Opciones Estratégicas

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    Sound analysis of industry structure captures the principal external forces, their future trends, and their impact on a business. Porter’s five forces model helps managers to understand the strategic implication of industry structure. The Delta Model gives rise to a number of modifications to the five force framework. First, the question of rivalry and the focus on the “winner take all” mentality. With two of the Delta Model’s three strategic options (Total Customer Solutions and System Lock-In), rivalry is replaced by bonding as the critical lens through which to observe industry structure, bonding of customers in one instance and of complementors in the other. Second, is the question of what industry structure managers should analyze. In the conventional Porter model, they are meant to look at the industry in which their business resides. Obviously, that industry always remains relevant to the business; however, managers using the Delta Model do not stop with their own industry. They extend the analysis to include the industries of their key customers and complementors and seek insights to achieve the desired bonding. As a result, the nature of the industry analysis is greatly affected by the selection of the strategic option.

    Having analyzed the external forces that are part of the industry structure, and reached a clear understanding of the opportunities and threats presented by the business environment, we need to establich a strong competitive position that responds to this environment. Again, Porter’s value chain is a useful starting point. The value chain allows us to identify the activities that are most important to achieve competitive advantage.

    Hamel and Prahalad’s view of competitive advantage represents a major departure from Porter’s approach. Porter proposed that industry strucure plays a central role in creating opportunities for superior profitability. Hamel and Prahalad, on the other hand, argue that the central forces of competitive advantage are factor-driven; that is, they depend on the firm’s development of resources and capabilities. Hamel and Prahalad establish tree main elements in their framework. First, that competitive advantage derives from an ability to build, less expensively and more rapidly than competitors, the core competencies that spawn unanticipated products. The real source of advantage is to be found in management’s ability to consolidate company-wide technologies and production skills into competencies that empower individual businesses to adapt quickly to changing opportunities. Second, the tangible link between identified core competencies and end products is what they call the core products, the physical embodiment of one or more core competencies. And third, senior management should spend significant amount of its time developing a strategic architecture that establishes objectives for competency building. Strategic architecture is the road map to the future; it helps determine which core competencies to build and helps identify their constituent technologies. From Hamel and Prahalad’s HBR article The Core Competence of the Corporation (p. 81): Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies. Consider Sony’s capacity to miniaturize or Philips’s optical-media experties. If core competence is about harmonizing streams of technology, it is also about the organization of work and the delivery of value. Among Sony’s competencies is miniaturization. To bring miniaturization to its products, Sony must ensure tat technologists, engineers, and marketers have a shared understanding of customer needs and of technological possibilities.

    A firm owes itself to its customers. They are the ultimate repository of all the firm’s activities. At the heart of management and, certainly, at the heart of strategy, resides the customer. We have to serve the customer in a distinctive way if we expect to enjoy superior performance. The name of the game is to attract, satisfy, and retain the customer. The conventional method for doing this is to offer a superior product – through some combination of cost, quality, features, and speed. Classic strategy frameworks emphasize a product orientation. They pit competitor against competitor in a rivalry where the outcome is determined by who has the best product. Consequently, old economy companies are typically consumed by a product-centric mindset. There is often a product-silo mentality that permeates the organization. Companies in the old economy tend to commoditize the customers by offering standardized products, through mass distribution channels, making limited attempts to recognize and satisfy individual customer needs. Frequently, the point of contact with the client organization is the client’s purchasing department through a conventional salesforce (its own or another’s) commissioned to sell products or services. This institutes an arm’s length relationship that inhibits any deep knowledge being nurtured and developed. The physical nature of distribution channels themselves present barriers that block the firm from its final consumers. Michael Dell thought that he was simply reducing costs when he decided to skip the wholesale and retail channels and deal directly with customers. However, it was discovered that this new business model opened up a world of intelligence and information that could be put to use in offering customized solutions to key customers that could have not been generated under the old distribution scheme.

