Lecture Summary - 3&4

THE METHODS OF INDUSTRY AND COMPETITIVE ANALYSIS

The cable TV business is shaped by industry and competitive considerations

radically different from those that dominate the soft-drink business.

1.0 WHAT ARE THE INDUSTRY’S DOMINANT ECONOMIC EATURES?

 Market size.
 Scope of competitive rivalry (local, regional, national, or global)
 Market growth rate and position in the business life (early development,
rapid growth and takeoff, early maturity, maturity, saturation and
stagnation, decline).
 Number of rivals and their relative sizes - is the industry fragmented
into many small companies or concentrated and dominated by a few
large companies?
 The number of buyers and their relative sizes.
 Whether and to what extent industry rivals have integrated backward
and/or forward.
 The types of distribution channels used to access consumers.
 The pace of technological change in both production process
innovation and new product introductions.
 Whether the products and services of rival firms are highly
differentiated, weakly differentiated, or essentially identical.
 Whether companies can realize economics of scale in purchasing,
manufacturing, transportation, marketing, or advertising.
 Whether key industry participants are clustered in a particular location -
the world’s best-known cluster locations include Silicon Valley,
Hollywood, Italy (for the leather fashion industry), the wine producing
regions of California and France, and New York City (for financial
services).

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 Whether certain industry activities are characterized by strong learning
and experience effects (“learning by doing”) such that costs decline as
cumulative output grows.
 Whether high rates of capacity utilization are crucial to achieving low-
cost production efficiency.
 Capital requirements and the ease of entry and exit.
 Whether industry profitability is above/below par.

An industry’s economic features are important because of the implications

they have for strategy. For example, COMMERCIAL AIRMINES employ
strategies to boost the revenue productivity of their multimillion-dollar jest by
cutting ground time at airport gates (to get in more flights per day with the
same plane) and by using multistoried price discounts to fill up otherwise
empty seats on each flight.

2.0 WHAT IS COMPETITIVE LIKE AND HOW STRONG ARE EACH OF

THE COMPETITIVE FORCES?

The Five Forces Model of Competition

(Professor Michael Porter)

Even though competitive pressures in various industries are never precisely

the same, the competitive process works similarly enough to use a common
analytical framework in gauging the nature and intensity of competitive forces.
As Professor Michael Porter of the Harvard Business School has
convincingly demonstrated, the state of competition in an industry is a
composite of five competitive forces:

1. The rivalry among competing sellers in the industry.

2. The potential entry of new competitors.
3. The market attempts of companies in other industries to win customers
over to their own substitute products.
4. The competitive pressures stemming from supplier-seller collaboration
and bargaining.

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5. The competitive pressures stemming from seller-buyer collaboration
and bargaining.
Table 3.2 Examples of the Strategic Importance of an Industry’s Key
Economic Features

 Market Size  Small market doesn’t tent to

attract big/new competitors; large
markets often draw the interest of
companies looking to acquire
competitors with established
positions in attractive industries.
 Market growth rate  Fast growth breeds new entry;
growth slowdowns spawn
increased rivalry and a shake-out
of weak competitors.
 Capacity surpluses or  Surpluses push prices and profit
shortages margins down; shortages pull
them up.
 Industry profitability  High-profit industries attract new
entrants; depressed conditions
encourage exit.
 Entry/exit barriers  High barriers protect positions and
profits of existing firms; low
barriers make existing firms; low
barriers make existing firms
vulnerable to entry.
 Cost and importance  More buyers will shop for lowest
of product price on big-ticket items than on
less important or expensive items.
 Standardized  Buyers have more power because
products it is easier to switch from seller to
seller.
 Rapid technological  Raises risk factor; equipment and
change facilities may become obsolete
before they wear out.
 Capital requirements  Big requirements make
investment decisions critical and
create a barrier to entry and exit;
timing becomes important.
 Vertical integration  Raises capital requirements and
cost differences among fully
versus partially versus
nonintegrated firms.
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  Economies of scale  Increases volume and market
share needed to be cost
competitive.
 Rapid product  Shortens product life cycle;
innovation increases risk because of
opportunities for rivals to bring out
next-generation products quicker
and leapfrog current market
leader.

