Strutturare ed eseguire strategie https://www.manager.it/default.asp?page=A_vantcomp.html&folder=f_topimp

1. Ricerca dei Vantaggi Competitivi:Ricerca dei Vantaggi Competitivi:
strutturare ed eseguire strategiestrutturare ed eseguire strategie
Analizzare le Risorse di una AziendaAnalizzare le Risorse di una Azienda
e la sua posizione competitivae la sua posizione competitiva
Prezzi e Costi aziendaliPrezzi e Costi aziendali
sono competitivi?sono competitivi?

2. Roadmap
• Question 1: How Well Is the Company’s Present
Strategy Working?
• Question 2: What Are the Company’s Resource
Strengths and Weaknesses and Its External
Opportunities and Threats?
• Question 3: Are the Company’s Prices and Costs
Competitive?
• Question 4: Is the Company Competitively Stronger
or Weaker than Key Rivals?
• Question 5: What Strategic Issues and Problems
Merit Front-Burner Managerial Attention?

3. Q #3: Are the Company’s
Prices and Costs Competitive?
• Assessing whether a firm’s costs are competitive
with those of rivals is a crucial part of company
analysis
• Key analytical tools
– Value chain analysis
– Benchmarking

4. The Concept of a
Company Value Chain
• A company’s business consists of all activities
undertaken in designing, producing, marketing,
delivering, and supporting its product or service
• A company’s value chain consists of a linked set of
value-creating activities performed internally
• The value chain contains two types of activities
– Primary activities – where most of
the value for customers is created
– Support activities – facilitate
performance of the primary activities

5. Fig. 4.3: Representative
Company Value Chain

6. Fig. 4.4: Representative Value Chain for an Entire
Industry

7. Processing of basic ingredients
Syrup manufacture
Bottling and can filling
Wholesale distribution
Advertising
Retailing
Example: Value Chain Activities
Albertson’s
Soft Drink Industry

8. Programming
Disk loading
Marketing
Distribution
Example: Value Chain Activities
Software Computer Industry

9. Developing Data to Measure a Company’s Cost
Competitiveness
• After identifying key value chain activities, the next step
involves breaking down departmental cost accounting
data into costs of performing specific activities
• Appropriate degree of disaggregation depends on
– Economics of activities
– Value of comparing narrowly defined
versus broadly defined activities
• Guideline – Develop separate cost estimates for activities
– Having different economics
– Representing a significant or growing proportion of
costs

10. Activity-Based Costing: A Key
Tool in Analyzing Costs
• Determining whether a company’s costs are in
line with those of rivals requires
– Measuring how a company’s costs compare with
those of rivals activity-by-activity
• Requires having accounting data to measure cost
of each value chain activity
• Activity-based costing entails
– Defining expense categories according
to specific activities performed and
– Assigning costs to the activity
responsible for creating the cost

12. Benchmarking Costs of
Key Value Chain Activities
• Focuses on cross-company comparisons of how
certain activities are performed and costs associated
with these activities
– Purchase of materials
– Payment of suppliers
– Management of inventories
– Getting new products to market
– Performance of quality control
– Filling and shipping of customer orders
– Training of employees
– Processing of payrolls

13. Objectives of Benchmarking
• Identify best practices in performing an activity
• Understand the best practices in performing
an activity – learn what is the “best” way
to do a particular activity from those
demonstrating they are “best-in-world”
• Learn how other firms achieve lower costs
• Take action to improve company’s cost

14. What Determines if a
Company Is Cost Competitive?
• Cost competitiveness depends on how well a company
manages its value chain relative to how well
competitors manage their value chains
• When costs are out-of-line, high-cost activities can
exist in any of three areas in the industry value chain
1. Suppliers’ activities
2. Company’s own internal activities
3. Forward channel activities
Activities,
Costs, &
Margins of
Forward
Channel Allies
Internally
Performed
Activities,
Costs, &
Margins
Activities,
Costs, &
Margins of
Suppliers
Buyer/User
Value
Chains

15. Translating Performance of Value Chain Activities to
Competitive Advantage
• A company can create competitive
advantage by managing its value chain to
– Integrate knowledge and skills of employees in
competitively valuable ways
– Leverage economies of learning / experience
– Coordinate related activities in ways
that build valuable capabilities
– Build dominating expertise
in a value chain activity critical
to customer satisfaction or market success

16. Fig. 4.5: Translating Performance of Value Chain Activities into
Competitive Advantage