    We believe that a firm owes itself to its customers. They are the ultimate repository of all the firm’s activities. At the heart of management and, certainly, at the heart of strategy, resides the customer. We have to serve the customer in a distinctive way if we expect to enjoy superior performance, The name of the game is to attract, to satisfy, and to retain the customer. A business can establish an unbreakable link, deep knowledge, and close relationship that we refer as customer bonding. These bonds can be directly formed with the customer, or indirectly formed through the complementors in and around the business’ product. Both are powerful sources of margin and sustainability. The bonds represent investments made by customers and complementors in and around the business’ products [and services]. The investments include things such as learning how to use the product, incorporating customer-specific data, customized interfaces to the product, among others. These are external to the product itself and are enabled by a networked economy. With this understanding comes a recognition that competition based upon the product alone misses entirely a primary force driving profitability. Instead of developing and marketing standardized and isolated products, we seek to provide a coherent composition of products and services aimed at enhancing the customer’s ability to create their own economic value. Instead of concentrating inwardly in our own supply chain, we seek to develop an integrated supply chain that links us with key suppliers and customers. Instead of focusing on competitors and imitating them, we redefine the ways to capture and serve the customer by putting together the overall set of corporate capabilities, also sourcing from proper external parties, that enhance our product offering.

    The three distinct strategic options offer very different approaches to achieve customer bonding. It is crucial to select the most appropiate strategic positioning among the three options that will result in a customer value proposition with the highest possible bonding.

    (INSTERT TABLE)H

    The Best Product (BP) positioning builds upon the classical form of competition. The customer is attracted by the inherent characteristics of the product itself, either due to its Low Cost, which provides a price advantage to the customer, or due to its Differentiation, which introduces unique features that the customers value and for which they are willing to pay a premium. The products tend to be standardized and unbundled. The customers are generic, numerous, and faceless. The central focus of attention is the competitor, who we are trying to equal or surpass. Competitive advantage rests upon product economics and the internal supply chain, which provide the engine for efficient product production. Innovation is centered on the internal product development process. The liability of this approach is that it generates a minimal amount of customer bonding, hence making the incumbent firms most vulnerable to new entrants. Its obsessive concern with competitors often leads to imitation and price war, resulting in rivalry and convergence; the worst of all situations. In spite of the inherent limitations of this strategic position, it is by far the most widely adopted, and the default position for those businesses that do not deloberately consider other strategic options.

    The Total Customer Solutions (TCS) strategy is a complete reversal from the Best Product approach. Instead of commoditizing the customer, we seek a deep customer understanding and relationship that allows us to develop value propositions that bond to each individual customer. Instead of developing and marketing standardized and isolated products, we seek to provide a coherent composition of products and services aimed at enhancing the customer’s ability on our own supply chain, we seek to develop an integrated supply chain that links us with key suppliers and customers. Instead of focusing on competitors and imitating them, we redefine the ways to capture and serve the customer by putting together an overall set of corporate capabilities, also sourcing from proper external parties, that enhance our product offering. We are outwardly driven; customer economics is our guide. Strategy is not war with our competitors; it is love with our customers. The innovation process is not oriented toward the design of standardized products; it is aimed at initiative with our key customers for the joint development of distinctive products.

    The System Lock-In (SLI) strategic option has the widest scope; it includes the extended enterprise – the firm, the customers, the suppliers, and most importantly, the complementors. A complementor is a firm engaged in the delivery of products and services which enchance our own product and service portfolio. The key to this strategic option is to identify, attract, and nurture the complementors. They are typically external, but may also be internal to the corporation, particularly in large and diversified organizations. These complementors are rarely detected and exploited effectively. That is why a System Lock-In strategy has to start with the full corporate scope – not just one product or business – and has to continue with the identification and incorporation of all the key external players that can be complementors. The customer continues to be the central focus, but now we extend the enterprise to the fullest. We look at the overall system supply chain, not just the supply chain for our product, and harness the innovation percolating through the systema as a whole. The richness and depth of complementors supporting your product or service lock your product into the system and lock-out the competition. De facto Proprietary Standards are one way to achieve Systems Lock-In. Microsoft is the most public example. Personal computer users are compelled to buy Microsoft’s Windows operating system because it has the widest selection of available software applications. If you want to use the latest or most esoteric software, you had better have Windows on your computer. Correspondingly, if you are a software company that wants to reach the most customers, you had better write your application to work first (or only) with Windows because it is the operating system on the most computers. Distribution channels are often a key consideration for System Lock-In positioning, particularly for old economy companies. By owning or restricting access to distribution channels, competitors can be locked out. Brands can be means to this end. Coca-Cola creates higher turnover for retailers than lesser brands, motivating the retailer to give Coca-Cola more shelf space, which further enhances the brand, further improving its turnover, and so on. There are several routes to System Lock-In. A company that achieves this position exercises an enormous amount of power. However, a System Lock-In position is not always possible; there are necessary conditions. Foremost amog these is that the value of the product to a customer should significantly increase as the product is used by others.