Porter’s five-forces model, depicted in Figure 3.4 is a powerful tool for

systematica0lly diagnosing the principal competitive pressures in a market
and assessing how strong and important each one is. Not only is it the most
widely used technique of competition analysis, but it is also relatively easy to
understand and apply.

Figure 3.4 The five forces Model of Companies: A Key analytical Tool for
Diagnosing the Competitive Environment.

Regardless of the industry several common factors seem to influence the

tempo of cross company competition.

1. Rivalry intensifies as the number of competitor’s increases and

competitors become more equal in size and capability.
2. Rivalry is usually stronger when demand for the product is growing slowly.
3. Rivalry is more intense when industry conditions tempt competitors to use
price cuts or other competitive weapons to boost unit volume.
4. Rivalry is stronger when customer’s costs to switch brands are low.
5. Rivalry is stronger when one or more competitors are dissatisfied with
their market position and lunch moves to bolster their standing at the
expense of rivals.
6. Rivalry increases in proportion to the size of the payoff from ma
successful strategic move.
7. Rivalry tends to be more vigorous when it costs more to get out of a
business than to stay in and compete.

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8. Rivalry becomes more volatile and unpredictable the more divers’
competitors are in terms of their visions, strategic intents, objects, strategies,
resources and countries of origin.
9. Rivalry increases when strong companies outside the industry acquire
weak firms in the industry and launch aggressive, well-funded moves to
transform their newly acquired competitors into major market.

The potential Entry of New Competitors. New entrants to a market bring

new production capacity, the desire to establish a secure place in the market,
and some times substantial resources with which to compete. There are
several types of entry barriers.

 Economies of Scale -
 Cost and resource disadvantages independent of size
 Learning and experience curve effects
 Inability to match the technology and specialized know-how of firms
already in the industry -
 Brand performances and customer loyalty
 Capital requirements -
 Access to distribution channels -
 Regulatory policies -
 Tariffs and international trade restrictions –

Whether an industry’s entry barriers ought to be considered high or low

depends on the resources and competencies by the pool of potential
entrants.

In evaluating the potential of entry, management must look at (l) ho

formidable the entry barriers are for each type of potential - start-up
enterprises, candidate companies in other industries, and current industry
participants looking to expand their market reach - and (2) how attractive the
profit prospects are for new entrants. High profits act as a magnet to firms

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outside the industry, motivating potential entrants to commit the resources
needed to hurdle entry barriers.
Competitive pressures from substitute products. Firms in one industry
are quite often in close competition with firms in another industry because
their respective products are good substitutes. The producers of eyeglasses
compete with the markers of contact lenses and with eye specialists who
perform laser to correct vision problems.
Competitive Pressures Stemming from Supplier Bargaining Power
Competitive Pressures stemming from buyer Bargaining Power

 If buyers costs of switching brands or substitutes are relatively low-

 If the number of buyers or if a customer is particularly important to a
seller
 If buyers are well-informed about sellers’ products, prices and costs - If
buyers pose a threat of integrating into the business of sellers-
 If buyers have discretion in whether and when they purchase the
product

Strategic Implications of the Five Competitive Forces

The special contribution of the five-force model is the thoroughness with
which it exposes what competition is like in a given market - the strength of
each of the five competitive forces, the nature of the competitive pressures
comprising each force, and the overall structure of competition. As a rule, the
stronger the collective impact of competitive forces, the lower the combined
profitability of participant firms.
3.0 WHAT IS CAUSING THE INDUSTRY’S COMPETITIVE
STRUCTURE AND BUSINESS ENVIRONMENT TO CHANGE?

