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DEFINITION OF STRATEGY
y STRATEGY IS A SET OF PLANS INTENDED TO ACHIEVE A GOAL y STRATEGY COULD BE LONG TERM , MID TERM , OR SHORT TERM DEPENDING ON THE TIME SPAN OF THE PLANNING PERIOD y LONG TERM STRATEGY IS CLOSELY LINKED TO THE ACHIEVEMENT OF ITS VISION INTENT y STRATEGIC PLANNING IS A SYSTEMATIC PROCESS OF ENVISIONING A DESIRED FUTURE AND TRANSLATING THIS VISION INTO BROADLY DEFINED GOALS ALONG WITH ACTION PLANS TO ACHIEVE THE DESIRED GOALS.
REVISED AS NETEDED
1 YR
INCRUST LIFETIME VALUE REPEAT BUY & INCR WALLET SHARE CUST DELIGHT & RETENTION
GAP
DELIVERY
OUTOUND LOGISTICS
TIME TO RE-ORDER
TIME TO DELIVER
TIME TO STOCK
INBOUND LOGISTICS
EMERGING INDUSTRY
LACK OF ESTABLISHED RULES OF THE GAME IN THE INDUSTRY GIVES PLAYERS FREEDOM TO EXPERIMENT WITH DIFFERENT STRATEGIC APPROACHES eg TELECOM SERVICES IN THE RURAL AREA. COMPETITIVE STRATEGIES LINKED TO LOW COST (GODREJ 2K FRIDGE IN RURAL AREAS) OR DIFFERENTIATION (HIGH CLASS MEDICAL SERVICES) . RECOMMENDED STRATEGIES SHOULD BE CRAFTED AROUND THESE AREAS -IMPROVE PRODUCT QUALITY AND DEVELOP ADDITIONAL PERFORMANCE FEATURES eg LONGER MTBF;MORE MILEAGE PER KM FOR 2 AND 4 WHEELERS -ACQUIRING ANOTHER COMPANY TO POOL RESOURCE STRENGTHS eg ACQUISITION BY IBM GLOBAL SERVICES OF PWC IT CONSULTING WING
MATURING INDUSTRIES
PRUNING MARGINAL PRODUCTS AND MODELS BY REDUCING VARIETY , REPACKAGING CERTAIN PRODUCTS BY VALUE ANALYSIS.THIS IS DONE TO MAINTAIN PROFIT MARGINS DESPITE INCREASED COMPETITION IMPROVING VALUE CHAIN EFFICIENCY BY ACHIEVING LEANNESS HENCE LOWER COSTS (XEROX VS CANON WHERE CANON SALES PRICE WAS 60% OF XEROX COST), BETTER QUALITY , AGILITY, AND FLEXIBILITY INCREASING WALLET SHARE OF EXISTING CUSTOMERS THRU GOOD CRM PRACTICES (HOW FAR DO LOYALTY PROGRAMS TAKE YOU?
STRAGNANT/DECLINING INDUSTRIES
STRATEGIC DECISION TO REMAIN OR WITHDRAW eg WITHDRAWAL FROM TEXTILE MFG BY SEVERAL MUMBAI MILLS AND SELLING REAL ESTATE AT BOOMING PRICES FOCUS ON FASTEST GROWING OR SLOWEST DECAYING MARKET SEGMENTS eg DIVERSIFICATION AND CONCENTRATION ON RETAILING OF READY MADE GARMENTS FROM BEING ONLY A COMPOSITE TEXTILE MILL WITH PROCESS HOUSE eg PANTALOON STRESS DIFFERENTIATION BASED ON QUALITY IMPROVEMENT AND PRODUCT INNOVATION BECOME QUALITY CONSCIOUS LOW COST PROVIDER PROVIDE FOR AN EXIT STRATEGY
FRAGMENTED INDUSTRIES
INDUSTRIES POPULATED BY SEVERAL SME AND SUCH INDUSTRIES WITH LARGE SME POPULATION TENDS TO BE FRAGMENTED eg DECORATIVE PAINT SEGMENT IN WHICH THE GREY/SME MARKET IS AROUND 30%. THIS IS DUE TO ECONOMICS OF MFG BY SMES OR PRICE CONSCIOUS BUYERS.LARGE COMPANIES MAY NOT BE ABLE TO MATCH THE PRICE PROFERRED BY SME THOUGH THEIR QUALITY MAY BE SUSPECT COMPARED TO THE BRANDED PLAYERS.REASONS FOR FRAGMENTATION MAY BE DUE TO -1. BUYER REQUIREMENTS ARE SO DIVERSE AND IN HUGE NUMBERS THAT LARGE NUMBER OF FIRMS CAN COEXIST TRYING TO ACCOMMODATE DIFFERENT BUYER TASTES .eg RETAILING OF READY MADE GARMENTS(BRAND,STYLES ,FABRIC,PRICE) -2.LOW ENTRY BARRIERS ALLOW SMALL FIRMS TO ENTER QUICKLY AND CHEAPLY. SALE OF UNBRANDED WEAR IN DEPT STORES
FRAGMENTED INDUSTRIES
-3.SMALLER MARKET DEMAND PERMITS SMALLER COMPANIES TO COMPETE ON BETTER COST FOOTING WITHMLARGER FIRMS. INFACT THIS PHENOMENON IS SO WELL UNDERSTOOD BY LARGE COMPANIES THAT THEY OUTSOURCE THEIR MFG TO SMALLER COMPANIES AT LESSER RATES; STAMP THEIR NAME ON THE PRODUCT AND SELL IT AT SEVERAL TIMES HIGHER PRICE eg A LEADING AUTO ANCILLARY UNIT OUTSOURCES SEVERAL OF ITS PRODUCTS TO SMALLER MFG AND THESE ARE SOLD AS SPARE PARTS FOR CARS AT SEVERAL TIMES THE PRICE THEY RECEIVE THEM STRATEGY OPTIONS INCLUDE -BEING A LOW COST PROVIDER eg ASHOK YATRI NIWAS -SPECIALISING BY PRODUCT TYPE eg SPARES FOR MARUTI VARIANTS ONLY -SPECIALIZING BY CUSTOMER TYPE MARKET NICHE eg BUDGET TOURISTS
