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Evaluate The Business Model of A Company
Evaluate The Business Model of A Company
Evaluate The Business Model of A Company
Q1: Using an appropriate model, evaluate the business model of a company of your choice,
describing how the company dierentiates itself from its competitors and sustain competitive
advantage.
1. Executive Summary
Cummins started o as diesel engine manufacturing company since 1919 and now growing as power leader in the world. Cummins expand network through companyowned distributor, independent distributor and dealer to serve customer globally. In 2009, Cummins reported net income of $428 million in $10.8 billion of sales [1].
Cummins have been diversifying its business to broad range of products from power generation, ltration technology, turbo technology, fuel system, emission controls and
air handling [2]. Due to external pressure and growing market in Asia, Cummins recently setup Centre of Excellent in Singapore focus more on Marine and Oshore market.
In this post module assignment, competitive strategy will only focus on Cummins's marine and oshore business. In this PMA, the value curve is based on own industry
experience's assumption. However, analysis on nancial will based overall Cummins business listed in stock market which named CMI.
Industry Leader
Market Capitalisation
ROR.L
CMI
CMI Rank
1.23
27 / 379
75.00%
12.03%47 / 379
94.04%
25.29%36 / 379
SHS
15.833 N/A
HYG.TO 7.70%
0.90% 21 / 379
(Red Oceans) and 14% business launches looking for new opportunities (Blue Oceans) [6].
Red Oceans approach focus on existing customer by improving their product and study shows that this resulted 62% on total revenue and 39% on total prot. In contrast,
14% of the businesses launches by creating blue oceans can bring in higher return which about 61% of the total prot [6].
Cummins spend heavily on research and development for past 5 years as shown in Figure 3. In 2010 alone, Cummins invest 414million in new technology development [2].
One of recent Blue Ocean's initiatives is setting Marine and Oshore Centre of Excellent in Singapore. This business focus on the Packaging instead of selling conventional
type of bare diesel engine like other competitor such as CAT, MTU and Mitsubishi. Figure 4 shows pictorial view on the value added components into bare diesel engine
Q2: Using either Porter's generic strategies or the Strategy Clock, identify examples of organizations
following strategies of dierentiation, low cost or low price, and stuck-in-the middle or hybrid. How
successful are these strategies.
2. Porter's 5 forces & generic Strategies
Using the ve forces framework, creative strategists may be able to spot an industry with a good future before this good futureis reected in the prices of acquisition
candidates Michael Porter [7].
Porter's ve forces:
Threat of New Entrants: Analyse potential new comer to market is important to understand potential future competitors
Bargaining Power of Buyers: Buyers is the party that create demand for industry, understand buyer's requirement will help to maintain competitive advantages. For
example, bargaining power of buyers is high if product is standard.
Threat of substitute products or service: Buyers always look for alternative or cheapest way to get products or service. Substitute product can bring the overall industry
price lower
Bargaining Power of Supplier: Supplier supply raw material or service to manufacturer. Bargaining power of supplier is high when to many buyer and less supplier in the
market
Rivalry among existing competitors: Current fast moving industry, its important understand the strategy of existing competitors. Example: How competitor gain
competitive advantages or product dierentiation.
Porter's 5 Forces allowed the company undertand and analyse own industry struture and futher help the management to decide on company's strategy. According to
Porter, organisation is able to gain competitive advantanges by strategies the company using one of the Porter's Generic Strategies as shown in Figure 8; 1) Cost
Leadership, 2) Dierentiation, 3) Focus [8].
Q3: What are the major advantages and disadvantages of an integrative strategy?
3. Integrative strategy
Organisation is able to gain competitive advantages by using integrative strategy. Integrative strategy can be categorized as vertical, backward, forward and horizontal
integration. There are advantages and disadvantages when applying each concept and detail discuss as below:
Advantages:
Getting understanding customer better
One of the companies using forward integration strategy successfully is Dell. Dell founded in 1984 by Michael Dell with one direction selling nal products to customer
directly [29]. By doing this, company able to reach end user and getting feedback instantly through company's distributor and retailer without ltering.
Disadvantages:
Increase bureaucratic cost
Expanding business forward which also means that increase bureaucratic cost for whole value- added chain activities. Due to uncertain demand in current market, it will
post some risk to the company
Increase Inventory
Getting control over distributors or retailer, indirectly manufacturer may have to manage whole product cycle inventory include end products. Company may incurred
higher inventory cost if wrongly manage
Advantages:
Getting better quality control
Company are able to apply standard quality plan throughout the value chain. This is especially important when dealing with sophisticated components such as crankshaft,
piston and turbocharger for engine. By improving the quality of this critical component will increase competitive advantages among the rivals
Disadvantages:
Technology change
Technology change is inevitable in current competitive market. But backward vertical integration may lock a company way of doing business and prevent organisation
changes due to technology change. One of the examples is when radio manufacturer acquired a manufacturer of vacuum tube in 1950s to reduce production cost. When,
transistors replace vacuum tube in 1960s, the competitor rapidly change to latest technology. However for this radio manufacturer company, the management refuse to
change and as the result, lost in the competitive advantages and cause business failure. Thus, backward integration can cause serious disadvantages when trying to match
rapid technology change [27]
Advantages:
Lowest cost structure
Horizontal integration allowed the company expand within the same industry. This is especially posted advantages when x cost such as equipment, specialise machine etc
is high. Just imagine, if only 3 major competitors in the market, Company A merge with company B by acquisition. They have similar capacity in the plant in both companies.
Now with new merger, New Company AB can close one of the plant and fully utilised the facilities to reduce manufacturing cost. For this competitive world, reduce
manufacturing cost is essential to gain competitive advantages. On top of that, horizontal approach also allowed the company to save overhead cost by cutting down
duplicate resources such as management, sales and production team [27] Pzer-Wyeth merger is one of the examples. Pzer combine both facilities; reduce number of
manufacturing site by about 15 percent, and cutting 10% of its global workforce [32]
Disadvantages:
Lack of innovative
Horizontal approach expand the business within own industry. Old industry practice may still stick with the company when dealing with the business. Lack of innovative
and creativity approach may lead to the company stay in Red Ocean instead of break through conventional rout to Blue Ocean Strategy that can bring more prot to the
company as discussed in Chapter 1.
Cultural Dierent
The problem may arise when merging both with dierent cultural company. This especially when turnover rate is high for the functional leader in the acquired company due
to restructuring [27].For example like International Company acquired China company, language barrier and culture dierent may create some operational issue.
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