The concept of Driving Forces

The most Common Driving Forces. Many events can affect an industry
powerfully enough to qualify as driving forces. Some are unique and specific
to a particular industry situation, but most drivers of change fall into one of
the following categories:
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 The Internet and the new e-commerce opportunities and threats it
breeds in the industry -
 Increasing globalization of the industry
 Changes in the long-term industry growth rate
 Changes in who buys the product and how they use it-
 Product innovation -
 Technological change -
 Marketing innovation -
 Entry or exit of major firms -
 Diffusion of technical know-how across more companies and more
countries -
 Changes in cost and efficiency -
 Growing buyer preferences for differentiated products of a commodity
product (or for a more standardized product instead of strongly
differentiated products) -
 Regulatory influences and government policy changes -
 Change societal concerns, attitudes, and lifestyles -
 Reductions in uncertainty and business risk -

The Link between Driving Forces and Strategy: Sound analysis of an

industry’s driving forces is a prerequisite to sound strategy making. Without
keen awareness of what external factors will produce the biggest potential
changes in the company’s business over the next one to three years,
managers are ill prepared to craft a strategy tightly matched to emerging
conditions.
Environmental Scanning Techniques.
Environmental scanning involves studying and interpreting the sweep of
social, political, economic. ecological, and technological in an effort to spot
budding trends and conditions that could become driving forces.

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Environmental scanning involves time frames well beyond the next one to
three years.
The purpose of environmental scanning is to raise the consciousness of
managers about potential developments that could have an important impact
on industry conditions and pose new opportunities of threats.

Companies that undertake formal environmental scanning on a fairly

continuous and comprehensive level include General, AT&T, Coca-Cola,
Ford, General, Dupont and Shell Oil.

4. WHICH COMPANIES ARE IN THE STRONGEST/WEAKEST POSITION?

Using Strategic Group Maps to assess Competitive Positions of Rival

Firms
A strategic group consists of those rival firms with similar competitive
approaches and positions in the market.

The procedure for constructing a strategic group map and deciding which
firms belong in which strategic group is straightforward:

 Identify the competitive characteristics that differentiate firms in the

industry – typical variables are price/quality range (high, medium, low):
geographic coverage (local, regional, global); degree of vertical
integration (none, partial, full); product-line breadth (wide, narrow); use
of distribution channels (one, some, all); and degree of service offered
(no-frills, limited, full).
 Plot the firms on a two-variable map using pairs of these differentiating
characteristics.
 Assign firms that fall in about the same strategy space to the same
strategic group.
 Draw circles around each strategic, making the circles proportional to
the size of the group’s respective share of total industry sakes
revenues.

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What Can Be Learned from Strategic Group Maps?
One thing to look for is whether industry driving forces and competitive
pressures favor some strategic groups and hurt others. Firms in adversely
affected strategic groups may try to shift to a more favorably group; how hard
such a move proves to be depends on whether entry barriers for the target
strategic group are high or low. Attempts by rival firms to enter a new
strategic group nearly always increase competitive pressures.
Strategic Group Map of Competitors on the Video Game Industry
3.0 WHAT STRATEGIC MOVES ARE RIVALS LIKELY TO MAKE
NEXT?
Unless a company pays attention to what competitors are doing, it ends up
flying blind into competitive battle. A company can’t expect to outmaneuver
its rivals without monitoring their actions understanding their strategies, and
anticipating what moves they are likely to make next.

Monitoring Competitors’ Strategies

Good sources for such information include the company’s annual report and
10-K filings, recent speeches by its managers, the reports of securities
analysts, articles in the business media, company press releases,
information on the company’s Web site and other Web sites, it exhibits at
international trade shows and conversations with a rivals’ suppliers, and
former employees.