INDUSTRY LEADERSHIP
1.STAY ON THE OFFENSIVE STRATEGY -WHO CONTINUOUSLY STRIVE TO RETAIN LEADERSHIP THRU ACHIEVING COMPETITIVE ADVANTAGE OVER RIVALS eg HERO HONDA AND THEN WIDENING THIS ADVANTAGE(INCREASE MARKET SHARE FROM 45% IN 2008 TO 53% IN 2009) . THIS IS ACHIEVED THRU CONTINUOUS IMPROVEMENT EXERCISES AND INNOVATION(REDUCE PRODUCT COST THOUGH INCREASE IN RAW MATERIAL COST).COULD ALSO MEAN THE FIRST TO MARKET WITH TECHNOLOGICAL IMPROVEMENTS (BETTER CAR ENGINE GIVING MORE MILEAGE THAN OTHERS);NEW BETTER PRODUCTS OR BETTER SERVICE LEVELS.IT MEANS SEEKING WAYS TO MAKE IT POSSIBLE FOR NEW CUSTOMERS TO JOIN IN AND EASY FOR COMPETITION CUSTOMERS TO SWITCH
INDUSTRY LEADERSHIP
2. FORTIFY AND DEFEND STRATEGY -RAISE THE COMPETITIVE BAR FOR COMPETITION AND NEW ENTRANTS THRU HIGHER LEVEL OF SERVICE AND PRODUCT DIFFERENTIATION eg SONY ELECTRONICS ie QUALITY -INTRODUCING MORE PRODUCT BRANDS TO MATCH CHALLENGERS BRANDS HAVE OR FILL VACANT NICHES NOT ADDRESSED TODAY -ADD PERSONALIZED SERVICES AND OTHER INCREMENTAL ITEMS TO BOOST CUSTOMER LOYALTY AND MAKE IT HARDER OR MORE COSTLY TO SWITCH TO RIVAL PRODUCTS(LOCK IN) -KEEPING PRICES REASONABLE AND QUALITY ATTRACTIVE -INVESTING AS PART OF STRATEGIC GROWTH TO REMAIN COST COMPETITIVE AND TECHNOLOGICALLY PROGRESSIVE AND NOT LIKE MANY TEXTILE MILLS IN INDIA WITH VINTAGE 1913 EQUIPMENT
INDUSTRY LEADERSHIP
2. FORTIFY AND DEFEND STRATEGY -BUILDING NEW CAPACITY AND ENHANCING HUMAN CAPITAL AND PROCESS CAPABILITIES TO MEET THE FUTURE REQUIREMENTS -STAYING COST COMPETITIVE AND ADOPTING ALTERNATE TECHNOLOGIES WHEREVER POSSIBLE 3. ETHICAL MUSCLE FLEXING -DOMINANT PLAYER PLAYS BULLY BY RESORTING TO AGGRESSIVE PRICE CUTS , PROMOTIONAL PROGAMS AND AGGRESSIVE ADVERTISING IN RESPONSE TO MARKET OFFENIVES THAT THREATEN ITS POSITION; IN ORDERTO PREVENT SMALLER RIVALS FROM ENTERING THE MARKET eg STRATEGY DEPLOYED BY JET AIRWAYS IN MATCHING LOW COST AIRLINES WITH BETTER INFLIGHT SERVICE
RUNNER UP POSITION
OFFENSIVE STRATEGY TO BUILD MARKET SHARE A RUNNER UP COMPANY(KNP) IN DECORATIVE PAINTS WRT ASIAN PAINTS ,DESIROUS OF CLOSING IN ON THE LEADER HAS TO MAKE SOME POSITIVE MARKET VISIBILITY MOVES(KNP VISION IS TO RETAIN ITS LEADERSHIP IN THE INDUSTRIAL SEGMENT AND CONSOLIDATE ITS NUMBER 2 POSITION IN THE DECORATIVE PAINTS SEGMENT) IF IT WANTS TO INCREASE MARKET SHARE. IT MEANS COMING OUT WITH A DISTINCTIVE STRATEGY THAT SETS IT APART FROM RIVALS AND DRAWA BUYER ATTENTION(eg KNP OFFERS UNIQUE SERVICES THRU A NEWLY STARTED INITIATIVE WITHIN THE DECORATIVE SBU THAT OFFERS HOME PAINTING SERVICES WITH ITS SHADES AT REASONABLE PRICES
RUNNER UP POSITION
1 MARKET DIVERSIFICATION AND GROWTH THRU ACQUISITION OR FRANCHISING. KNP HAS APPOINTED AUTHORIZED SERVICE PROVIDERS WITH KNP CONTROL OF RESPONSIBILITY , TO OFFER HOME PAINTING SERVICES. GROWTH VIA ACQUISITION IS THE MOST FREQUENTLY USED STRATEGY EMPLOYED BY RUNNERS UP TO FORM AN ENTERPRISE THAT HAS HIGHER COMPETITIVE STRENGTH AND GAIN A LARGER MARKET SHARE. FOR COMPANY TO SUCCEED WITH THIS STRATEGY MGT MUST ALIGN THE STRENGTHS OF THE ACQUIRED COMPANY WITH ITS OWN AND POSITION THE TWO WITHOUT CLASH OF INTERESTS. SOMETHING WHICH HAS NOT HAPPENED AFTER IBM CONSULTING ACQUIRED THE IT CONSULTING ARM OF PWC.
