapted from: Saloner, Shepard, & Podolny: Strategic Management, Wiley and Sons, 2001
UtilitiesComputer OS
AutomobilesCommercial Aircrafts
Clothing StoresGas Stations
Commodities
Competitive Intensity
Industry Evolution: Traditional ViewIntroduction Growth Maturity Decline
Revenue
OperatingIncome
Losses
Few competitors
Increasing sales and profits
New competitors appear
Saturation
Declining profits
Standardized features
Industry shakeout
Displaced by substitute products
Profitability falls
Only a few large scale players survive
Oligopoly•Few Firms•Strategic Interdependence•Profitability determined by behavior of incumbents
Most industries evolve towards
© Sunil MehrotraAdapted from: http://faculty.msb.edu/homak/HomaHelpSite/WebHelp/HomaHelp.htm
Three major phases of industryevolution
“Cycle time” of evolution is drivenby the pace and magnitude ofmarketplace discontinuities
Cycle-driving discontinuitiesinclude deregulation, technology,shifts in consumer preferences,globalization of markets, etc.
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Mature/VerticallyIntegrated
RecombinantMarketLeaders
The New View:The Cycle of Industry Creative Destruction
http://www.manyworlds.com/
FocusedNew Entrants
The New View:The Cycle of Industry Creative Destruction
IBM DEC SperryUnivac
Wang
Chips
Computer
OperatingSystem
ApplicationSoftware
Sales andDistribution
Superstores Retail
Word Wordperfect
Windows Apple
IBM HP Apple
INTEL
Direct
Others
Linux
Dell
The “mature”Computer Industry
The “recombinant”Computer Industry
AMD
Adapted from: Saloner, Shepard, & Podolny: Strategic Management, Wiley and Sons, 2001
Industry Supply/Value Chain
Suppliers
Manufacturers
Distributors
Retailers
Consumers
© Sunil Mehrotra
Student Examples: Supply Chain
Breanne HayesApril 2008 MBA Graziadio School of Business and ManagementPepperdine University
Elizabeth Passeretti
April 2008 MBA Graziadio School of Business and ManagementPepperdine University
Overview of Industry Value Chain:Consumer Health Products
Cotton, Plastics, Chemicals, etc.
Retailers: Pharmacies, Drug Stores, Supermarkets
Wholesalers
Consumers
Incumbent Firms engage in R&Dand Mfg to produce
consumer health productsand OTC pharmaceuticals
NOTE: Incumbent firms compete fiercely for retailer shelf space!
Market size: $480B
Breanne Hayes, April 2008 MBA,Graziadio School of Business and Management Pepperdine University
Industry Analysis
Industry Supply Chain
Biotech Companies
Hospitals / Pharmacies (39%)
Patients (Consumers)
Drug Wholesalers (61%)
$52 billion market
$67 billion market
Raw materials, Lab equipment, Chemicals
FDA
Payers(Insurance)
Physicians (Customers)
LegendValue = ProductValue = KnowledgeRegulators/Gatekeepers
Elizabeth Passeretti April 2008 MBA CandidateGraziadio School of Business and Management,Pepperdine University
Supply Chain: Value Added
Profit
© Sunil Mehrotra
Sup
plie
rs
Ma
nufa
ctu
rers
Dis
trib
uto
rs
Re
taile
rs
Con
sum
ers
PR
ICE
Materialcosls
Value Added
ValueAdded
ValueAdded
Sup
plie
rs
Ma
nufa
ctu
rers
Dis
trib
uto
rs
Re
taile
rs
Con
sum
ers
Value Added Template
ROI
Asset Intensity
Profitability
Value Added
Adapted from: http://faculty.msb.edu/homak/HomaHelpSite/WebHelp/HomaHelp.htm
Potential Industry Earnings (PIE) Analysis
Industry Demand
Opportunity Cost of Resources
PIE
Quantity Produced by the Industry
Factors effecting demand:•Customer habits•Customer expenditures•Number of substitutes•Number of complementary products•Price reduction by incumbents
Factors effecting costs•Cost reductions by suppliers•Cost reductions by incumbents•Process improvements•Technology advances
Adapted from: Saloner, Shepard, & Podolny: Strategic Management, Wiley and Sons, 2001
PIE Analysis
Price
Quantity
Demand shifting outward
Cost to J&J
J&J is in a position to capture more potential industry earnings as a result of increased consumer demand