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    Opciones Estratégicas - Presentation Transcript

    1.  
    2. ¿Qué es Estrategia?
      • Estrategia corporativa es el patrón de decisiones de una compañía que determina y revela sus objetivos, propósitos, o metas, que produce las principales políticas y planes para lograr esas metas, y define el alcance del negocio que la compañía se propone lograr, el tipo de organización económica y humana que intenta ser, y la naturaleza de la contribución económica y no económica a sus accionistas, colaboradores, clientes y comunidades.
      • - Kenneth Andrews en The Concept of Corporate Strategy (Irwin:1980)
      • Estrategia es seleccionar deliberadamente un conjunto diferente de actividades para ofrecer una mezcla de valor única.
      • - Michael E. Porter en What is Strategy? ( Harvard Business Review:1996)
      • Creo en tres postulados de una estrategia: Primero, el logro de un desempeño económico superior ; segundo, el establecimiento de una relación con el cliente a través de una proposición de valor única y diferenciada; y tercero , la creación de un espíritu de éxito a través de la incorporación y retención de talento superior .
      • - Arnoldo Hax en Achieving the Potentials of Your Organization (MIT Sloan School of Management:2002)
    3. Análisis de la Estructura de la Industria - Porter
      • El Análisis de la Industria captura las principales fuerzas externas a un negocio, sus tendencias a futuro, y su impacto en la rentabilidad del negocio. Las cinco fuerzas de Porter ayudan a los empresarios a entender la implicación estratégica de la estructura de su industria.
      Fuente: Competitive Strategy. Michael E. Porter. 1998 Competidores de la industria Intensidad de la rivalidad Proveedores Nuevos entrantes Sustitutos Compradores Amenaza de nuevos entrantes Poder de negociación de los proveedores Amenaza de sustitutos Poder de negociación de los compradores
    4. Análisis de la Cadena de Valor - Porter
      • Habiendo analizado las fuerzas externas que conforman la estructura de la industria, y habiendo alcanzado un claro entendimiento de las oportunidades y amenazas en el ambiente de negocios, las empresas necesitan establecer una sólida posición competitiva que responda a dicho ambiente.
      • De nuevo, encontramos en el Análisis de la Cadena de Valor de Michael Porter un punto de partida útil para tal fin. La cadena de valor nos permite identificar las actividades más importantes para lograr una ventaja competitiva.
      Servicio Compras Desarrollo de Tecnología Gestión de Recursos Humanos Infraestructura de la Firma Mercadeo y Ventas Logística de Salida Operaciones Logística de Entrada Actividades Primarias Actividades Secundarias Fuente: Competitive Strategy. Michael E. Porter. 1998 M A R G E N
    5. Las Core Competencies – Hamel y Prahalad
      • Como vimos anteriormente, Michael Porter propone que la estructura de la industria juega un rol central en crear la oportunidad para una rentabilidad superior.
      • Gary Hamel y C.K. Prahalad, por otro lado, argumentan que la ventaja competitiva depende del desarrollo de los recursos y capacidades de la organización .
      • Hamel y Prahalad establecen como elementos principales en su enfoque sobre estrategia:
        • La ventaja competitiva se deriva de la habilidade construir, a un menor costo y con mayor rapidez, las core competencies que resultan en productos innovadores.
        • Las core competencies representan el aprendizaje colectivo de la organización, especialmente con relación a la coordinación de diversas capacidades productivas y múltiples tecnologías.
        • Por ejemplo, la capacidad de Sony para la miniaturización o la experiencia de Philips con medios ópticos de almacenamiento. Además de la coordinación de tecnología, las core competencies tienen que ver con la organización del trabajo y la generación de valor. Para que la miniaturización resulte en productos de éxito comercial, Sony debe asegurarse que sus tecnólogos, ingenieros y mercadólogos tengan un entendimiento compartido de las necesidades de sus clientes y de las posibilidades de la tecnología.
