Porter’s Theory of Competitive Advantage

1. Porter’s Theory of Competitive Advantage Firm Success Attractive Relative Position Attractive Industry Structure Sustainable Competitive Advantage Activities / Value System Drivers Managerial Choices Initial Conditions

2. The Michael Porter Paradigm (1980-2001) Competitive Superior Advantage Performance

3. The Michael Porter Paradigm Industry Structure Competitive Advantage Relative Position

4. Attractive Relative Position • Holding industry constant, some firms do better than others because of their relative position, or competitive advantage, within the industry.

5. Strategic or Relative Position Mantra #3 - If everyone can do it, you can't achieve extraordinary results.

6. Strategy is not about operational excellence - JIT, TQM, MBO, etc. • Strategy is about doing things differently than your rivals.

7. Attractive Relative Position • A company’s strategy must enable it to deliver a value proposition, or set of benefits, different from those that competitors offer.

8. Competitive Advantage Total Revenue - Total Cost = Profit

9. Competitive Advantage Willingness to Pay - Cost = Profit

10. Competitive Advantage In order to increase profit you to drive increase the wedge between Willingness to Pay and Cost

11. Competitive Advantage In order to increase profit you have two choices: Increase Revenues Profitably or Decrease Cost Without Decreasing WTP

12. Competitive Advantage Competitive Advantage #1 Low Costs

13. Competitive Advantage # 1 Low Costs

14. “But what is most stunning of all about Southwest is that since 1973, when it first turned a profit, the company hasn't lost a penny. In an industry plagued by fare wars, recessions, oil crises, and other disasters, this is an astounding feat. No other airline has ever come close to it. Even during the Persian Gulf war, when every other major carrier gushed red ink, Southwest made money. In just this past quarter, because of rising jet-fuel prices, five of the largest air carriers—including Delta, United, and American--lost money. Southwest made $121 million in net profits—up 65% from a year ago” (Fortune, May 28, 2001).

15. Airline - Market Capitalization (2/05/07)($millions)

16. The company has fostered a 33-year tradition of success by focusing on very large stores with a huge selection of national brands at prices below our competition. In addition, the very nature of having employee stockholders that have seen their Employee Stock Ownership Plan (Pension Plan) grow at a 16.5% annual compound growth rate creates extremely dedicated employees. This has made WinCo a very successful company.

17. Competitive Advantage Competitive Advantage #2 Differentiation (Monopoly)

18. Competitive Advantage # 2 Differentiation

19. TRADER JOE'S: A UNIQUE GROCERY STORE • Our Mission... At Trader Joe's, our mission is to bring you the best food and beverage values you can find anywhere, and the information you need to make informed buying decisions. You'll find more than 800 unique grocery items in our label, at prices everyone can afford. We work hard at buying things right: Our buyers travel the world searching for new items; we work with a variety of suppliers who make interesting products for us; and we make special purchases which are presented to us throughout the year. All our private label products have their own "angle," i.e., great flavor, unusual recipes, high quality ingredients, special nutritional claims, and all natural ingredients.

20. Porter’s Generic Strategies Focus

21. Competitive Advantage Must Come From…Activities in the Value Chain

22. And in the Fit and Complexity of the Activity System

23. Drivers • Why is one firm able to perform activities better than another firm? • Advantage must lie in the DRIVERS or inputs of the ACTIVITIES.

26. Drivers • Examples of Drivers: • Scale • Learning • Location • Timing

27. Managerial Choices and Initial Conditions • Why are some firms able to maintain advantages in DRIVERS and RESOURCES? • MANAGERIAL CHOICES • INITIAL CONDITIONS

28. SWOT Analysis – Strategic Fit

29. What makes a strength?

30. Resource Based View of Firm • Resources - all assets, capabilities, competencies, organizational processes, firm attributes, information, knowledge, and so for that are controlled by a firm and enable the firm to conceive of and implement strategies that improve its efficiency and effectiveness.

31. Typical Resources

32. Characteristics of Resources • 1. Valuable - Do a firm's resources and capabilities enable the firm to respond to environmental threats or opportunities? • 2. Rare - How many competing firms already possess particular valuable resources and capabilities?

33. Characteristics of Resources • 3. Costly to Imitate - Do firms without a resources or capability face a cost disadvantage in obtaining it compared to firms that already possess it? • 4. Exploited by Organization - Is a firm organized to exploit the full competitive potential of its resources and capabilities?

34. Resource Value

35. Examples

36. Resources and Activities Resource Endowments (Stocks) Activities (Flows)

37. Resources and Activities Making Resource Commitments Developing Capabilities

38. Are you a stock picker…?

39. Example of Successful Resource Picking • In 1980 Microsoft purchased the QDOS operating system (the precursor to MS-DOS) from Seattle Computer Products for $50,000. • Microsoft had knowledge that IBM needed an PC operating system.

40. Or an architect…?

41. Capability Building • A capability is “an organizationally embedded nontransferable firm-specific resource whose purpose is to improve the productivity of other resources possessed by the firm.” • “Capabilities cannot easily be bought; they must be built.”

42. Example of Capability Building • Wal-Mart internally developed a unique ‘cross-docking’ logistical system which enhanced the productivity of other resources, such as its commercial real estate, its trucking fleet, its workforce, and its information technology.

43. It’s all about the resourcesyou possessto do Conclusion

44. Mantra #4 • I pick the right poker games to play in and, • I am a good poker player.

45. Finally: What’s wrong with the logic of competitive advantage? • Typical consultant advice: • Firms with sustainable competitive advantages achieve superior performance. • Therefore you must develop sustainable competitive advantages (Industry and SWOT analysis, resource picking and capability building, etc…)

46. Strategic Management Research • A firm with long-term superior performance is identified. • The firm is studied in detail. • An explanation is provided to explain the firm’s superior performance. • The explanation is often attributed to sustained competitive advantage(s).

47. “The Logic Behind Competitive Advantage” (Powell, SMJ, v 22, 2001) • Consider the following logical propositions (a proposition is an assertion to which we assign a truth value, either T or F):

48. Strategy Logic • If p then q; If firm X achieved sustained superior performance (SSP), then firm X had one or more sustainable competitive advantages (SCA) (SCA is a necessary but not sufficient condition for SSP). • If q then p; If firm X had one or more sustainable competitive advantages, then firm X achieved sustained superior performance (SCA is a sufficient but not necessary condition for SSP).

49. Strategy Logic First, we must prove the propositions to be true which has not been done yet. Second, we cannot infer proposition 2 from 1, owing to the general logical fallacy of “affirming the consequence.” At a minimum, sustained superior performance requires sustained competitive advantage and the absence of competitive disadvantages.

50. Conditions of Sustained Superior Performance