RUNNER UP POSITION
2 FINDING INNOVATIVE WAYS TO DRIVE DOWN COSTS AND THEN USING ATTRACTION OF LOWER PRICES TO WIN CUSTOMERS FROM HIGHER COST HIGHER PRICED RIVALS eg HIGH ONTIME SERVICES AND BETTER GROUND AND INFLIGHT SERVICES OFFERED BY LOW COST JET AIRWAYS HAS WEANED AWAY SEVERAL CLIENTS FROM AIR INDIA AND OTHER LOW COST AIRLINES 3 CRAFTING AN ATTRACTIVE DIFFERENTIATION STRATEGY BASED ON PREMIUM QUALITY , TECHNOLOGICAL SUPERIORITY ,OUTSTANDING CUSTOMER SERVICE ,RAPID PRODUCT INNOVATION eg KING FISHER AIRLINES THOUGH IN SOME AREAS OF LATE ESPECIALLY IN CUSOMER SERVICE IT IS PERCEIVED TO HAVE AN AREA OF IMPROVEMENT
RUNNER UP POSITION
4 BEING THE FIRST TO INTRODUCE NEW AND BETTER PRODUCTS AND BUILD REPUTATION FOR PRODUCT DIFFERENTIATION LEADING TO INDUSTRY LEADERSHIP. A STRATEGY FOR PRODUCT INNOVATION HAS APPEAL IF THE RUNNER UP COMPANY POSSESSES RESOURCES CUTTING EDGE PROCESSCAPABILITY (eg HERO HONDA CUTTING ITS 2 WHEELER PRICE BY 500 RS IN A INFLATIONARY ECONOMY OF RAW MATERIAL DURING THE YEAR.DONE BY VALUE ENGINEERING AND VALUE STREAM MAPPING OF ITS MFG PROCESSES) AND ORGANIZATIONAL AGILITY IN SPEEDING NEW PRODUCTS (IN 2008-2009 22% OF ITS SALE WERE NEW PRODUCTS /MODELS ANNOUNCED DURING THE YEAR) OR KNP DECREASING TIME TO MARKET FROM PLACEMENT OF DEMAND FROM RO TO FACTORY FROM 38 DAYS TO 25 DAYS
RUNNER UP POSITION
5 OUTMANEUVERING SLOW TO CHANGE MARKET LEADERS IN ADAPTING TO EVOLVING MARKET CONDITIONS AND CUSTOMER EXPECTATIONS eg CASE OF NIRMA OUTBEATING HLL SURF 6 FORGING STRATEGIC ALLIANCES WITH KEY DISTRIBUTORS ,DEALERS OF SIMILAR PRODUCTS 7 VACANT NICHE STRATEGY -A VERSION OF FOCUSED STRATEGY THE VACANT NICHE STRATEGY INVOLVES CONCENTRATING ON SPECIFIC CUSTOMER GROUPS THAT MARKET LEADERS HAVE BYPASSED OR NEGLECTED. EG MFG OF 10K LAPTOPS FOR SCHOOLS AND COLLEGES . AN IDEAL VACANT NICHE IS OF SUFFICIENT SIZE AND SCOPE TO BE PROFITABLE;HAS GROWTH POTENTIAL eg MGT COURSES IN SPECIALIZED SEGMENTS SUCH AS TELECOM , RETAILING, HEALTHCARE ,ENTERTAINMENT etc
RUNNER UP POSITION
8 SPECIALIST STRATEGY -A SPECIALIST FIRM TRAINS ITS COMPETITIVE EFFORT ON ONE TECHNOLOGY PRODUCT OR PRODUCT FAMILY OR SERVICES TO CONSOLIDATE ITS MARKET POSITION eg LEADING CA COMPANIES NOT IN THE PREMIER LEAGUE OFFER ONLY AUDIT SERVICES AND DO NOT FORAY INTO TAX CONSULTANCY -AIM IS TO TRAIN THE COMPANY RESOURCE STRENGTHS AND CAPABILITIES ON BUILDING COMPETITIVE ADVANTAGE THRU DOMAIN EXPERTISE IN A SPECIFIC AREA. 9 SUPERIOR OFFERING STRATEGY -APPROACH IS TO USE DIFFERENTIATING BASED FOCUSED STRATEGY LINKED TO SUPERIOR PRODUCTS AND SERVICES .SEVERAL FOUR STAR AND THREE STAR HOTELS OFFER MUCH BETTER SERVICES THAN THE FAMED FIVE STAR
WEAK POSITION
A FIRM IN A DECLINING COMPETITIVE POSITION HAS FOLLOWING STRATEGIC OPTIONS -REDUCING COSTS THRU DOWNSIZING OF OPERATIONS ,RETRENCHMENT -LAUNCH TURNAROUND STRATEGY LINKED TO LOW COST OR NEW DIFFERENTIATION THEMES IF THEY CAN FINANCE THE TURNAROUND eg THE CASE OF INDIAN RAILWAYS -OPT FOR EXIT STRATEGY AND GET OUT OF THE BUSINESS eg L&T CEMENT(BIRLA ULTRATECH);TOMCO,LAKME(HLL) -LEASING BUSINESS TO OTHER PROFITABLE COMPANIES eg EARLIER WEST END (BLR) ,SAVOY (OOTY) AND CONNEMARA HOTELS WERE OWNED BY SPENCER GROUP OF COMPANIES.AS THE CHAIN WAS OPERATING AT A LOSS THE HOTELS WERE LEASED TO TAJ GROUP FOR RUNNING.EVENTUALLY THEY WERE SOLD TO THE TAJ GROUP. -CLOSING DOWN OPERATIONS IF A BUYER CANNOT BE FOUND eg SEVERAL TEXTILE MILLS IN MUMBAI AND SELLING OFF ASSETS
MISSION
STRATEGIC CHOICE
STRATEGIC ANALYSIS
POLICIES
DRILL DOWN
STRATEGIES TO ACTION
ESTIMATE RESOURCES
ALLOCATE RESOURCES
EXECUTE ACTIVTIES
CONTROL& EVALUATION
EXTERNAL ANALYSIS