Evaluating Who the Industry’s Major Players Are Going to Be

Predicting Competitors’ Next Moves
6.0 WHAT ARE THE KEY FACTORS FOR COMPETITIVE SUCCESS?
Table 3.4 Common Types of Key Success Factors

Technology-related KSFs

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 Scientific research expertise (important in such field as
pharmaceuticals, high-speed Internet access, mobile communications
space exploration and other high-tech industries.
 Technical capability to make innovative improvements in production
processes.
 Product innovation capability
 Expertise in a given technology
 Capability to use the Internet for all kinds of e-commerce activities
Manufacturing-related KSFs
 Low-cost production efficiency (achieve scale economics, capture
experience curve effects)
 Quality of manufacture (fewer defects, less need for repairs)
 High utilization of fixed assets (important in capital-invective/high-fixed-
cost industries) low-*cost plant locations
 Access to adequate supplies of skilled labor
 High labor productivity (important for items with high labor content)
 Low-cost product design and engineering (reduces manufacturing
costs)
 Ability to manufacture or assemble products that are customized to
buyer specifications
Distribution-related KSFs

 A strong network of wholesale distributors/dealers (or electronic

distribution capability via the Internet)
 Gaining ample space on retailer shelves
 Having company-owned retail outlets
 Low distribution costs
 Accurate filling of customer orders
 Short delivery times
Marketing- related KSFs

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 Fast, accurate technical assistance
 Courteous customers service
 Accurate filling of buyer orders (few back orders or mistakes)
 Breadth of product line and product selection
 Merchandising skills
 Attractive styling or packaging
 Customer guarantee and warranties (important in mail-order and online
retailing, big-ticket purchases, new product introductions)
 Clever advertising

Skill- related KSFs

 Superior workforce talent (important in professional services like

accounting and investment baking)
 Quality control know-how
 Design expertise (important in fashion and apparel industries and often
one of the keys to low-cost manufacture)
 Expertise in a particular technology
 An ability to develop innovative products and product improvements
 An ability to get newly conceived products past the R&D phase and out
into the market very quickly
Organizational capability
 Superior information systems (important in airline travel, car rental,
credit card, and lodging industries)
 Ability to respond quickly to shifting market conditions (streamlined
decision making, short lead times to bring new products to market.
 Superior ability to employ the internet and other aspects of electronic
commerce to conduct business
 Managerial experience
Other type of KSFs
 Favorable image or reputation with buyers

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  Overall low cost (not just in manufacturing)
 Convenient locations (important in many retailing businesses)
 Pleasant, courteous employees in all customer contact positions
 Access to financial capital (important in newly emerging industries with
high degrees of business risk and in capital-industries)
 Patent protection
Key success factor vary from industry to industry and even from time to time
within the same industry as driving forces and competitive conditions change.
7: IS THE INDUSTRY ATTRACTIVE AND WHAT ARE ITS PROSPECTS
FOR ABOVE-AVERAGE PROFITABLITY?

The important factors on which to base such conclusion include:

 The industry’s growth potential.

 Whether competition currently adequate profitability and whether
competitive forces will become stronger or weaker.
 Whether industry profitability will be favorably or unfavorably affected
by the prevailing driving forces.
 The company’s competitive in the industry and whether its position is
likely to grow stronger or weaker.
 The company’s potential to capitalize on the vulnerabilities of weaker
rivals (perhaps converting an unattractive industry situation into a
potentially rewarding company opportunity).
 Whether the company is able to defend against or counteract the
factors that make the industry unattractive.
 To degrees of risk and uncertainty in the industry’s future.
Table 3.5 Sample From for an Industry and Competitive Analysis
Summary

1. Dominant Economic 4. Competitive position of Major

Characteristics of the Industry Companies/Groups
Environment (market size and growth  Those that are favorably
rate, geographic scope, number and positioned, and why
sizes of buyers and sellers, pace of

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technological change and innovation,  Those that are unfavorably
scale economics, experience curve positioned, and why
effects, capital requirements, and so
on)
2. Competition Analysis 5. Competitor Analysis
 Rivalry among competing  Strategic approaches/predicted
sellers (a strong, moderate, moves of key competitors
or weak force; weapons that  Whom to watch, and why
rivals are relying upon in 6. Industry Key success Factors
their efforts to out compete 7. Industry Prospects and Overall
one another) Attractiveness
 Threat of potential entry (a
strong, moderate, or weak  Factors making the industry
force and why) attractive
 Factors making the industry
 Competition from substitutes unattractive
(a strong, moderate, or weak
force and why)  Special industry issues/problems
Profit outlook (favorable/ unfavorable)
 Power of suppliers (a strong,
moderate, or weak force and
why)
3. Driving Forces

1: HOW WELL IS THE PRESENT STRATEGY WORKING?

