TRI GENERIKE STRATEGIJE KONKURENTNOSTI :

- Tri uvjeta za konkurentsku prednost :

Kako je vrijednost ono to kupci ele platiti za industrijski
proizvod konkurentska prednost poduze!a postoji ako su ispunjena tri
uvjeta:
a) "a kup#i per#ipiraju konstantnu razliku u obiljejima
iz$e%u na&e' proizvoda(us)u'e i konkurenata
b) "a ta raz)ika *ude izravna pos)jedi#a jaza u sposobnosti
iz$e%u nas i konkurenata
c) "a se raz)ika u va+ni$ zna,ajka$a i jaz sposo*nosti $o+e
o,ekivati i u budunosti.
- - 'eneri,ke konkurentske prednosti :
"vije osnovne vrste konkurentske prednosti u ko$*ina#iji s rasponom
aktivnosti .&iri i)i u+i #i)j/ koje tvrtka nastoji ostvariti dovode do tri
'eneri,ke strate'ije za postizanje iznadprosje,no' pos)ovanja u industriji:
trokovno vodstvo,
diferencijacija i
fokusiranje.
Strate'ija 0okusiranja i$a dvije ina,i#e: 0okusiranje na trokove i)i
0okusiranje na diferencijaciju.
- Odnos iz$e%u konkurentske prednosti i strate'ije poduze!a :
M. Porter izraava odnos izmeu oblika konkurentske prednosti i
odovarajui! strateija.
" su tipa konkurentski! prednosti: poduze!a konkuriraju i)i na te$e)ju
ni+i1 tro&kova i)i na te$e)ju di0eren#ija#ije .raz)i,itosti/ kada pru+aju neku
jedinstvenu i)i ve!u vrijednost za kup#a &to i$ o$o'u!ava 0or$iranje vi&e
#ijene2
- " su konkurentska raspona# &iri i)i u+i na,in .tr+i&te/
- Menaderi trebaju odabrati strateiju koja odovara trinoj
strukturi s kojom se tvrtka suo$ava.
- 3oraju i jasno oda*rati iz$e%u strate'ija: tro&kovno vodstvo i)i
di0eren#ija#ija i)i 0okusiranje te iz*je'avanje za$ke 4ni tu ni ta$o5 i)i tzv2
stuck in the middle .dje)o$i,no tro&kovno vodstvo a dje)o$i,no
di0eren#ija#ija/2
- 62 TRO7KO8NO 8O"ST8O :
8jerojatno je najjasnija od svi1 triju 'eneri,ki1 strate'ija2
U njoj tvrtka nastoji postati proizvoa$ s najniim trokovima u svojoj
industriji. .npr2 9a)3art/
Tvrtka koja pri$jenjuje strate'iju tro&kovno' vodstva i$a &irok raspon
dje)ovanja i us)u+uje $no'e industrijske se'$ente te $o+e ,ak i pos)ovati
u srodni$ industrija$a : ve)i,ina tvrtke ,esto je *itna za njenu tro&kovnu
prednost2
Izvori tro&kovne prednosti raz)i,iti su i ovise o strukturi industrije2 Oni $o'u
uk)ju,ivati provo%enje ekonomije razmjera, vlastite te!noloije,
povlateni pristup sirovinama i ostale $imbenike.
- ;2 "I<EREN=IJA=IJA :
U strate'iji di0eren#ija#ije tvrtka poku&ava *iti jedinstvena u svojoj
industriji u neki$ di$enzija$a koje su u ve)ikoj $jeri #ijenjene od strane
kupa#a2
Ona oda*ire jedno i)i vi&e svojstava koje ve!ina kupa#a u industriji s$atra
*itni$a i jedinstveno se pozi#ionira kako *i zadovo)ji)a te potre*e .s>$
proizvod sustav dostave pristup $arketin'u kva)iteta us)u'e i dr2/
Tvrtka !e pos)ovati nadprosje,no ako njena #ijena uz dodatnu do*it
premai dodatne tro&kove koji nastaju kao pos)jedi#a njene jedinstvenosti2
- -2 <OKUSIRANJE :
Ova strate'ija je dosta druk,ija od osta)i1 jer po,iva na iz*oru usko
raspona konkurentnosti unutar industrije.