CONSISTS OF ALL CONDITIONS AND FORCES THAT AFFECT STRATEGIC OPTIONS BUT ARE TYPICALLY BEYOND FIRMS CONTROL (RM PRICE INFLATION(STEEL PRICES IN CONTRACT MFG), RESOURCE SHORTAGES INCL POWER AND CASH,etc. IT ALSO INCLUDES UNFORESEEN EVENTS LIKE POLITICAL SHIFTS (ADAG POWER PLANTS IN UP DUE TO CHANGE IN GOVT) OR UNFORESEEN POLITICAL OPPOSITION (SINGUR) EXTERNAL ENVIRONMENTAL RISKS IDENTIFICATION AND ANALYSIS PLAY AN IMPORTANT PART IN FORMULATION OF STRATEGY
COMPETITIVE POSITION
BUSINESS IMPROVES ITS CHANCES OF DESIGNING STRATEGIES THAT OPTIMIZE ENVIRONMENTAL OPPORTUNITIES CONSTRUCTING COMPETITOR PROFILE IS DONE THRU DETERMINATION OF -MARKET SHARE -BREADTH OF PRODUCT LINE -EFFECTIVENESS OF SALES DISTRIBUTION -STRATEGIC ACCOUNT MAPPING -EXPERIENCE -PRICE COMPETITIVENESS RAW MATERIAL COSTS -ADVERTISING AND SALES PROMOTION EFFECTIVENESS -FINANCIAL HEALTH -PRODUCT QUALITY BRAND -R AND D ADVANTAGES -HUMAN CAPITAL ADVANTAGES -MARKET IMAGE
CAPACITY EXPANSION
CAPACITY EXPANSION IS ONE OF THE MOST SIGNIFICANT STRATEGIC DECISIONS MEASURED BOTH IN TERMS OF AMOUNT OF CAPITAL INVOLVED AND THE COMPLEXITY OF DECISION MAKING PROBLEM ESPECIALLY IF TECHNOLOGY IS INVOLVED. Eg IF COAL FIRED THERMAL POWER PLANT WANTS TO EXPAND CAPACITY DOES IT EXPAND USING RATHER OBSOLETED COAL TECHNOLOGY BASED OR DOES IT USE MULTPLE FUEL FIRED PROCESS LINE eg NAPTHA AND GOBAR GAS. ECONOMICS OF OPERATIONS WITH EXPANDED CAPACITY OF IDENTICAL TECHNOLOGY NEEDS TO BE STUDIED RISK ASSESSMENT OF TECHNOLOGY AND EFFECTIVENESS OF TECHNOLOGY AND INPUTS NEED TO BE DONE PRIOR TO DECIDING IN FAVOUR OF EXPANSION WITH IDENTICAL TECHNOLOGY
WHEN TO DIVERSIFY
WHEN A COMPANY SPOTS OPPORTUNITIES FOR EXPANDING INTO INDUSTRIES WHOSE TECHNOLOGIES AND PRODUCTS COMPLEMENT ITS PRESENT BUSINESS eg A TEXTILE WEAVING MILL ACQUIRES A SPINNING UNIT AND LATER ON IT ALSO ACQUIRES A PROCESS HOUSE TO COMPLETE THE VALUE CHAIN. FURTHER MORE COMPANIES LIKE RAYMONDS , MAFATLAL,VIMAL,GRASIM, PANTALOONS, ALSO HAVE DIVERSIFIED INTO RETAILING OF THEIR PRODUCTS BY OPENING RETAIL OUTLETS WHEN IT CAN LEVERAGE EXISTING COMPETENCES AND CAPABILITIES BY EXPANDING INTO BUSINESSES WHERE THESE SAME RESOURCES ARE KEY SUCCESS FACTORS AND VALUABLE COMPETITIVE ASSETS eg TATA MOTORS FLOATED THEIR FULLY OWNED SUBSIDIARY TATA TECHNOLOGIES TO PROVIDE ENGINEERING AND ERP SOLUTIONS TO TATA MOTORS. NOW IT PROVIDES THE SERVICES TO THE MARKET WHEN DIVERSIFYING INTO CLOSELY RELATED BUSINESSES OPENS NEW AVENUES FOR REDUCING COSTS eg ACQUIRING RAW MATERIAL SUPPLIER IN INDUSTRY WHERE RAW MATERIAL COST IS VERY HIGH WHEN THE BRAND NAME OF THE COMPANY CAN BE TRANSFERRED TO THE PRODUCTS/SERVICES OF THE NEW BUSINESS eg TATA MOTORS
COLLABORATIVE STRATEGIES
STRATEGIC ALLIANCES ARE FORMING AN IMPORTANT
STRATEGY IN SEVERAL LONG TERM PLANS OF COMPANIES WHO WISH TO CONSOLIDATE AND GROW THEIR POSITION IN THE MARKET. THE COLLABORATIVE EFFORT COMPLEMENTS THE STRATEGIC INITIATIVES OF THE COMPANY A STRATEGIC ALLIANCE IS A FORMAL AGRREMENT BETWEEN TWO COMPANIES IN WHICH THE TWO JOINTLY WORK TO ACHIEVE MUTUALLY BENEFICIAL STRATEGIC OUTCOMES (MARUTI-SUZUKI ALLIANCE) ,JOINT CONTRIBUTION OF RESOURCES(SUZUKI TECHNOLOGY) ALLIANCES INVOLVE JOINT MKTNG,JOINT PRODN,DESIGN COLLABORATION (KIRLOSKAR CUMMINS),JOINT RESEARCH (RANBAXY-ELLY LILLY) RELATION MAYBE CONTRACTUAL OR MERELY COLLABORATIVE
VERTICAL INTEGRATION