Breanne Hayes, April 2008 MBA,Graziadio School of Business and Management Pepperdine University
Porter’s 5 Forces Impact on PIE
Industry Demand
Opportunity Cost of Resources
PIE
Quantity Produced by the Industry
Adapted from: Saloner, Shepard, & Podolny: Strategic Management, Wiley and Sons, 2001
• Porter’s insight recognizes that the following characteristics are important to profitability of the incumbent:
– The intensity of competition– The ability of suppliers or buyers of
industry products to restrain industry profits
– The behavior of firms producing closely related goods not included in the industry
– Potential for entry into the market by new firms
•Intensity of Competition•Availability of Substitutes•Threat of new entrants•Bargaining power of Buyers
•Bargaining Power of Suppliers
Porter’s 5 Forces Framework
Few large suppliersNo substitutesCustomers are fragmentedSwitching costs to another supplier are highSupplier integrating forward
Economies of scaleDownstream more profitableLow barriers to entry downstream
Concentration of buyersIncumbents are fragmentedProduct is undifferentiatedSwitching to another supplier is simpleProduct is not strategic to the customerCustomers can produce the product themselvesCustomer knows the production costsCustomers can integrate back-words
Economies of scale
High initial investments and fixed costs
Learning economies
Depreciated assets
Brand loyalty
Protected intellectual property
Scarcity of qualified resources
Access to raw material controlled by existing players
Distribution channels controlled by existing players
Existing players have close customer relations
Better pricesBetter performanceSimilar functionality
Many small playersHigh cost to exitUndifferentiated productsCompete on priceLow brand loyaltyLow switching costsSlow/no growth market
www.themanager.org
© Sunil Mehrotra
Impact on Profitability
Competitive Intensity
Bargaining power of Suppliers
Bargaining power of Customers
Threat of New Entrants
Threat from Substitutes
High LowModerate
Profits © Sunil Mehrotra
Threat/Power
IndustryA
IndustryB
Student Examples:Porter’s 5 Forces Analysis
Nicholas Merriam
April 2008 MBA Graziadio School of Business and ManagementPepperdine University
Matt Kemp
April 2008 MBA Graziadio School of Business and ManagementPepperdine University
Thomas Weisel Partners
Breanne HayesApril 2008 MBA Graziadio School of Business and ManagementPepperdine University
Porters 5 Forces:
• Coffee Growers
• Pastry makers
• Coffee machine makers
Consumers
• Teas
• Juices
• Regular coffeeNicholas Merriam, April 2008 MBA,
Graziadio School of Business and Management Pepperdine University
INTENSE
WEAK
INTENSE
MODERATE
MODERATE
Porter’s 5 Forces:Barriers to entry: Small
firms generally specialize in R&D and cannot realize
manufacturing efficiencies that large incumbents benefit
from
Similarity of products enables easy switching
Generic products capture value from consumers who
are not willing to pay a premium for brand name
products
Breanne Hayes, April 2008 MBA,Graziadio School of Business and Management Pepperdine University
INTENSE
High
WEAK
MODERATE
MODERATE
Porter’s 5 Forces: Thomas Weisel Partners
Threat of New Entry
Bulge Bracket Banks encroaching into Middle Market
Threat of New Entry
Bulge Bracket Banks encroaching into Middle Market
Supplier’s Power
Investors have power to choose where they place there money, but don’t have ability to organize or know of new opportunities.
Supplier’s Power
Investors have power to choose where they place there money, but don’t have ability to organize or know of new opportunities.
Customer’s Power
Companies are able to choose who they partner with, but are limited by their ability to run a business and shop a deal to investors.
Customer’s Power
Companies are able to choose who they partner with, but are limited by their ability to run a business and shop a deal to investors.