      Nota: Emplearemos el término en inglés de ‘core competencies’, en vista de que la traducción más cercana, ‘competencias Centrales’ no refleja el concepto de ‘core’ como núcleo o corazón, por ejemplo: las competencias que son el ‘corazón’ de la empresa
    6. Los Marcos Tradicionales están Orientados a Productos
      • Los marcos estratégicos tradicionales enfatizan una orientación a los productos de las empresas. Disponen a las empresas a competir con las otras empresas en su industria con base en quién tiene el mejor producto.
      • Consecuentemente, las empresas presentan una mentalidad centrada en productos :
        • Masifican a los clientes al ofrecerles productos estandarizados.
        • Se distancian de los clientes al emplear canales de distribución indirectos.
        • Reducen sus posibilidades de reconocer y satisfacer necesidades individuales de sus clientes.
      • 80’s - Michael E. Porter: Modelo de las Cinco Fuerzas, Cadena de Valor
      • 90’s - Gary Hamel y C.K. Prahalad: Core Competencies
    7. Customer-Bonding como el corazón de la estrategia
      • Por customer-bonding entendemos la atracción, satisfacción y retención de nuestros clientes:
        • En vez de desarrollar y vender mercados estandarizados y aislados, buscamos proveer un portafolio coherente de productos y servicios destinados a expandir la capacidad de nuestros clientes para crear riqueza .
        • En vez de enfocarnos al interior de nuestra cadena de valor, buscamos desarrollar una cadena de valor integrada que nos acerque con nuestros clientes y proveedores clave .
        • En vez de enfocarnos lo que están haciendo nuestros competidores y buscar imitarlos, nos dedicamos a redefinir las maneras en que podemos atraer y servir a nuestros clientes al consolidar un conjunto de capacidades propias, además de construir alianzas con terceros , de manera que podamos enriquecer nuestra proposición de valor.
    8. Las 3 Opciones Estratégicas del Modelo Delta - Hax
      • Articulando la visión y valores de la organización en relación con sus clientes, competidores y complementadores (aquellos que ofrecen servicios y productos que agregan valor a nuestros productos y servicios).
      System Lock-In Atrayendo a los Complementadores, Excluyendo a los Competidores Mejores Productos Menos Costo, Más Carácterísticas Soluciones Totales a Clientes Reduciendo sus Costos, Incrementando sus Ingresos Fuente: MIT Sloan School of Management . Arnoldo Hax and Dean Wilde. The Delta Model: Toward a Unified Framework of Strategy . September 2002. Visión y Valores
    9. Valor de Mercado por Posicionamiento Estratégico Source: MIT Sloan School of Management . Arnoldo Hax and Dean Wilde. The Delta Model: Toward a Unified Framework of Strategy . September 2002. Valor de Mercado Agregado Market Value Added __________________________ Relación Mercado-a-Libros Market-to-Book Ratio ___________________________ Número de Empresas Promedio Desviación Estándar Indice Promedio Desviación Estándar Indice Mejores Productos 74 14.26 16.57 1.0 5.88 9.33 1.0 Soluciones Totales a Clientes 67 22.38 28.14 1.6 7.29 7.7 1.2 System Lock-In 16 57.15 48.67 4.0 11.98 5.86 2.0
    10. 1era Opción Estratégica: Mejores Productos System Lock-In Mejores Productos Soluciones Totales a Clientes La opción Diferenciación busca atraer clientes ofreciéndoles características distintivas en los productos, características por las cuáles están incluso dispuestos a pagar un precio más alto . Por ejemplo, los televisores SONY WEGA ofrecen como distintivo un diseño moderno y coordinado con equipo de audio y video de SONY. Diferenciación Bajo Costo La opción Bajo Costo busca atraer clientes ofreciéndoles una ventaja de precio. Por ejemplo, NUCOR pronto será el productor de acero más grande en los Estados Unidos al obtener un precio-por-tonelada de $40 a $50 más barato que cualquier productor.