VERTICAL INTEGRATION IS THE COMBINATION OF TECHNOLOGICALLY DISTINCT PRODUCTION , DISTRIBUTION , SELLING, AND/OR OTHER ECONOMIC PROCESSES WITHIN A COMPANY IT REPRESENTS A STRATEGIC DECISION BY COMPANY TO UTILIZE INTERNAL TRANSACTIONS RATHER THAN MARKET TRANSACTIONS eg ACQUISITION OF LIMESTONE QUARRIES BY CEMENT MFG MANY VERTICAL INTEGRATION DECISIONS ARE MADE WITHIN THE TACTICAL STRATEGY IMPLEMENTATION TO MAKE OR BUY ;FOCUS IS ON COST SAVINGS DUE TO INTEGRATION AND ALSO THE ASSURANCE THAT THE CAPACITY & CAPABILITY OF THE UPSTREAM /DOWNSTREAM ACQUISITION IS COMMENSURATE WITH THE CAPACITIES AND CAPABILITIES REQUIRED BY THE CENTRAL COMPANY TO MEET ITS LONG TERM GOALS
BACKWARD INTEGRATION
BACKWARD INTEGRATION IS DONE TO GENERATE COST SAVINGS AND TO STRENGTHEN BRAND VALUE OF PRODUCT/SERVICE BY ASSURING ENHANCED QUALITY OF UPSTREAM PRODUCT/SERVICE FOR BACKWARD INTEGRATION TO BE A VIABLE AND PROFITABLE STRATEGY COMPANY SHOULD 1. ACHIEVE SAME SCALE ECONOMIES AS OUTSIDE SUPPLIERS AND MATCH OR BEAT THEIR CAPABILITY INCLUDING PRICE AND QUALITY AMONG OTHER CRITICAL FACTORS POTENTIAL FOR REDUCING COSTS VIA BACKWARD INTEGRATION EXISTS IN SITUATIONS WHERE SUPPLIERS MAKE SIZEABLE PROFITS WHERE THE ITEM SUPPLIED IS A MAJOR COST COMPONENT eg CAUSTIC SODA IN SOAP HENCE HLL ACQUIRED TWO SUPPLIERS MFG CAUSTIC SODA.ALSO SUPPLIER BEING ACQUIRED HAS TECHNOLOGICAL SKILLS ,ESPECIALLY IN TERMS OF PROPRIETARY TECHNOLOGY eg COCA COLA FORMULA IT IS ADVANTAGEOUS TO HAVE BACKWARD INTEGRATION
BACKWARD INTEGRATION
BACKWARD INTEGRATION CAN PRODUCE A DIFFERENTIATION BASED COMPETITIVE ADVANTAGE WHEN A COMPANY ENDS UP WITH A BETTER PRODUCT/SERVICE OFFERING THEREBY IMPROVING CUSTOMER SERVICE IT ALSO ENABLES THE ENHANCEMENT OF CORE COMPETENCE FINALLY IT SPARES THE COMPANY OF THE RISK OF BEING DEPENDENT ON THE VAGARIES OF THE SUPPLIER AND ELIMINATES THE THREAT POSED IF THE SUPPLIER(SOLE SUPPLIER) CLOSES DOWN OR HAS A STRIKE OR ANY OTHER LABOR RELATED ISSUE.
FORWARD INTEGRATION
FORWARD INTEGRATION IS TO GAIN BETTER ACCESS TO END USERS ESPECIALLY IN A MARKET WHICH IS NOT VERY LOYAL;IS VERY AGILE AND FLEXIBLE DOWNSTREAM 3RD PARTY PLAYERS DONT TEND TO BE VERY LOYAL AND MAY BE RESPONSIBLE FOR DENUDATION OF SALES IN A PARTICULAR AREA,THEY DO SO BECAUSE THEY ARE WEDDED TO THE3 CONCEPT OF DEALING WITH THE PRODUCT WHICH GIVES THEM MAXIMUM PROFITS
OUTSOURCING
OUTSOURCING INVOLVES A CONSCIOUS DECISION TO FOREGO CERTAIN ACTIVITIES IN A VALUE CHAIN AND INSTEAD GET THEM TO BE PERFORMED BY 3RD PARTIES WHO ARE SPECIALISTS DEFINITIVE DIFFERENCE BETWEEN SUB CONTRACTING AND OUTSPOURCING OUTSOURCING ENABLES A COMPANY TO CONCENTRATE ON ITS CORE COMPETENCES THAT ARE CRITICAL TO ITS COMPETITIVE AND FINANCIAL SUCCESS eg CORE PROCESSES (FACE CUSTOMER , REVENUE EARNING)AND SUPPORTIVE PROCESSES(NOT DIRECTLY REVENUE EARNING) CASE OF HUL MARKETING IS THEIR CORE COMPETENCE. MFG IS OUTSOURCED.HR IS OUTSOURCED TO ACCENTURE
OUTSOURCING
COLLABORATIVE PARTNERSHIPS ARE REPLACING PRICE RELATED RELATIONSHIPS WITH SUPPLIERS eg MARUTI OR TATA MOTORS RELATIONSHIP WITH THEIR ANCILLARIES SWITCHING SUPPLIERS WAS A COMMON PRACTICE IN THE PAST HOWEVER TODAY COMPANIES ARE ENTERING INTO LONG TERM RELATIONSHIPS WITH SUPPLIERS AND DEVELOPING THEIR CAPABILITIES TO MATCH THEIR LONG TERM OBJECTIVES
CRAFTING STRATEGY
TASK OF CRAFTING STRATEGY REQUIRES ANSWERING HOW TO GROW BUSINESS;HOW TO DELIGHT CUSTOMERS(DIFFERENCE BETWEEN SATISFY AND DELIGHT?);HOW TO COUNTER COMPETITION;HOW TO RESPOND TO CHANGING MARKET CONDITIONS; HOW TO MANAGE CONTRADICTIONS IN FUNCTIONAL OBJECTIVES (FINANCE WANTS MINIMUM 15% CONTRIBUTION PER ORDER;SALES WANTS TOP LINE AT ANY COST BOTTOM LINE COMES LATER);HOW TO DEVELOP VARIOUS COMPETENCES AND CAPABILITIES TO SUCCEED IN THE MKTPLACE;HOW TO ACHIEVE STRATEGIC AND FINANCIAL OBJECTIVES; IT MEANS LOOKING AT VARIOUS STRATEGIC ALTERNATIVES AND CHOOSING ONE OF THEM BASED ON THE LEAST RISKY ONE.
