Beruflich Dokumente
Kultur Dokumente
McGraw-Hill/Irwin
Copyright ®2012 The McGraw-Hill Companies, Inc.
1. Understand what distinguishes each of the five generic
strategies and why some of these strategies work better
in certain kinds of industry and competitive conditions
than in others.
2. Gain command of the major avenues for achieving a
competitive advantage based on lower costs.
3. Learn the major avenues to a competitive advantage
based on differentiating a company’s product or service
offering from the offerings of rivals.
4. Recognize the attributes of a best-cost provider strategy
and the way in which some firms use a hybrid strategy to
go about building a competitive advantage and delivering
superior value to customers.
5–2
Why Do Strategies Differ?
5–3
THE FIVE GENERIC COMPETITIVE
STRATEGIES
5–4
5.1 The Five Generic Competitive Strategies: Each Stakes Out
a Different Market Position
5–5
LOW-COST PROVIDER STRATEGIES
5–6
Major Avenues for Achieving a Cost Advantage
♦ Low-Cost Advantage
● A firm’s cumulative costs for its overall value chain
must be lower than its rival’s cumulative costs.
♦ How to Gain a Low-cost Advantage:
● Do a better job than rivals of performing value chain
activities more cost-effectively.
● Revamp the firm’s overall value chain to eliminate or
bypass cost-producing activities.
5–7
Cost-Efficient Management of Value Chain Activities
♦ Cost Driver
● Is a factor with a strong influence on a firm’s costs.
● Can be asset- or activity-based.
5–8
5.2 Cost Drivers: The Keys to Driving Down Company Costs
5–9
Revamping the Value Chain System to Lower Costs
5–10
When a Low-Cost Provider Strategy Works Best
5–11
Pitfalls of a Low-Cost Provider Strategy
5–12
BROAD DIFFERENTIATION STRATEGIES
♦ Advantages of Differentiation:
● Premium prices for products
● Increased unit sales
● Brand loyalty
5–13
Cost-Efficient Management of Value Chain Activities
5–14
5.3 Uniqueness Drivers: The Keys to Creating
a Differentiation Advantage
5–15
Revamping the Value Chain System
to Increase Differentiation
5–16
When a Differentiation Strategy Works Best
Market Circumstances
Favoring Differentiation
5–17
Pitfalls of a Differentiation Strategy
5–18
FOCUSED (OR MARKET NICHE)
STRATEGIES
Focused Strategy
Approaches
Focused Focused
Low-Cost Market Niche
Strategy Strategy
5–19
When a Focused Low-Cost or Focused
Differentiation Strategy Is Attractive
♦ The target market niche is big enough to be profitable
and offers good growth potential.
♦ Industry leaders do not see that having a presence in
the niche is crucial to their own success.
♦ It is costly or difficult for multisegment competitors to
meet the needs of target market niche buyers.
♦ The industry has many different niches and segments.
♦ Rivals have little or no interest in the target segment.
♦ The focuser has a reservoir of buyer goodwill and
long-term loyalty.
5–20
The Risks of a Focused Low-Cost or
Focused Differentiation Strategy
5–21
BEST-COST PROVIDER STRATEGIES
Best-Cost Provider
Hybrid Approach
Value-Conscious Buyer
5–22
Market Characteristics Favoring
a Best-Cost Provider Strategy
5–23
The Big Risk of a Best-Cost Provider Strategy—
Getting Squeezed on Both Sides
Best-Cost
Low-Cost High-End
Provider
Providers Differentiators
Strategy
5–24
Follow-up
5–25
THE CONTRASTING FEATURES OF THE
FIVE GENERIC COMPETITIVE STRATEGIES:
A SUMMARY
5–26
5.1 Distinguishing Features of the Five Generic Competitive Strategies
5–27
5.1 Distinguishing Features of the Generic Competitive Strategies (cont’d)
5–28
5.1 Distinguishing Features of the Generic Competitive Strategies (cont’d)
5–29
Successful Competitive Strategies
Are Resource-Based
♦ A firm’s competitive strategy is unlikely to
succeed unless it is predicated on leveraging
a competitively valuable collection of
resources and capabilities that match the
strategy.
♦ Sustaining a firm’s competitive advantage
depends on its resources, capabilities, and
competences that are difficult for rivals to
duplicate and have no good substitutes.
5–30