Beruflich Dokumente
Kultur Dokumente
Examples are Du Pont, Texas Instrument, Black and Decker, Indigo, Mahindra Tractors, Nirma Quote from Hydraulic Equipment Division of a company We did not set out to develop a machine significantly better than anyone else but we did want to develop one that was truly simple to manufactured and priced , intentionally at a low price
Differentiating the product or service offering of the firm Design or brand image (Mercedes) Technology(Bose in sound system), features (Galaxy 3), customer service (Maruti), dealer network (Hindustan Unilever, ITC) Can be done on more than dimension, if product demands Caterpillar is not only known for dealer network but also for high spare parts availability and durable products
Differentiation
Insulates against competition rivalry by building brand loyalty, this also acts as entry barrier. Safeguards against supplier power because the company enjoys higher margin. Buyers do not have alternatives so not in a position to threaten the company and are less price sensitive. Better protected against substitute as a result of loyal customer
May preclude high market share as a result of exclusivity May be a trade off with cost position as product designing, servicing, research and high quality material may cost more.
Focus
Focusing on a particular buyer group, segment of the product line, or geographic market
Industry wide
Differentiation
Focus
Particular segment only
It implies some limitation over market share achievable Involves a trade off between sales volume and profitability (more vol will erode profitability as the market is limited) Like differentiation strategy, it may or may not involve a trade off with over all cost position.
Intense supervision pf Incentive based on meeting labour. Product designed strict quantitative targets for ease of manufacture
Strong capability in Amenities to attract highly research, reputation for skilled labour, creative quality/ technology people leardeship Unique combination of skills, strong cooperation from channels Subjective measurements and incentive instead of quantitative measures
Examples: Ford in 1920 and Sharp Electronics when they could not face General motor and Sony/ Panasonic
Risk of differentiation
The cost differential between low-cost competitors and the differentiated firm becomes too great for differentiation to hold brand loyalty Imitation narrows perceived differentiation a common occurrence as industries matures
Risk of Focus
The cost differential between broad- range competitors and the focused firm widens to eliminate cost advantage of serving a narrow target or offset the differentiation achieved by focus The differences in products between the strategic target and the market narrows down Competitors find sub markets within the target market and out focus the focuser