In evaluating how well a company’s present strategy is working, a manager
has to start with what the strategy is?
The best empirical indicators are Whether the firm’s sales are growing faster,
slower, or about the same pace as the market as a whole thus resulting in a
rising, eroding, or stable market share.
 Whether the company is acquiring new customers at an attractive rate
as well as retaining exiting customers.
 Whether the firm’s profit margins are increasing or decreasing and
how well its margins compare to rival firms’ margins.
 Trends in the firm’s net profits, return on investment, and economic
value added, and how these compare to the trends for other companies
in the industry.

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  Whether the company’s overall financial strength and credit rating are
improving of on the decline.
 Whether the company can demonstrate continuous improvement in
such internal performance measures as unit cost, defect rate, scrap
rate, employee motivation and moral, number of stock outs and
customer back orders, fewer days of inventory, and so on.
 How shareholders view the company based on trends in the company’s
stock price and shareholder value (relative to the market value added
of other companies in the industry0.
 The firm’s image and reputation with its customers.
 Whether the company is regarded as a leader in technology, product
innovation, e-commerce, product quality, short times from order to
delivery, having the best prices, getting newly developed products to
market quickly, or other relevant factors on which buyers base their
choice of brands.
2: WHAT ARE THE COMPANY’S RESOURCE STRENGTHS AND
WAKNESSES AND ITS EXTERNAL OPPORTUNITIES AND THEREATS?

Identifying Company Strengths And Resource Capabilities

A strength is something a company is good at doing or a characteristic that

gives it enhanced competitiveness. A strength can take any of several forms:
 A skill or important expertise low cost manufacturing capabilities,
strong e-commerce expertise, technological know-how
 Valuable physical assets - state-of-the-art plants and equipment,
attractive real estate locations, worldwide distribution facilities
 Valuable human assets - an experienced and capable workforce,
talented employees in key areas motivated and energetic
 Learning embedded in the organization and built up over time.
 Valuable organizational assets Valuable intangible assets - brand-name
image, company reputation, buyer good-will, or a motivated and
energized workforce.

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  Competitive capabilities
 An achievement of attribute that puts the company is a position of
market advantage - low overall costs, market share leadership, a
superior product a wide product selection
 Alliances or cooperative ventures - fruitful collaborative partnerships
with suppliers and marketing allies that enhance the company’s own
competitiveness.
Identifying Company Competencies and Capabilities
Examples of competencies include skills in merchandising and product display,
the ability to create attractive and easy-to-use Web sites, expertise in a specific
technology, proven ability to select good locations for retails outlets, skills in
working with customers on new applications and uses of the product, and
expertise in just-in-time inventory management practices. Company
competencies are normally bundles of skills, know-how, resources, and
technologies-as opposed to a single discrete skill or re source or technology.

Table 4.1 SWOT Analysis- What to look for in sizing up a Company’s

strengths, Weaknesses, Opportunities, and Threats.