Competitive Intensity
Industry is highly competitive
Competitive Intensity
Industry is highly competitive Mathew Kemp, April 2008 MBA,
Graziadio School of Business and Management Pepperdine University
Impact on Profitability
Competitive Intensity
Bargaining power of Suppliers
Bargaining power of Customers
Threat of New Entrants
Threat from Substitutes
High LowModerate
Threat/Power
Profits © Sunil Mehrotra
Impact on Profitability
Competitive Intensity
Bargaining power of Suppliers
Bargaining power of Customers
Threat of New Entrants
Threat from Substitutes
High LowModerate
Threat/Power
Profits © Sunil Mehrotra
Strategies for minimizing the power of competitive forces
Adapted from: www.themanager.org
Reducing the threat of New Entrants
Increasing minimum efficient scales of operations
Creating brand image/loyalty
Protection of intellectual property
Alliances with linked products/services
Tie up with suppliers
Tie up with distributors
Retaliation tactics
Cut out intermediaries
Reducing threat of substitutesIncrease switching costsForm alliancesEnter substitute market Accentuate differences
Reducing competitive rivalry withinDifferentiate your productAvoid price competitionReduce industry over capacityFocus on different customer segments
Reducing the Bargaining Power of SuppliersPartneringSupply Chain ManagementIncrease mutual dependencyBuild knowledge of supplier costs/methodsTake-over supplier
Reducing the Bargaining Power of CustomersPartneringIncrease loyaltyIncrease incentives and value addedIncrease switching costsCut out intermediaries
Porter’s 5 Forces and Generic Strategies
Competitive Intensity
Bargaining power of Suppliers
Bargaining power of Customers
Threat of New Entrants
Threat from Substitutes
Cost Leadership
Better able to compete on price
Better insulated from suppliers
Better positioned to offer lower prices
Ability to deter new entrants by offering lower prices
Can use lower prices to defend against substitutes
Differentiation
Brand loyalty to keep customers from switching
Better able to pass on supplier price increases to customers
Fewer alternatives available to switch to
Customer loyalty can deter new entrants
Customers less willing to accept substitutes
Focus
Rivals cannot meet focused customer needs
Better able to pass on supplier price increases to customers
Fewer alternatives available to switch to
Specialization develops unique competencies difficult for new entrants to match
Customers less willing to switch to substitutes
www.studymarketing.org
Examples:
Product Differentiation minimizes competitive intensity
• Perceptual Maps are a visual display (usually on two dimensions) of how brands are perceived by customers.
• The closer the brands are positioned in this space the more competitive they are to each other.
• Perceptual Maps identify “open spaces” or unmet customer needs.
• Perceptual Maps identify salient attributes of the products on which consumers differentiate brands.
Perceptual Map of Automobile Brands
Adapted from: http://en.wikipedia.org/wiki/Perceptual_mapping
Perceptual Map of the BeerMarket
Premium
Popular with MenHeavy
Special Occasions
Dining Out
Popular with
Women
Light
Pale Color
On a Budget
Good Value Blue Collar
Full Bodied
PremiumBudget
Light
Heavy
•
Meister Brau
Stroh’s
•
•
•
Beck’s
• Heineken
Old Milwaukee
•
Miller •
Coors•
Michelob•
Miller Lite
• Coors Light•
OldMilwaukee Light
•
Budweiser
Less Filling
Adapted from: Prof. Ganesh Iyer, UC Berkeley
Perceptual Map of 2000 Presidential Candidates
Colin PowellJohn McCain
George W. Bush
Alan Keyes
Pat Buchanan
Steve Forbes
Donald Trump
Elizabeth Dole
Jesse Jackson
Bill Bradley
Al Gore
Leader
Opportunistic
ReligiousConservative
Source: 12Americans.com, 2000www.populus.com
TraditionalLiberal
Republican
Democrat
Independent
Student Examples:Perceptual Mapping
Nina Tooley
April 2008 MBA Graziadio School of Business and ManagementPepperdine University
Perceptual Map Example:Contemporary
Classic
ExpensiveDiscount
Zara
Nina Tooley, April 2008 MBA,Graziadio School of Business and Management Pepperdine University
Contemporary
Classic
Perceptual Map Example:
MatureYoung
Zara
Nina Tooley, April 2008 MBA,Graziadio School of Business and Management Pepperdine University
Barriers to Entry/Incumbency Advantage
• Economies of Scale• Cumulative Investments• Learning economies• Innovation advantage• Promotional advantage• Customer loyalty
advantage• Switching costs advantage• Demand Side increasing
returns advantage
© Sunil MehrotraAdapted from: Saloner, Shepard, & Podolny: Strategic Management, Wiley and Sons, 2001
Economies of scale occur when increased output leads to lower unit costs (lower average costs)
Wal-Mart can sell products more cheaply because its huge buying power gives it economies of scale.