CRAFTING STRATEGY
FASTER BUSINESS ENVIRONMENT CHANGES MORE CRITICA IS NEED TO CHOOSE THE RIGHT STRATEGY AND ADAPT EXISTING ONE TO BE FLEXIBLE TO ENABLE THE DYNAMIC CORRECTION OF STRATEGIES WITHOUT FINANCIAL IMPACT TO THE COMPANY (eg CAN A COMPANY PREDICT CHANGES IN CUSTOMER PREFERENCES AND BE THE MARKET LEADER IN OFFERING SUCH PRODUCTS/SERVICES eg AIRTEL BEING INNOVATIVE AND INTRODUCING SEVERAL NEW SCHEMES, FEATURES FOR THE BENEFIT OF THEIR CUSTOMERS STRATEGY MAKERS HAVE TO PAY ATTENION TO EARLY WARNINGS AND HENCE NEED TO BE VERY GOOD AT PREDICTING TRENDS AND ALSO KNOWING WHAT COMPETITION IS CURRENTLY UPTO AND NEEDS TO BE AT LEAST ONE STEP AHEAD. BE THE LEADER NOT THE FOLLOWER
ASSESSING COMPETENCE
ONE OF THE MOST IMPORTANT ASPECTS OF APPRAISING A COMPANYS RESOURCE STRENGTHS HAS TO DO WITH ITS COMPETENCE LEVEL IN PERFORMING KEY PIECES OF ITS BUSINESS SUCH AS SUPPLY CHAIN,MFG,DISTRIBUTION, SALES AND MKTNG AND CUSTOMER SERVICE. WHICH ACTIVITIES DOES IT PERFORM WELL. ARE THERE ANY ACTIVITIES IT PERFORMS BETTER THAN RIVALS THREE FLAVOURS OF COMPANY PROFICIENCY -COMPETENCE -CORE COMPETENCE -DISTINCTIVE COMPETENCE
COMPETENCE
A COMPETENCE IS SOMETHING AN ORGANIZATION IS GOOD AT DOING. IT IS NEARLY ALWAYS THE PRODUCT OF THE INTELLECTUAL ASSETS OF ITS PEOPLE ESPECIALLY IN TERMS OF THEIR EXPERIENCE AND DOMAIN KNOWLEDGE COMPANY COMPETENCE BEGINS WITH EFFORTS TO DEVELOP ABILITY TO DO SOMETHING BETTER THAN OTHERS OR TO MEET THE INDUSTRY REQUIREMENTS IN EXECUTING PROCESSES WHICH WILL DELIVER VALUE AS PER CHANGING EXPECTATIONS OF THE CUSTOMER . IT CONTINUES BY WAY OF STAFFING RESOURCES BY WAY OF EQPT , MONEY,MATERIAL AND MOST IMPORTANTLY HUMAN CAPITAL(SKILLS) SOME COMPETENCES ARE COMPANY PROCESS EFFECTIVENESS RELATED SUCH AS JIT INVENTORY CONTROL,AGILE SUPPLY
CHAIN etc
CORE COMPETENCE
IS A COMPETITIVELY IMPORTANT ACTIVITY THAT A COMPANY PERFORMS BETTER THAN OTHER INTERNAL ACTIVITIES AND IS KNOWN IN THE MARKET FOR THESE SKILLS. eg AMONG OTHER SKILLS MCKINSEY CONSULTING IS DEEMED TO HAVE CORE COMPETENCE BY THE MARKET IN AREAS RELATED TO STRATEGIC MANAGEMENT CORE COMPETENCE IS CENTRAL TO COMPANY STRATEGY AND INDICATES THE SKILL AREAS IN WHICH THE COMPANY PERCEIVES IT HAS COMPETITIVE EDGE OVER COMPETITION BY VIRTUE OF POSSESSION OF THIS COMPETENCE. CORE COMPETENCE COULD BE PEOPLE , TECHNOLOGY, PROCESSES , etc CORE COMPETENCE COULD RELATE TO ANY OF THE SEVERAL ASPECTS OF COMPANY BUSINESS SUCH AS QUALITY , NEW PRODUCT DEVELOPMENT,COST EFFICIENT SUPPLY CHAIN MGT,GOOD SERVICES CORE COMPETENCE MAKES THE COMPANY SUCCESS IN THE MARKETPLACE eg THE DOMINANCE ENJOYED BY MARUTI UDYOG LTD COULD BE ATTRIBUTED TO THE IMMENSE R&D COMPETENCE IT HAS WHICH HAS ENABLED THE CONTINUOUS INNOVATION AND IMPROVEMENT IN IN ITS CURRENT MODELS AND HAS ALSO BEEN ABLE TO PERIODICALLY RELEASE NEW MODELS.