Tvrtka koja koristi ovu strate'iju odabire sement ili rupu semenata
u industriji te kroji svoju strate'iju kako *i isk)ju,ivo ona us)u+iva)a te
tr+i&ne se'$ente2
Opti$iziraju!i svoju strate'iju za #i)jni se'$ent tvrtka nastoji posti!i
konkurentsku prednost u svojim ciljnim sementima iako ne
posjeduje op!u konkurentsku prednost2
U 0okusiranju na tro&kove tvrtka nastoji ostvariti trokovnu prednost u
svom ciljnom sementu.
Kod 0okusiranja na di0eren#ija#iju tvrtka te+i diferenciranju u svom
ciljnom sementu.
O*je ina,i#e po,ivaju na razlikama izmeu ciljni! semenata na koje
se tvrtka 0okusira i osta)i1 se'$enata u industriji2
=i)jni se'$enti $oraju i)i i$ati kup#e s neuobi$ajenim potrebama, i)i se
sustav proizvodnje i dostave koji naj*o)je us)u+uje #i)jni se'$ent $ora
razlikovati od oni1 u dru'i$ industrijski$ se'$enti$a2
<okusiranje na tro&kove iskori&tava raz)ike u tro&kovno$ pona&anju u
neki$ se'$enti$a dok 0okusiranje na di0eren#ija#iju iskori&tava pose*ne
potre*e kupa#a u odre%eni$ se'$enti$a2
?A7TO SE <OKUSIRATI @
Tvrtka koja provodi strate'iju 0okusiranja koristi prednost
suboptimizacije iroko orijentirani! konkurenata u *i)o koje$ s$jeru2
Konkurenti $o+da ne zadovo)javaju potre*e odre%eno' se'$enta dovo)jno
kva)itetno &to otvara $o'u!nost za 0okusiranje na di0eren#ija#iju2
Konkurenti koji su &iroko orijentirani $o'u ev2 i zadovo)javati potre*e
se'$enta prekva)itetno &to zna,i da snose vi&e tro&kove us)u+ivanja ne'o
&to je potre*no .&to prodajna #ijena dozvo)javaA/
Bri)ika za 0okusiranje na tro&kove $o+e *iti prisutna u sa$o$
zadovo)javanju potre*a takvo' se'$enta i ni&ta vi&e od to'a2
BRO8E"CA 8I7E O" JE"NE STRATEGIJE :
Tvrtka o*i,no $ora oda*rati jednu od nji1 jer !e ina,e za')aviti u sredini2
Koristi optimiziranja strateije za odre%eni #i)jni se'$ent .0okusiranje/
ne $o'u se ste!i ako tvrtka istovre$eno us)u+uje &irok raspon se'$enata
.tro&kovno vodstvo i)i di0eren#ija#ija/2
Bonekad tvrtka $o+e *iti sposo*na stvoriti dvije u')avno$ odvojene
poslovne jedinice unutar isto' korporativno' sustava svaku s
dru'a,ijo$ 'eneri,ko$ strate'ijo$2
Bri$jeri: %rust!ouse &orte ' Marriott &air(eld )nn
Critanska 1ote)ska tvrtka Trust1ouse <orte vodi)a je pet odvojeni1 )ana#a
1ote)a od koji1 je svaki i$ao razli$iti ciljni sement2 To radi i 3arriott2
Tvrtka $ora stroo odvojiti poslovne jedinice .SCU/ koje provode
raz)i,ite 'eneri,ke strate'ije da ne ko$pro$itira nji1ovu sposo*nost za
postizanje$ konkurentske prednosti2
Primjeri istododobno primjenjivani! razli$iti! eneri$ki! strateija
*lectrolu+ je poznat po visokoj kvaliteti ali i istim takvim cijenama,
-ato a je teko povezati s znatno jeftinijim markama .*/ i
-anussi koje su takoer u vlasni$kom portfelju uledno vedsko
proizvoa$a kuanski! ureaja,
0li$no je i sa jeftinijim %omato usluama 1)Pneta u /0M telefoniji
ili potpuno samostalnom mobilnom mreom 2onbon, odovorom
3%4a na %omato.
3otelska kompanija Marriott )nternational )nc. unutar svoa
korporativno entiteta upravlja s $ak 56 samostalni! i diverzi(cirani!
brandova za razli$ite ciljne semente
-7.%8. 09*:)8. 8* )/9. ,
-a tvrtku koja se anaira u svakoj eneri$koj strateiji, ali ne
uspije postii nijednu, kaemo da je ;zalavljena u sredini<.
=na ne posjeduje konkurentsku prednost. %akva strateka pozicija
obi$no rezultira ispodprosje$nim poslovanjem.