Potential Resource Strengths and Potential Resource Weaknesses

Competitive Capacities.
* A powerful strategy supported by
competitively valuable skills and
expertise in key area./
* A strong financial condition; ample
financial resource to grow the
business.
* Strong brand name
image/company reputation
* A widely recognized market leader
and an attractive customer base.
and Competitive Deficiencies.
* No clear strategic direction
* Obsolete facilities
* A week balance sheet; burdened
with too much debt
* Higher overall unit costs relative to
key competitors

* Ability to take advantage of * Missing some key skills or

economies of scale and/or competencies/lack of
learning and experience curve management depth/a deficiency of
effects. intellectual capital relative to
leading rivals.
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* Priority technology/superior * Subpar profitability because
technological skills/important
patents.
* Superior intellectual capital * plagued with internal operating
relative to key rivals cost problems
advantages.
* Strong advertising and promotion * Falling behind revels in putting e-
commerce capabilities and
strategies in place.
* Product innovation skills * Too narrow a product line relative
to rivals.
* Proven skills in improving * Weak brand image or reputation
production
* Sophisticated use of e-commerce * Weaker dealer network than key
technologies process. rivals and/or of adequate global
distribution capabilities.
* Superior skills in supply chain * Subpar e-commerce system and
management. capabilities relative to rivals
* A reputation for good customer * Short on financial resource s to
service fund promising strategic initiatives
* Better product quality relative to * Lots of underutilized plant
rivals capacity.
* Wide geographic coverage and/or * Behind on product quality and/or
strong global distribution capability R&D and/or technological
know-how.
* Alliances/joint ventures with other * Not attracting new customers as
firms that provide access to rapidly as rivals due to ho-
valuable technology, hum product attribute
competencies and or attractive
geographic.

Potential Company Opportunities Potential External Treats to Company’s

Well-Being
* Serving additional customer * Likely entry of potent new
groups or expanding into competitors
geographic markets or products
segments
* Expanding the company’s product * Loss of sales to substitute
line to meet a broader of customer products
needs.

* Utilizing existing company skills or * Mounting competition from new

technological know-how to enter internet start-up companies
new business pursuing e-commerce strategies.
* Using the Internet and e- * Increasing intensity of competition
commerce technology to among industry.
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 dramatically cut costs and/or to
pursue new sales growth
opportunities
* Integrating forwards of backward * Technology changes or product
innovations that undermine
demand for the firm’s product.
* Falling trade barriers in attractive * Slowdowns in market growth
foreign markets
* Opening to take market share * Adverse shifts in foreign exchange
away from rivals rates and trade policies of foreign
governments.
* Ability to grow rapidly because of * Costly new regulatory
sharply rising demand in one or requirements
more market segments
* Acquisition of rival firms or * Growing bargaining power of
companies with attractive customers or suppliers
technological expertise.
* Alliances or joint ventures that * A shift in buyer need and tastes
expand the firm’s market coverage away form the industry’s product.
or boost its competitive capability
* Openings to exploit emerging new * Adverse demographic changes
technologies that threaten to curtail demand for
the firm’s product
* Market openings to extend the * Vulnerability to industry driving
company’s brand name or forces.
reputation to new geographic
areas

Distinctive Competitively Superior Company Resource A distinctive

competence is something a company does well in comparison to its
competitors. What a company does best internally doesn’t translate into a
distinctive competence unless the company performs that activity better rivals
and thus enjoys competitive superiority

The distinctive competencies of Toyota and Honda in low-cost, high-quality

manufacturing and in short design-to-market cycles for new models have
proved to be considerable competitive advantages in the global market for
motor vehicles. Intel’s distinctive competence in rapidly developing new
generations of ever more powerful semiconductor chips for personal computers

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has helped give the company a dominating presence in the personal computer
industry.
For a particular company resource to qualify as the basis for sustainable
competitive advantage, it must pass four test of competitive value:

 Is the resource hard to copy ? A fantastic real state location, patent

protection are resources difficult to imitate - because they must be built
other time in ways that are difficult to imitate. Likewise a brand name,
mastery of a technology etc.
 How long does the resource last? the investments that commercial
banks have made in branch office is a depreciating asset because of
growing use of direct deposits. ATM’s and telephone and Internet
banking options.
 Is the resource competitively superior? Who can really say whether
Coca-Cola’s consumer marketing skills are better than Pepsi-Cola’s or
whether Mercedes-Benz’s brand name is more powerful than BMW’s or
Lexus’s?
 Can the resource be trumped by the different resources/capabilities of
rivals? Many commercial Airlines American Airlines, Delta Airlines,
United Airlines, Singapore Airlines) have succeeded because of their
resources and capabilities in offering safe, convenient, reliable air
transportation services and in providing as array of amenities to
passengers.