CORE COMPETENCE
A COMPANY MAY HAVE MORE THAN ONE CORE COMPETENCE.eg MARUTI MANUFACTURES QUALITATIVE FUEL EFFICIENT COST EFFECTIVE CARS RESULTING IN ITS MARKET DOMINANCE OF THE MARKET SHARE BUT IT ALSO HAS A VERY GOOD AFTER SALES SERVICE DISTRIBUTION NETWORK ALL OVER INDIA OTHER CORE COMPETENCES INCLUDE PRODUCT FLEXIBILITY eg MAGIC EYE IN KNP; SERVICE CAPABILITIES eg ASIAN HEART FOUNDATION; LOW COST CARS-TATA MOTORS NANO;TIMELY DELIVERY ASSURANCEDOMINO PIZZA; ACCURACY AND TIMELINESS OF DELIVERY-MUMBAI DABBAWALLAS;UNCONVENTIONAL COURIERS LIKE ANGADIAS WHO CARRY DIAMOND CONSIGNMENTS FROM MUMBAI TO SURAT AND VICE VERSA FOR THEIR INTEGRITY AND HONESTY CORE COMPETENCE IS KNOWLEDGE BASED RESIDING IN PEOPLE AND SHOWN IN COMPANYS INTELLECTUAL CAPITAL
DISTINCTIVE COMPETENCE
COMPETITIVE ACTIVITY THAT A COMPANY PERFORMS BETTER THAN ITS RIVALS DISTINCTIVE COMPETENCE SIGNIFIES GREATER PROFICIENCY THAN CORE COMPETENCE. CORE COMPETENCE IS THE DOMAIN KNOWLEDGE REQUIRED TO PERFORM AN ACTIVITY OR PROCESS. ALL LAWYERS NEED TO HAVE DEEP UNDERSTANDING OF THE SUBJECT IN WHICH THEY WISH TO SPECIALIZE. FOR EXAMPLE THERE ARE SEVERAL CRIMINAL LAWYERS BUT PEOPLE LIKE RAM JETHMALANI AND MAJEED MEMON HAVE DISTINGUISHED THEMSELVES IN THIS AREA. THE LATE NEETU MANDKE HAD DISTINCTIVE COMPETENCE IN CARDIAC SURGERY. THEY POSSESS /POSSESSED DISTINCTIVE COMPETENCE
DISTINCTIVE COMPETENCE
DISTINCTIVE COMPETENCE REPRESENTS UNIQUELY STRONG CAPABILITY RELATIVE TO COMPETITION AND IS HENCE A SUPERIOR RESOURCE WITH COMPETITIVE ADVANTAGE POTENTIAL TATA MOTORS HAS DEVELOPED A DISTINCTIVE COMPETENCE IN DELIVERING AN INDIGENOUSLY DEVELOPED LOW COST CAR. THOUGH THEY MAY LIKE TO ADD QUALITY TO THE LIST OF COMPETITIVE ADVANTAGE AREAS. PROCESS DEPLOYMENT MEASURES MAY ALSO BE A DISTINCTIVE COMPETENCE AS IN THE CASE OF KNP AND ASIAN PAINTS WHO HAVE A MAGIC EYE TO DELIVER DECORATIVE PAINTS IN THE COLOUR OF THE CHOICE OF THE CUSTOMER. THEY NEED TO ADD AUTOMATED AGILITY IN THEIR PROCESS THRUPUT.
ACTION PLANS
UNDER GUIDANCE OF POLICIES STRATEGIES NEED TO BE CONVERTED TO ACTION PLANS . ACTION PLANS SPECIFY HOW A PARTICULAR ACTIVITY IS TO BE PERFORMED AND WHAT IS THE RESOURCE STAFFING FOR THE SAME. ONCE ADEQUATE RESOURCE ALLOCATION IS DONE THE ACTIVITY IS READY TO COMMENCE. ACTIVITIES SHOULD BE EXECUTED AS PER BUSINESS RULES AND THESE RULES SHOULD BE VERY CLEARLY KNOWN TO ALL MEMBERS OF THE ACTIVITY PRIOR TO CONVERSION OF ACTION PLAN TO ACTIVITY EXECUTION , THE OUTCOME SHOULD BE DECIDED ALSO NEED TO DO A RISK ASSESSMENT OF WHAT WOULD BE THE IMPACT IF THE ACTIVITY DID NOT ACHIEVE ITS DESIRED OUTCOME
GENERIC STRATEGIES
IN COPING WITH THE FIVE COMPETITIVE FORCES THERE ARE THREE POTENTIALLY SUCCESSFUL STRATEGIC APPROACHES TO OUTPERFORMING OTHER FIRMS THRU -1 COST LEADERSHIP -DIFFERENTIATION -FOCUS SOMETIMES FIRM CAN PURSUE MORE THAN ONE APPROACH AS ITS PRIMARY TARGET THESE STRATEGIES ARE APPROACHES TO OUTPERFORM COMPETITORS
COST LEADERSHIP
VERY POWERFUL COMPETITIVE APPROACH IN MARKET WITH PRICE SENSITIVE BUYERS. eg DECCAN AIR STARTED A NEW REVOLUTION IN INDIA WHEN THEY INTRODUCED THE NO FRILLS LOW COST AIRLINES THEREBY ADDRESSING A HITHERTO RAILTRAVELLING SEGMENT. COMPANY ACHIEVES LOW COST LEADERSHIP WHEN IT BECOMES INDUSTRY LOWEST COST PROVIDER RATHER THAN JUST BEING ONE OF THE FEW WITH LOWER COSTS.