%vrtka koja je zalavljena u sredini zaradit e atraktivne pro(te
samo ako je struktura industrije jako povoljna, ili ako su njeni
konkurenti takoer zalavljeni u sredini.
.ko tvrtka zalavljena u sredini i otkrije pro(tabilan proizvod ili
kupca, konkurenti s odrivom konkurentskom prednosti brzo e je
eliminirati.
> veini industrija vrlo su malobrojni konkurenti koji su zalavljeni u
sredini.
- CAU3ANO8 DSTRATE7KI SAT4 :
1: Low Price/Low Value
- Firms do not usually choose to compete in this category. This is the "bargain basement" bin and not a lot of
companies want to be in this position. ather it!s a position they find themsel"es forced to compete in because their
product lac#s differentiated "alue. The only way to "ma#e it" here is through cost effecti"ely selling "olume$ and by
continually attracting new customers. %ou won!t be winning any customer loyalty contests$ but you may be able to
sustain yourself as long as you stay one step ahead of the consumer &we!re not going to mention any names here'(
Products are inferior but the prices are attracti"e enough to con"ince consumers to try them once.This strategy
suits only products with a short life cycle$ where repeat customers are not rele"ant$ or on products where
)uality is not an issue.
*: Low Price
- +ompanies competing in this category are the low cost leaders. These are the companies that dri"e prices down to
bare minimums$ and they balance "ery low margins with "ery high "olume. ,f low cost leaders ha"e large enough
"olume or strong strategic reasons for their position$ they can sustain this approach and become a powerful force in
the mar#et. ,f they don!t$ they can trigger price wars that only benefit consumers$ as the prices are unsustainable o"er
anything but the shortest of terms. -almart is a #ey e.ample of a low price competitor that persuades suppliers to
enter the low price arena with the promise of e.tremely high "olumes.
/. 0ybrid &moderate price/moderate differentiation(
1 0ybrids are interesting companies. They offer products at a low cost$ but offer products with a higher percei"ed "alue than thos
of other low cost competitors. Volume is an issue here but these companies build a reputation of offering fair prices for
reasonable goods. 2ood e.amples of companies that pursue this strategy are discount department stores. The )uality and
"alue is good and the consumer is assured of reasonable prices. This combination builds customer loyalty.
3: 4ifferentiation
+ompanies that differentiate offer their customers high percei"ed1"alue. To be able to afford to do this they either increase their
price and sustain themsel"es through higher margins$ or they #eep their prices low and see# greater mar#et share. 5randing is
important with differentiation strategies as it allows a company to become synonymous with )uality as well as a price point. 6i#e
is #nown for high )uality and premium prices7 eebo# is also a strong brand but it pro"ides high "alue with a lower premium.
8: Focused 4ifferentiation
These are your designer products: 0igh percei"ed "alue and high prices. +onsumers will buy in this category based on
percei"ed "alue alone. The product does not necessarily ha"e to ha"e any more real "alue$ but the perception of "alue is
enough to charge "ery large premiums. Thin# 2ucci$ 9rmani$ olls oyce.clothes either co"er you or they don!t$ and a car either
gets you around the bloc# or it doesn!t. ,f you belie"e pulling up in your olls oyce :il"er :hadow is worth *8 times more than
in an economy Ford then you will pay the premium. 0ighly targeted mar#ets and high margins are the ways these companies
sur"i"e.
;: ,ncreased Price/:tandard Product
:ometimes companies ta#e a gamble and simply increase their prices without any increase to the "alue side of the e)uation.
-hen the price increase is accepted$ they en<oy higher profitability. -hen it isn!t$ their share of the mar#et plummets$ until they
ma#e an ad<ustment to their price or "alue. This strategy may wor# in the short term$ but it is not a long1term proposition as an
un<ustified price premium will soon be disco"ered in a competiti"e mar#et.
=: 0igh Price/Low Value
This is classic monopoly pricing$ in a mar#et where only one company offers the goods or ser"ice. 9s a monopolist$ you don!t
ha"e to be concerned about adding "alue because$ if customers need what you offer$ they will pay the price you set$ period.
Fortunately for consumers in a mar#et economy$ monopolies do not last "ery long$ if they e"er get started$ and companies are
forced to compete on a more le"el playing field.