3: ARE THE COMPANY’S PRICES AND COSTS COMPRTITIVE?

 Differences in the prices paid for raw materials, components parts,
energy and other items purchased from suppliers.
 Differences in basic technology and the age of plants and equipment.
 Differences in marketing costs, sales and promotion expenditures,
advertising expenses, warehouse distribution costs, and administrative
costs.

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  Differences in inbound transportation costs on purchased items and
outbound shipping costs on good sold.
 Differences in forward channel distribution costs
 Differences in rival firm’s exposure to the effects of inflation, changes in
foreign exchange rates, and tax rates
Strategic Cost Analysis and Value Chains
The concept of a company value Chain. The primary analytical tool of
strategic cost analysis is a value chain identifying the separate activities,
functions, and businesses that are performed in designing, producing,
marketing, delivering, and supporting a product or service.
A company’s value chain shows the linked set of activities and functions it
performs internally (see figure 4.2)
Figure 4.2 Representative Company Value Chain
The Value Chain System for an Entire Industry. Accurately assessing a
company’s competitiveness in end-use markets that company managers
understand the entire value chain system for delivering a product or service to
end users, not just the company’s own value chain. At the very least, this means
considering the value chains of suppliers and forward channel allies (if any) - as
shown in Figure 4.3.
Forward channel value chains are relevant because (1) the costs and margins
of downstream companies are part of the price the end user pays and (2) the
activities

The Value Chain for the Recording and Distributing of Music CDs

The table below presents the representative costs and markups associated with
producing and distributing a music CD that retails for $15.

1. Record company direct production costs: $ 2.40

Artists and repertoire $ 0.75
Pressing of CD and packing 1.65
2. Royalties 0.99

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3. Record company marketing expenses 1.50
4. Record company overhead 1.50
5. Total Record company cost 6.39
6. Record company’s operating profit 1.86
7. Record company’s selling price to distributor/wholesaler 8.25
8. Average wholesale distributor market to over distribution 1.50
activities and profit margins
9. Average wholesale price charged to retailer 9.75
10. Average retail markup wholesale cost 5.25
11. Average price to consumer at retail $ 15.00

Strategic Options for Achieving Cost Competitiveness

Attacking the High Costs of Items Purchased from Suppliers through:

 Negotiate more favorable price with suppliers.

 Work with suppliers on the design and specifications.
 Switch to lower-priced substitute inputs.
 Collaborate closely with suppliers to identify mutual cost-saving
opportunities.
 Integrate backward
 Try to make up the difference by cutting costs elsewhere in the chain-
usually a last resort.

Attacking Cost Disadvantages in the Forward Portion of the Industry Value

Chain

 Pushing distributors and other forward channel allies to reduce their

markups.
 Working closely with forward channel allies
 hanging to a more economical distribution strategy

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  Trying to make up the difference by cutting costs earlier in the cost
chain - usually a last resort.

Attacking the High Costs of internally performed Activities. When the

source of a firm’s disadvantage is internal, managers can use any of the
following eight strategic approaches to restore cost parity:26

1. Implement the use of best practices throughout the company,

particularly for high-cost activities.
2. Try to eliminate some cost - producing activities altogether by
revamping the value chain.
3. Relocate high cost activities (such as R& or manufacturing) to
geographic area as where they can be performed ore cheaply.
4. Search, out activities that can be outsourced from vendors or
performed by contractors more cheaply than trey can be done
internally.
5. Invest in productivity - changing, cost-saving technological
improvement (Robotics. Flexible manufacturing technique, and state-
of-the art electronic networking).
6. Innovate around the troublesome cost components

FedEx has linked and integrated the performance of its aircraft fleet, truck
fleet, support systems, and personnel so tightly and smoothly across the
company’s differ4ent value chain activities that it has created the capability to
provide customers with guaranteed overnight delivery services. McDonalds’s
can turn out identical-quality fast-food items at some 25,000- plus outlets
around the world-an impressive demonstration of its capability to replicate its
operating systems at many locations via an omnibus manual of detailed rules
and procedures for each activity and intensive training of franchise operators
and outlet managers.

