1. Low-cost provider strategy 2. Broad Differentiation strategy 3. Best-cost provider strategy 4. A focused (or market niche) strategy based on lower cost 5. A focused (or market niche) strategy based on differentiation Low-cost provider strategies • A company achieves low-cost leadership when it becomes the industry's lowest-cost provider. e.g. Nano • It is lower-cost than rivals but not necessarily absolute lowest cost. E.g. Maruti 800 is low cost car but not lower than Nano • The product should include features and services that buyers consider essential. • A product offerings that is too frill-free sabotages that attractiveness of the company's product and can turn buyers off even if it is cheaper than competing products. • The low-cost has to be achieved in a way that would be difficult for the competitors to copy for the low-cost advantage to yield valuable edge in the marketplace. There are two options for translating a low-cost advantage into attractive profit performance: 1. Use the lower-cost edge to under price competitors and attract price-sensitive buyers in great numbers to increase total profits. – Here the company has to keep the size of the price cut smaller than the size of the firm's cost advantage (bigger profit margin per unit) or generate enough added volumes to increase total profits despite thinner margins. 1. Maintain the present price, be content with the present market share, and use low-cost edge to earn a higher profit margin on each unit sold. Avenues for achieving cost advantage • To achieve a cost advantage, a company must make sure that its cumulative costs across its overall value chain are lower than competitors' cumulative costs. • The two ways to accomplish this are: 1. Out manage rivals in the efficiency with which value chain activities are performed and in controlling the factors that drive the costs of value chain activities. 2. Revamp the firm's overall value chain to eliminate some cost-producing activities. Controlling the cost drivers 1. Economics or diseconomies of scale – Economics of scale arise when activities can be performed more cheaply at larger volumes than smaller volumes and from ability to spread out certain costs like R&D and advertising over a greater sale volume. e.g. in manufacturing it is achieved by simplifying the product line, scheduling longer production runs for fewer models and using common parts and components in different models. 1. Learning curve effects – It is the effect when the cost of performing an activity declines over time as the experience of the company personnel builds. E.g. Tata’s building Nano versus Bajaj building their low cost car – It can stem from debugging and mastering newly introduce technologies, finding ways to improve plant layout and work flows, making product design modifications that streamline the assembly process. – It is important to keep the learning proprietary to whatever possible extent. 3. The cost of key resource inputs – How well a company manages the costs of acquiring key resource inputs is often a big driver of costs. The input costs are affected by four factors 1. Union versus nonunion labor • Union labor increases cost of production as more facilities are demanded and there are lot of resistance to increasing productivity. e.g. low productivity rate in public sectors 1. Bargaining power vis-a-vis suppliers • Purchasing in large numbers helps in bring down the cost. e.g. Wal- Mart 1. Location variables • Location costs like tax, transport, shipping, wage tax, energy costs play a major role in input costs. e.g. manufacturing in tax beneficial states like Himachal Pradesh 1. Supply chain management expertise • Partnerships with suppliers, e-procurement lower the cost of supply logistics. 4. Links with other activities in the company or industry value chain – When the cost of one activity is affected by how other activities are performed, costs can be reduced by ensuring that the linked activities are performed in a cooperative and coordinated fashion. e.g. inventory cost can be brought down by coordination with suppliers for design of parts, quality of manufacturing and just-in-time supply. 5. Sharing opportunities with other organizational or business units within the enterprise – e.g. sharing common resources like sales force, warehouse, billing system, distribution facilities, etc. can create significant cost savings. 6. The benefits of vertical integration versus outsourcing – Vertical integration ( expanding backwards into source of supply, forward towards the user, or both) helps when buyers or suppliers have bargaining powers. – In majority of the cases outsourcing is always helpful as it brings expertise and economics of scale. – e.g. Reliance used backward integration effectively 7. First-mover advantages and disadvantages – The first mover has the advantage of establishing a brand name at very low cost. e.g. Google, eBay, Bislere – Competitors have to spend considerable money to compete against these first mover brands. – When technology is fast developing the later entrants have the advantage of using better technology at a lower price. e.g. Cost and technology of using internet connection in the early days of software revolution was very high – Companies that follow product development often study the existing products and avoid mistakes made by the first mover products 8. The percentage of capacity utilization – Capacity utilization for activities with substantial fixed cost. e.g. manufacturing set-up – It helps in lowering the fixed costs per unit. – It is important for capital intensive businesses. – Operating close to full capacity for most of the time is an important source of cost advantage. 