>: Low Value/:tandard Price
9ny company that pursues this type of strategy will lose mar#et share. ,f you ha"e a low "alue product$ the only way you will sell
it is on price. %ou can!t sell day1old bread at fresh prices. ?ar# it down a few cents$ and suddenly you ha"e a "iable product.
That is the nature of consumer beha"ior$ and you will not get around it$ no matter how hard you try.
Konkurentske sna'e NetEiFa : ?o"ie megastar 6etfli. hit on an ama@ingly profitable competiti"e
ad"antage shortly after its founding in 1AA=$ by offering DVD rentals via mail at a flat monthly subscription
rate. Their well #nown business model: subscribers en<oyed unlimited rentals$ without the added worry of
late fees or shipping B handling. 6etfli. )uic#ly de"eloped a reputation for re"olutioni@ing the mo"ie rental
mar#et. 9s a result$ 6etfli. dominated the mar#et and en<oyed minimal direct competition.
Fast forward to *C1C. 6etfli. disco"ered another way to maintain their mar#et
positioning and outstanding competiti"e ad"antage by offering an app for the
9pple iPad$ iPhone and iTouch. ,n *C11$ boo# store giant$ 5arnes and 6oble$
began pre1installing the 6etfli. app on its 6oo# tablets. Dust last month$ 6etfli.
added a EDust for FidsG section to its app for the iPad family$ offering mo"ies
and TV shows for those aged 1* and younger.
6etfli. entered the mobile mo"ie mar#et in its infancy$ effecti"ely capturing the
Hfirst to mar#etI competiti"e ad"antage. The conglomerate didnIt sit on its
laurels in terms of maintaining their competiti"e ad"antage$ and its numbers
pro"e it. 6etfli. now has a total of *=.; million subscribers$ in domestic and
international mar#ets combined.Smart, sharp, and evolving competiti"e
ad"antages ha"e contributed to their success$ and may "ery well ha"e sa"ed
the company from an early demise &remember 5loc#busterJ(. ThereIs a lot you
can learn from 6etfli. about the importance of competiti"e ad"antages.
What Netflix Has Done Right, and What You Can Do Right Too
1. Identify a Strong Competitive dvantage!
6etfli. recogni@ed that late fees were bringing in big buc#s for 5loc#buster K
roughly L/CC million annually K but the fees were alienating its customers.
6etfli. understood that con"enience is near the top of consumersI hierarchy of
purchasing criteria and used that #nowledge to identify its winning competiti"e
ad"antage: 4V4s mailed right to your door$ no limit on rental time$ no late fees.
*. "valuate Your Competitive dvantage!
6etfli. reali@ed that to remain competiti"e$ and retain its leadership role in the
mar#et$ it must ree"aluate and e"ol"e its competiti"e ad"antage as trends and
technology transform.
-hen 6etfli. saw a competiti"e ad"antage wea#ening$ it identified a new
competiti"e ad"antage. 6etfli. monitored its competiti"e ad"antage to be sure it didnIt
become obsolete.
/. #isten and Respond to Customers!
6etfli. ad<usted its business model to meet customersI changing needs and
wants. +on"enience was still at the top of their customersI buying criteria$ so they
focused their efforts on offering mo"ies "ia phone and tablet.
3. Don$t Compete on %ri&e lone!
,nstead of lowering price when faced with competition from 9ma@on$ 0ulu and
05M2o$ 6etfli. raised the price of its combined streaming and 4V4 rental subscriptions
by a whopping ;CN.
6etfli. didnIt ha"e to compete on price because it had long established and
communicated its competiti"e ad"antage K solidifying its position as a leader in the
industry.
4espite increased competition and prices$ 6etfli.Is usage numbers are higher
than they were last year. Peter Faf#a$ Of All ThingsD$ reported :and"ineIs
research findings which lin# 6etfli. to o"er a third of all EdownstreamG traffic in
6orth 9merica. 6o single company comes close to that number. :and"ineIs
+OM 4a"e +aputo said$ E, thought the competiti"e threat wouldI"e been more
significant against 6etfli.$ but they seem to be holding their own.G 9dding$ EThe
rising popularity &of 6etfli.( underscores the strategic ad"antage 6etfli. has
gained with its online ser"ice and efforts to ma#e streaming accessible on
e"erything from tele"isions and game consoles to mobile de"ices.G
9ll companies need to consistently monitor and e"aluate their competiti"e
ad"antages. 9 well defined$ articulated and communicated rele"ant
competiti"e ad"antage helps companies retain current customers$ attract new
prospects$ and minimi@e the need to compete on price.