Portr's modl comptve advntge
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Portr's modl comptve advntge Portr's modl comptve advntge Presentation Transcript

  • Competitive Advantage Author: Michael Porter Instructor: Wesley Shu All Right Reserved by Wesley Shu 1
  • How a firm can actually create and sustain a competitive advantage in its industry All Right Reserved by Wesley Shu 2
  • Two Basic Types• Cost leadership• Differentiation All Right Reserved by Wesley Shu 3
  • Value Chain• Identify which activities contributing to cost leadership and differentiation• Analyze the source of competitive advantage All Right Reserved by Wesley Shu 4
  • Value ChainAll Right Reserved by Wesley Shu 5
  • Primary Activities• Inbound Logistics Receiving, storing, and disseminating inputs. E.g., warehousing, inventory control• Operations Transforming inputs into the final product form All Right Reserved by Wesley Shu 6
  • Primary Activities• Outbound Logistics Collecting, storing and distributing the product to buyers• Marketing and Sales Providing a means and incentive which allow buyers to purchase the product• Service Providing service to enhance or maintain the value of the product All Right Reserved by Wesley Shu 7
  • Primary Activity Focus by IndustryIndustry Inbound Operations Outbound Marketing Service Logistics Logistics & SalesDistributor X XRestaurant X NACorporate XLendingXerox X All Right Reserved by Wesley Shu 8
  • Support Activities• Procurement Function of purchasing inputs used in the value chain• Technology Development All Right Reserved by Wesley Shu 9
  • Support Activities• Human Resource Management• Firm Infrastructure planning, finance, accounting, legal, etc. All Right Reserved by Wesley Shu 10
  • Competitive Scope• Four scopes may affect value chain• Ex. The value chain serves minicomputer requires extensive sales assistance, less hardware performance – different from what serves small business All Right Reserved by Wesley Shu 11
  • Competitive Scope• Segment Scope Differences required to serve different product or buyer segment• Vertical Scope Division of activities between a firm and its suppliers, channels, and buyers All Right Reserved by Wesley Shu 12
  • Competitive Scope• Geographic Scope Different geographic areas• Industry Scope Interrelationships among business units All Right Reserved by Wesley Shu 13
  • “Generic” Competitive Advantage• Cost Leadership• Differentiation• Focus All Right Reserved by Wesley Shu 14
  • Competitive Strategies Competitive Advantage Lower Cost Differentiation Broad Cost DifferentiationCompetitive Scope Target Leadership Narrow Cost Focus Differentiation Target Focus All Right Reserved by Wesley Shu 15
  • Cost Leadership StrategySteps to achieve cost leadership• Make cost assignment• Identify cost drivers• Understand cost dynamics• Control cost drivers• Reconfigure the value chain All Right Reserved by Wesley Shu 16
  • Operating Cost Assignment All Right Reserved by Wesley Shu 17
  • Asset Assignment All Right Reserved by Wesley Shu 18
  • Why cost assignment• Understand the firm’s cost structure• Find cost drivers of each cost segment• Match cost structure to buyer’s value chain• Configure and reconfigure the cost structure All Right Reserved by Wesley Shu 19
  • Cost Leadership – Cost DriversFactors affect costs. All Right Reserved by Wesley Shu 20
  • Cost Leadership – Cost Drivers• Economies or diseconomies of scale• Learning and spillover• Pattern of capacity utilization – When fixed cost high, capacity utilization is important• Linkages How other activities are performed – Linkages within the Value Chain – Vertical Linkages All Right Reserved by Wesley Shu 21
  • Cost Leadership – Cost Drivers• Interrelationships With other business units within a firm• Integration Vertical integration in a value activity• Timing All Right Reserved by Wesley Shu 22
  • Cost Leadership – Cost Drivers• Discretionary policies Policies that reflect a firm’s strategy• Location• Institutional factors e.g., government regulations, financial incentives, unionization, etc. All Right Reserved by Wesley Shu 23
  • Identify Cost Drivers All Right Reserved by Wesley Shu 24
  • Cost Dynamics• What cause the change of cost drivers All Right Reserved by Wesley Shu 25
  • Cost Dynamics• Industry real growth• Differential scale sensitivity• Different learning rates• Differential technological change• Relative inflation of costs• Aging• Market adjustment All Right Reserved by Wesley Shu 26
  • How to Achieve Cost Advantage All Right Reserved by Wesley Shu 27
  • Analyze Cost Advantage All Right Reserved by Wesley Shu 28
  • Control Cost Drivers• E.g., control scale – gain the appropriate firm size All Right Reserved by Wesley Shu 29
  • Reconfigure the Value Chain• Reconfiguration of the value chain presents the opportunity to fundamentally restructure a firm’s cost, compared to settling for incremental improvements.• By altering the basis of competition in a way that favors a firm’s strengths, it may change the important cost drivers in a way that favors a firm. All Right Reserved by Wesley Shu 30
  • Steps in Strategic Cost Analysis1. Identify the appropriate value chain and assign costs and assets to it.2. Diagnose the cost drivers of each value activity and how they interact.3. Identify competitor value chains, and determine the relative cost of competitors and the sources of cost differences.4. Develop a strategy to lower relative cost position through controlling cost drivers or reconfiguring the value chain and/or downstream value. All Right Reserved by Wesley Shu 31
  • Cost FocusA firm dedicates its efforts to a well-chosen segment of an industry can oftenlower its costs significantly. All Right Reserved by Wesley Shu 32
  • Differentiation• Emphasize on a unique source of differentiation in the Value Chain, rather than on products or markets only• Differentiation base on buyers’ value, not only difference that buyers do not value• Should consider the cost of differentiation All Right Reserved by Wesley Shu 33
  • All Right Reserved by Wesley Shu 34
  • Identify Sources of Differentiation All Right Reserved by Wesley Shu 35
  • Drivers of Uniqueness• Policy Choices• Linkages – Linkages within the value chain – Supplier linkages – Channel linkages• Timing Be the first• Location All Right Reserved by Wesley Shu 36
  • Drivers of Uniqueness• Interrelationship Sharing a value activity with sister business units. E.g., sharing a sales force for both insurance and other financial products• Proprietary learning• Integration – e.g., integrating online systems to current ordering systems• Scale• Institutional factors – e.g., “Madame’s route” All Right Reserved by Wesley Shu 37
  • Why buyers purchase?Purchasing Criteria• User criteria – firms to meet them by lowering cost or raising buyer performance• Signaling criteria – telling buyers what benefits to get All Right Reserved by Wesley Shu 38
  • Differentiation for creatingBuyer Value by• Lowering buyer cost• Raising buyer performance• Signaling the valueThrough• Linking the firm’s value chain to the buyer’s value chain All Right Reserved by Wesley Shu 39
  • Steps in Differentiation1. Determine who the real buyer is2. Identify the buyer’s value chain and the firm’s impact on it3. Determine ranked buyer purchasing criteria4. Assess the existing and potential sources of uniqueness in a firm’s value chain All Right Reserved by Wesley Shu 40
  • Steps in Differentiation5. Identify the cost of existing and potential sources of differentiation6. Choose the configuration of value activities that creates the most valuable differentiation for the buyer relative to cost of differentiating7. Test the chosen differentiation strategy for sustainability8. Reduce cost in activities that do not affect the chosen forms of differentiation All Right Reserved by Wesley Shu 41
  • Discussion:Red Ocean to Blue Ocean All Right Reserved by Wesley Shu 42
  • Other Discussion• Creative Industries• Supply Chain Management• What is “Buyer’s Value Chain”? All Right Reserved by Wesley Shu 43