9. Strategic choices and operating decisions – The following managerial decisions impact the cost 1. Adding/cutting the services provided to buyers e.g. ATM 2. Incorporating more/fewer performance and quality features into the product. E.g., Lexus 3. Increasing/decreasing the number of different channels utilized in distributing the firm's product 4. Lengthening/shortening delivery times to customers e.g. Domino's 5. Putting more/less emphasis than rivals on the use of incentive compensation, wage increases and fringe benefits to motivate employees and boost worker productivity. 6. Raising/lowering the specifications for purchased materials Revamping the value chain • The primary way companies achieve a cost advantage is by reconfiguring their value chain include: 1. Making greater use of internet technology applications – Internet is a powerful and pervasive tool for reengineering company and industry value chains. – e.g. in supply chain management, collaboration in new product development, purchasing, just -in-time deliveries, cost-effective customer manufacturing, "back office" data management processes can be handled fast, accurately and with less paperwork and few personnel – Using the direct-to-end-user sales and marketing approaches e.g. Dell – Costs of the wholesale/retail portions of the value chain frequently represent 35- 50 percent of the price end consumers pay. – e.g. direct downloading of software eliminates the cost of burning CDs, packaging and shipping thus increasing the profit margin of manufacturers and reducing the final price paid by the consumers; increased online sales of tickets have helped airline to eliminate the commission paid to the agents 2. Simplifying the product design – Using computer assisted design techniques, reducing the number of parts, standardizing parts and components across models and styles and shifting to an easy-to-manufacture product design can all simplify the value chain 3. Stripping away the extras – Offering only basic products or services can help a company cut costs associated with multiple features and options. e.g. low cost airlines like Go 4. Shifting to simpler, less capital-intensive or more streamlined or flexible technological process – These help in efficiency and product customization 5. Bypassing the use of high-cost raw materials or component parts – With better design 6. Relocating facilities – Moving plants closer to suppliers, customers, or both can help curtail inbound and outbound logistics costs 7. Dropping the "something for everyone" approach – Pruning slow-selling items and concentrating on needs of most buyers rather than all buyers helps in elimination of costs associated with numerous product versions. The keys to success in achieving low-cost leadership 1. The managers must scrutinize each cost-creating activity and determine what drives its cost. 2. They need to exhaustively pursue cost savings throughout the value chain. 3. Non-essential work steps and low-cost activities must be eliminated. 4. Cost-conscious corporate cultures involving employees in cost improvement efforts must be built. 5. Administrative costs must to kept to minimum. 6. Benchmarking against the best-in-the-class companies. 7. Investment in resources and capabilities that drive down costs. e.g. Wal-Mart When a low-cost provider strategy works best 1. Price competition among rival sellers is especially vigorous. e.g. FMCG companies 2. The products of rival sellers are essentially identical and supplies are readily available from any of several eager sellers. 3. There are few ways to achieve product differentiation that have value to buyers. 4. Most buyers use the product in the same ways 5. Buyers incur low costs in switching their purchases from one seller to another. E.g. FMCG products 6. Buyers are large and have significant power to bargain down prices 7. Industry newcomers use introductory low prices to attract buyers and build a customer base Pitfalls of a low-cost provider strategy 1. Getting carried away with overly aggressive cost cutting and ending up with lower, rather than higher profitability. 2. Not emphasizing avenues of cost advantage that can be kept proprietary. or that relegate rivals to playing catch-up. 3. Becoming too fixated on cost reduction. Differentiation strategies • Differentiation strategies are attractive when buyers' needs and preferences are too diverse to be fully satisfied by a standardized product or by sellers with identical capabilities. • A company attempting to succeed through differentiation must study buyers' needs and behavior to learn what buyers consider important, what they think has value and what they are willing to pay for. • Competitive advantage results once a sufficient number of buyers become strongly attached to the differentiated attribute. • Differentiation enhances profitability whenever the extra price the product commands outweighs the added costs for achieving the differentiation . • Differentiation strategy fails when buyers don't value the brand's uniqueness and/or when the differentiation is easily copied by its rivals. Advantages of successful differentiation for a firm 1. It can command a premium price for its product 2. Increase in unit sales due to additional buyers won over by differentiation. 3. Gain buyer loyalty to its brand when buyers are strongly attracted to the differentiating feature. Types of differentiation themes 1. Unique taste. e.g. MTR 2. Multiple features. e.g. Microsoft office 3. Wide selection and one-stop shopping e.g. Big Bazaar 4. Superior service e.g. FedEx 5. Spare part availability e.g. Caterpillar 6. Engineering design and performances e.g. Mercedes 7. Prestige and distinctiveness e.g. Rolex 8. Product reliability e.g. J&J in baby products 9. Quality manufacture e.g. Toyota 10.Technology leadership e.g. 3M in bonding and coating products 11.A full range of services e.g. ICICI bank 12.A complete line of products e.g. Samsung 13.Top-of-the-line image and reputation e.g. Oberoi hotels Where along the value chain to create the differentiating attributes 1. Supply chain activities that affect the performance or quality of the company's end product. e.g. Starbucks has very strict specifications on the coffee beans it purchases. 