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4: HOW STRONG IS THE COMPANY’S COMPETITIVE POSITION?

Table 4.3 The Signs of strength and weakness in a company’s

Competitive Position

Signs of Strength Signs of Weaknesses

 Important resource strengths,  Confronted with competitive
core competencies and disadvantages
competitive capabilities
 A distinctive competence in a  Losing ground to rival firms
competitively important value with stronger positions in
chain activity global and/or e-commerce
markets
 Strong market share (or a  Eroding market share and
leading market share) below-average growth in
revenues
 a pacesetting or distinctive  Short on financial resources
strategy that is hard for rivals to pursue new opportunities
to copy or match
 Ahead of rivals in expanding  Weaker brand-name
into global markets and/or recognition that rivals and/or
building an e-commerce a slipping reputation with
presence customers.
 A better-known brand-name  Trailing in product
and reputation than rivals development and product
innovation capability
 In a cavalry situated strategic  In a strategic group
group destined to lose group
 Well-positioned in attractive  Weak in areas where is the
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 market segments most market potential-
foreign markets e-
commerce
 Strongly differentiated  A high-cost producer
products
 Cost advantages  Too small to be a major
factor in the marketplace
 Above-average profit margins  Not in good position to deal
with emerging threats
 Above-average technological  Subpar product quality
and innovational capability
 A creative, entrepreneurial  Lacking skills, resources
alert management and competitive capabilities
in key areas
 Ample financial resources  Weaker distribution
capability than rivals

QUESTION 5: WHAT STRATEGIC ISSUES DOES THE COMPANY FACE?

Question that can help pinpoint the right strategic issues to address include
following:

 Is the present strategy adequate for protecting and improving the

company’s market position in light to the five competitive forces -
particularly those that are expected to identify in strength?
 Is the company vulnerable to the competitive efforts of one or more
rivals?
 Should the present strategy be adjusted to better respond to the driving
forces at work in the industry?
 Is the present strategy closely matched to the industry’s future key
success factors?

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  Does the present strategy adequately capitalize on the company’s
resource strengths and capabilities?
 Which of the company’s opportunities merit top priority? Which
should be given low priority? Which are best suited to the company’s
resource strengths and capabilities?
 How important is it for the company need to correct its resource
weaknesses? Are there things the company can do to lessen the
impact of external threats?
 Does the company have competitive advantage, or must it work to
offset competitive disadvantage?
 Where are the strong spots and weak spots in the present strategy?

Table 4.5 provides a format for doing company situation analysis. It

incorporates the concepts and analytical techniques discussed in this chapter
and provide a way of reporting the results of company situation analysis in the
systematic, concise manner.
Table 4.5 Company Situation Analysis
1. Strategic
performance
indicators
1997 1998 1999 2000 2001
Market share
Sales growth
Net profit margin
Return on equity
investment
Others (Specify)

2. Internal resource strengths and competitive capabilities:

Internal weaknesses and resource deficiencies:

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External opportunities:

External threats to the company’s well-being:

3. Competitive strength assessment

rating scale: 1 = very weak, 10 = very strong

Key Success Factor/Strength Firm A

Measure
Quality/Product performance
Reputation/image
Manufacturing capability
Technological skills
Dealer network/distribution capability
New product innovative capability
Financial resources
Relative cost position
Customer service capabilities

4. Conclusions concentrating competitive position:

(Improving/slipping? Competitive advantages/disadvantages?)

5. Major strategic issues the company must address:

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