Generic Strategies

Slide 1: Porter's Generic Strategies

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Slide 3: Porter's Generic Strategies

Slide 4: Cost Leadership Strategy

Slide 5: This generic strategy calls for being the low cost producer in an industry for a given level of quality. The firm sells its products either at average industry prices to earn a profit higher than the rivals, or below the average industry prices to gain market share. The cost leadership strategy usually targets a broad market.

Slide 6: • Improving process efficiencies • Gaining unique access to a large source of lower cost materials • Making optimal outsourcing and vertical integration decisions • Avoiding some costs altogether

Slide 7: Internal strengths • Access to the capital required to make a significant investment in production assets; this investment represents a barrier to entry that many firms may not overcome. • Skill in designing products for efficient manufacturing, for example, having a small component count to shorten the assembly process. • High level of expertise in manufacturing process engineering. • Efficient distribution channels.

Slide 8: Differentiation Strategy

Slide 9: A differentiation strategy calls for the development of a product or service that offers unique attributes that are valued by customers and that customers perceive to be better than or different from the products of the competition. The value added by the uniqueness of the product may allow the firm to charge a premium price for it.

Slide 10: Internal strengths • Access to leading scientific research. • Highly skilled and creative product development team. • Strong sales team with the ability to successfully communicate the perceived strengths of the product. • Corporate reputation for quality and innovation.

Slide 11: Focus Strategy

Slide 12: The focus strategy concentrates on a narrow segment and within that segment attempts to achieve either a cost advantage or differentiation. The premise is that the needs of the group can be better serviced by focusing entirely on it. A firm using a focus strategy often enjoys a high degree of customer loyalty, and this entrenched loyalty discourages other firms from competing directly.

Slide 13: Generic Strategies and Industry Forces

Slide 14: Industry Generic Strategies Force Cost Leadership Differentiation Focus Entry Ability to cut price in retaliation deters Customer loyalty can discourage Focusing develops core potential entrants. potential entrants. competencies that can act as an Barriers entry barrier. Buyer Ability to offer lower price to powerful Ability to offer lower price to Ability to offer lower price to buyers. Large buyers have less power to powerful buyers. Large buyers have powerful buyers. Large buyers Power negotiate because of few close alternatives. less power to negotiate because of have less power to negotiate Large buyers have less power to negotiate few close alternatives. Large buyers because of few close alternatives. because of few alternatives. have less power to negotiate Large buyers have less power to because of few alternatives. negotiate because of few alternatives. Supplier Better insulated from powerful suppliers. Better insulated from powerful Better insulated from powerful Better able to pass on supplier price suppliers. Better able to pass on suppliers. Better able to pass on Power increases to customers. Suppliers have supplier price increases to supplier price increases to power because of low volumes, but a customers. Suppliers have power customers. Suppliers have power differentiation-focused firm is better able to because of low volumes, but a because of low volumes, but a pass on supplier price increases. differentiation-focused firm is better differentiation-focused firm is able to pass on supplier price better able to pass on supplier increases. price increases. Threat of Can use low price to defend against Can use low price to defend against Can use low price to defend substitutes. Customer's become attached substitutes. Customer's become against substitutes. Customer's Substitut to differentiating attributes, reducing threat attached to differentiating become attached to of substitutes. Specialized products & core attributes, reducing threat of differentiating attributes, es competency protect against substitutes. substitutes. Specialized products & reducing threat of substitutes. core competency protect against Specialized products & core substitutes. competency protect against substitutes. Rivalry Better able to compete on price.Brand Better able to compete on Better able to compete on loyalty to keep customers from rivals.Rivals price.Brand loyalty to keep price.Brand loyalty to keep cannot meet differentiation-focused customers from rivals.Rivals cannot customers from rivals.Rivals customer needs. meet differentiation-focused cannot meet differentiation- customer needs. focused customer needs.