2. Product R&D activities that aim at – improved product designs and performance features – wider variety – added user safety – enhanced environmental protection. 1. Production R&D and technology-related activities that – permit custom-order manufacture at an efficient cost – make production safer for the environment – improve product quality, reliability and appearance. – e.g. Toyota manufacturing different models of cars from the same assembly line. 4. Manufacturing activities that – reduce product defects – prevent premature product failure – extend product life – allow better warranty coverage – improve economy of use – result in more end-user convenience or enhanced product appearance. – e.g. Japanese manufacturing technology 4. Outbound logistics and distribution activities that – allow for faster delivery – more accurate order filling – lower shipping costs – fewer warehouse and on-the-shelf stoke outs. 6. Marketing, sales and customer service activities that result in – superior technical assistance to buyers – faster maintenance and repair services – more and better product information provided to customers – more and better training materials for end users – better credit terms – quicker order processing – greater customer convenience. Achieving a differentiation based competitive advantage • One approach is to incorporate product attributes and user features that lower the buyer's overall costs of using the company's product. – reduce buyer's raw material waste (providing to-size components) – reduce a buyer's inventory requirements (providing just-in-time deliveries) – increasing maintenance intervals and product reliability thus reducing repair and maintenance cost – use online system to reduce buyer's procurement and order processing costs – providing free technical support • Second approach is to incorporate features that raise product performance – by providing greater reliability, durability, convenience or ease of use • Third option is to incorporate features that enhance buyer satisfaction in noneconomic or intangible ways. – LIC provides a sense of safety – BMW, Rolex provide status, image, prestige, upscale fashion, superior craftsmanship and finer things in life. – giving lifelong guarantees to products • A fourth approach is to differentiate on the basis of capabilities - to deliver value to customers via competitive capabilities that rivals don't have or can't afford to match. – Japanese automakers can bring new models to market faster than others – Indian software companies can provide best quality software at most competitive prices The importance of perceived value • The price premium commanded by a differentiating strategy reflects the value actually delivered and the value perceived. • Actual and perceived value can differ whenever buyers have trouble assessing what their experience with the product will be • Incomplete knowledge on the part of the customers often cause them to judge value based on things like – price (where price connotes quality) – attractive packaging – expensive ad campaigns – ad content and image – quality of brochures and sales representatives – seller's facilities – seller's list of customers – firm's market share – length of time the firm has been in business and professionalism – personality of seller's employees Perceived value may be important as much as actual value when 1. The nature of differentiation is subjective or hard to quantify 2. Buyers are making a first-time purchase 3. Repurchase is infrequent 4. Buyers are unsophisticated Keeping the cost of differentiation in line • Profitable differentiation is possible when – the cost of achieving the differentiation is below the price premium the differentiating attributes can command in the market (thus increasing the profit margin) – offset thinner profit margins with enough added volume to increase total profits. – e.g. FedEx provide tracking system for all orders, free home delivery, providing free parking space at a apartment When a differentiating strategy works best 1. There are many ways to differentiate the product or service and many buyers perceive these differences as having value – e.g. Five star hotels, mobile phone handsets 1. Buyer needs and users are drivers – The more diverse buyer preferences are, the more room firms have to pursue different approaches to differentiate.eg. mobile phone handsets 1. Few rival firms are following similar differentiation approach. – Each of the companies are pursuing their own differentiation path with less overlapping. e.g. Intel and AMD 1. Technological change is fast-paced and competition revolves around rapidly evolving product features – Frequent introductions of next-version products help maintain buyer interest and provide space for companies to pursue separate differentiating paths. e.g. mobile phone handsets The pitfalls of a differentiation strategy 1. No guarantee that differentiation will produce a meaningful competitive advantage. 2. Buyers may see little value in the unique attributes or capabilities of a product. 3. Competitors can copy the differentiating features. 4. It is very time consuming to come up with genuine differentiators which would be difficult to copy. 5. Adding features that do not reduce the buyer's cost or enhance a buyer's well-being, as perceived by the buyer. 6. Over differentiating so that the product quality or service level exceeds buyer's needs. 