    11. Mejores Productos
      • El cliente es atraído por las características inherentes al producto , ya sea Bajo Costo , el cual proporciona un ventaja de precio al cliente, o por su Diferenciación , al presentar características únicas que los clientes valoran y por las cuáles están dispuestos a pagar un precio más alto.
      • La debilidad de este enfoque es que genera la relación más débil con el cliente (menor customer bonding) ya que siempre existe la amenaza de que los competidores ofrezcan un menor costo . Por otro lado, la opción de Diferenciación no es sostenible a largo plazo, porque los competidores pueden siempre igualar las características del producto .
    12. 2da Opción Estratégica: Soluciones Totales a Clientes System Lock-In Redefiniendo la Experiencia del Cliente Portafolio Extendido Integración con el Cliente La opción de Integración con el Cliente puede tomar la forma de un outsourcing o la facilitación de actividades realizadas previamente por el cliente. Ejemplos: EDS, Dell La opción Redefiniendo la Experiencia del Cliente comprende el replanteamiento de la relación con el cliente desde el momento de adquisición del producto o servicio a lo largo de todo el ciclo de vida del producto o servicio: Ejemplos: Saturn y Digital Island La opción de Portafolio Extendido consiste en proveer un conjunto más completo de productos y servicios alrededor de las necesidades del cliente. Ejemplos: MCI WorldCom, Fidelity y Amazon Mejores Productos Soluciones Totales a Clientes
    13. Soluciones Totales a Clientes
      • Soluciones Totales a Clientes comprede un posicionamiento estratégico completamente opuesto a Mejores Productos .
      • En esta opción, buscamos lograr conocer a profundidad a nuestros clientes para desarrollar proposiciones de valor a la medida de los mismos .
      • En vez de enfocarnos en superar a nuestros competidores, nos enfocamos en profundizar la relación con nuestros clientes (mayor bonding ) ofreciéndoles un conjunto más completo de productos y servicios que incremente el valor que perciben.
    14. 3era Opción Estratégica: System Lock-In System Lock-In Acceso Restringido Un negocio que se encuentra en la opción de Intercambio Dominante provee de una interfase entre compradores y vendedores. Una vez que un negocio logra una masa crítica, es muy difícil de desplazar. Ejemplos: Páginas amarillas, Visa / Master Card. Intercambio Dominante En el caso de Acceso Restringido, los competidores están deprivados de acceso al cliente ya que el canal tiene capacidad limitiada para manejar múltiples proveedores. Ejemplos: Bimbo, Sabritas. Estándares Propietarios Un negocio que ha logrado posicionarse con éxito con Estándares Propietarios atrae a sus clientes debido a la extensa red de complementadores que utilizan el estándar. Ejemplos: Microsoft, Intel. Mejores Productos Soluciones Totales a Clientes
    15. System Lock-In
      • El posicionamiento estratégico System Lock-In tiene el alcance más amplio , al incluir a la empresa extendida – nuestra empresa, nuestros clientes, nuestros proveedores, y sobre todo – nuestros complementadores*.
      • * Los complementadores son aquellos proveedores de productos y servicios cuyos ofrecimientos incrementa el valor que perciben nuestros clientes en los productos y servicios que ofrecemos .
      • La variedad y la profundidad de la relación con nuestros complementadores ayuda a ‘lock-in’ nuestro producto o servicio en el sistema y ‘lock-out’ la competencia fuera del sistema
    16. Dinámica de Grupo
      • Nos organizaremos en cinco grupos.
      • En 10 minutos cada grupo analizará:
      • ¿En qué opciones estratégicas se concentra SNV? ¿Por qué?
      Redefiniendo la Experiencia del Cliente Portafolio Extendido Integración con el Cliente Acceso Restringido Intercambio Dominante Diferenciación Estándares Propietarios Bajo Costo System Lock-In Mejores Productos Soluciones Totales a Clientes
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