COST LEADERSHIP
IN PROVIDING LOW COST SERVICES/PRODUCTS HOWEVER THE PROVIDER MUST PROVIDE ESSENTIAL SERVICES WHICH FORM A PART OF THE PRODUCT/SERVICE. Eg PRODUCTS IN SALE MAY NOT HAVE A FULL WARRANTY OF 1 YEAR(3 MONTHS MEDIA WARRANTY AS IN THE CASE OF S/W) OR WARRANTY OF ONLY CERTAIN PARTS (EXCLUDE COMPRESSOR etc OF REFRIGERATORS) OR IN FLYING WITH DISCOUNTED FARES THE AIRLINES WILL NOT OFFER INFLIGHT SERVICES WHICH NEED TO BE PURCHASED OR NOT OFFERED AT ALL INCLUDING WATER ON GO AIR AT 15RS.HOWEVER THERE IS A MAJOR ISSUE WITH LOW COST AIRLINES WHEN A FLIGHT IS CANCELLED ;THEY DO NOT OFFER ALTERNATIVES INCL HOTEL ACCOMODATION .IN SOME CASES EVEN REFUNDS ARE NOT OFFERED EASILY.
DIFFERENTIATION
CREATE SOMETHING THAT IS PERCEIVED TO BE UNIQUE APPROACHES TO DIFFERENTIATION CAN BE BY WAY OF DESIGN , FEATURES , QUALITY , SERVICE, TECHNOLOGY, DEALER NETWORK , RETAIL AVAILABILITY, RELIABILITY etc. DIFFERENTIATION IS A VIABLE STRATEGY FOR EARNING ABOVE AVERAGE RETURNS AND ENABLES THE COPING WITH THE FIVE COMPETITIVE FORCES DIFFERENTIATION CAN CREATE BRAND LOYALTY AND CAN ENHANCE PRODUCT AND SERVICE MARGINS. IT ALSO LEADS TO INCREASED MARKET SHARE AND ULTIMATELY BRAND LEADERSHIP IT CREATES LOWER SENSITIVITY TO PRICE
DIFFERENTIATION
DIFFERENTIATION STRATEGIES WORK WELL WHEN BUYER NEEDS ARE DIVERSE AND KEEP CHANGING.REMEMBER HOW SAVINGS BANK ACCOUNT MANAGEMENT CHANGED FROM STANDARDIZED PROCEDURES TO PERSONAL BANKING SYSTEMS? COMPANY WANTING TO SUCCEED THRU DIFFERENTIATION SHOULD UNDERSTAND THE CHANGING EXPECTATIONS OF THE CUSTOMERS AND ADDRESS THESE WANTS EFFECTIVELY AND DYNAMICALLY.THEY MUST STUDY CHANGING BUYER NEEDS FROM DEMOGRAPHIC TO PSYCHOGRAPHIC AND PROVIDE VALUE FOR MONEY. COMPANY NEEDS TO TAKE THESE FACTORS INTO ACCOUNT WHILE FORMULATING THEIR DIFFERENTIATING STRATEGY eg MAGIC EYE OF KANSAI NEROLAC AND ASIAN PAINTS RAPID PRODUCT INNOVATION AND FREQUENTLY INTRODUCED NEW PRODUCTS/SERVICES eg AIRTEL PROVIDES PURSUIT OF DIFFERENTIATION PATHS AND KEEP USER INTEREST ALIVE
DIFFERENTIATION
RAPID PRODUCT INNOVATION AND FREQUENTLY INTRODUCED NEW PRODUCTS/SERVICES eg AIRTEL PROVIDES PURSUIT OF DIFFERENTIATION PATHS AND KEEP USER INTEREST ALIVE AN IMPORTANT STRATEGIC DIFFERENTIATOR THAT COMPANIES ARE BUILING AND HARNESSING TODAY IS THE WORTH AND DIFFERENTIATION OF ITS HUMAN CAPITAL;THE SKILLS AND THE CAPABILITIES OF ITS PEOPLE. MCKINSEY CONSULTING FOR EXAMPLE COMMANDS A PREMIUM FOR ITS CONSULTING SERVICES BECAUSE OF THE DOMAIN EXPERTISE OF ITS PEOPLE AS WELL AS THEIR HUMAN CAPITAL WHICH IS MORE THAN THE EMPLOYEES OF COMPETITION HUMAN CAPITAL DRIVES ALL OTHER FACTORS. HUMAN CAPITAL DRIVES CAPABLE PROCESSES WHICH PRODUCE BRANDED DIFFERENTIATED PRODUCTS/SERVICES (BRANDED HOSPITALS) WHICH ENABLE THE COMPANY ACHIEVE MARKET LEADERSHIP OR CUSTOMER PATRONAGE
FOCUS
FOCUS ON A PARTICULAR BUYER GROUP , SEGMENT OF PRODUCT LINE,OR GEOGRAPHICMARKET FOCUS STRATEGY IS BUILT AROUND SERVING A PARTICULAR SEGMENT WELL AND A FUNCTIONAL ACTION PLAN IS DEVELOPED TO WARDS ACHIEVEMENT OF THIS OBJECTIVE BY THIS FIRM ACHIEVES DIFFERENTIATION BY SERVING A SPECIFIC SEGMENT BETTER THAN OTHERS eg LUXURY HOTELS WITH CUSTOMIZED FACILITIES FOCUS STRATEGY COULD ALSO ACHIEVE LOW COST DIFFERENTIATION eg NANO FOCUSED STRATEGY IS AIMED AT SERVING A NICHE MARKET AND ENHANCING PROFITABILITY BY REDUCING THE BANDWIDTH OF THE TYPE OF CUSTOMERS IT DEALS WITH