7. Trying to charge too high a premium. It may give an opportunity for buyers to switch to a lower cost product. 8. Not striving to fill the real gaps in quality or performance or service of the rival firms. Tiny difference between product offerings may not be important for the buyers. Best cost provider strategies • It aims at giving customers more value for the money. • The objective is to deliver superior value to buyers by satisfying their expectations on key quality/feature/performance attributes and beating their expectations on price. • It derives from the ability to incorporate attractive attributes at a low cost than rivals. • To become a best-cost provider a company must have resources and capabilities to achieve good- to-excellent quality, appealing features, match product performance and provide good-to- excellent services - all a lower cost than rivals. • The best-cost provider strikes out a middle path between persuing lower cost advantage and a differentiating advantage and between appealing to the broad market or the niche market. • Best-cost strategy is a hybrid, which does a balancing of strategic emphasis on low cost against a strategic emphasis on differentiation. • The target market is the value conscious buyer. • The competitive advantage of a best-cost provider is lower costs than rivals in incorporating good-to-excellent attributes. • It is very effective in markets where buyer diversity makes differentiation the norm and where many buyers are also sensitive to price and value. • The pricing strategy can be a medium-quality product at a lower price or a high quality product at an average price. Illustration on page 131 about strategy followed by Toyota for Lexus Risk of a best-cost provider strategy • The company using this will get squeezed between companies following low-cost strategy and differentiating strategies. • Low cost companies get customers with low cost and differentiating companies will offer more additional features to attract the customers. • A best-cost provider product must have "significantly" better attributes in order to justify the cost above what the low-cost leaders are charging and should be "significantly" lower-cost with upscale features so that it can outcompete higher end differentiators on the basis of an attractive lower price. Focused (or market niche) strategies • This strategy focuses on a small size of the total market. • The target market, or niche, can be defined by geographic uniqueness, specialized requirements in using the product, or special product attributes that appeal only to relatively small number of buyers. • e.g. eBay (online auctions), L&T Constructions (infrastructure projects), Ayush from HUL (ayurveda), Himalaya (herbal products) Focused low-cost strategy • A focused strategy based on low-cost aims at securing a competitive advantage by serving buyers in the target niche market at a lower cost and price than the rivals. • It is attractive when the company can find the niche market and lower its cost significantly to serve that market. • The strategy to provide lower cost than rivals in the niche market is controlling factors that drive the cost. – e.g. Producers of private label generic items with less product development cost, marketing, distribution and advertisement can offers these products at lower price than branded products. – Manufacturers of clone products like ink cartridges for HP printers without violating patents. Focused differentiation strategy • It focuses on offering feature differentiations which would be perceived by the niche customers as well suited to their own unique tastes and preferences. • This strategy depends on the existence of an buyer segment that is looking for special product attributes and the ability of the company to provide those features. – e.g. Rolex (watches), Rolls Royce - focus of upscale customers looking for best products. – Himalaya (herbal products), Cafe Coffee Day (business ambience) When does a focused strategy become attractive 1. The target niche is big enough to be profitable and offers good growth potential. 2. Industry leaders do not see having a presence in the niche to be crucial to their own success. This prevents having competition from the big players. 3. It is costly or difficult for multisegment players to put capabilities in place to meet the specialized needs of the niche and at the same time satisfy the expectations of their main customers. 4. The industry has many niches and segments, allowing the company to choose a niche matching the capabilities of the company. With multiple niches players can choose their niche without competing with other players. 5. A very few other rivals being interested in the same segment. This prevents overcrowding. 6. The company focused on a niche has the capability to serve the niche the best due to its capabilities and the goodwill it would have generated with the customers. This can act as a barrier for rivals planning to enter this segment. This also makes manufacturers of substitute products think if they should focus on a niche already dominated by another company. The risks of a focused low-cost and of a focused differentiation strategy 1. Competitors will find effective ways of matching the capabilities of the company serving the niche market. E.g. Microsoft offering photo editing feature to compete with Photoshop 2. Shifting of the preferences and needs of the customers over time to those preferred by majority of the buyers. 3. An erosion of the differences between segments thus reducing the entry barriers for companies in other segments to target customers from the company's niche market. 4. The segment may become very attractive thus inviting many competitors and intensifying rivalry and reducing segment profits.
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