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Developing Competitive Advantage and Strategic Focus

Developing Competitive Advantage and Strategic Focus. 5. C H A P T E R. “A widely used framework for organizing and utilizing the pieces of data and information gained from the situation analysis…” Encompasses both internal and external environments

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Developing Competitive Advantage and Strategic Focus

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  1. Developing Competitive Advantage and Strategic Focus 5 C H A P T E R

  2. “A widely used framework for organizing and utilizing the pieces of data and information gained from the situation analysis…” Encompasses both internal and external environments One of the most effective tools in the analysis of environmental data and information SWOT Analysis(Strengths, Weaknesses, Opportunities, Threats)

  3. Effectiveness of Analysis Tools Exhibit 5.1

  4. Simplicity Lower Costs Flexibility Integration and Synthesis Collaboration Major Benefits of SWOT Analysis From Exhibit 5.2

  5. Common Criticismsof SWOT Analysis • Allows firms to create lists without serious consideration of the issues • Often becomes a sterile academic exercise of classifying data and information

  6. Stay Focused Search Extensively for Competitors Collaborate with other Functional Areas Examine Issues from the Customers’ Perspective Look for Causes, Not Characteristics Separate Internal Issues from External Issues Making SWOT Analysis Productive From Exhibit 5.3

  7. It is a mistake to complete one generic SWOT analysis for the entire organization or business unit. When we say SWOT analysis, we mean SWOT analyses. Stay Focused

  8. Information on competitors is an important aspect of a SWOT analysis. Look for all four types of competition: Brand competitors Product competitors Generic competitors Total budget competitors Search Extensively for Competitors

  9. Information generated from the SWOT analysis can be shared across functional areas. SWOT analysis can generate communication between managers that ordinarily would not communicate. Creates and environment for creativity and innovation. Collaborate with Other Functional Areas

  10. To do this, the analyst should ask: What do customers (and noncustomers) believe about us as a company? What do customers (and noncustomers) think of our product quality, customer service, price, overall value, convenience, and promotional messages in comparison to our competitors? What is the relative importance of these issues as customers see them? Taking the customers’ perspective is the cornerstone of a well done SWOT analysis. Examine Issues fromthe Customers’ Perspective

  11. Breaking Down Managerial Clichés into Customer-Oriented Strengths and Weaknesses Exhibit 5.4

  12. Causes for each issue in a SWOT analysis can often be found in the firm’s and competitors’ resources. Major types of resources: Look for Causes, Not Characteristics

  13. Failure to understand the difference between internal and external issues is one of the major reasons for a poorly conducted SWOT analysis. Socratic Advice: “Know thyself” “Know thy customer” “Know thy competitors” “Know thy environment” Separate Internal from External Issues

  14. Strengths and Weaknesses Scale and Cost Economies Size and Financial Resources Intellectual, Legal and Reputational Resources Opportunities and Threats Trends in the Competitive Environment Trends in the Technological Environment Trends in the Sociocultural Environment The Elements of a SWOT Analysis

  15. Four issues the marketing manager must recognize: The assessment of strengths and weakness should look beyond products and resources to examine processes that meet customer needs. Offer solutions to customer problems instead of specific products. Achieving goals and objectives depends on transforming strengths into capabilities by matching them with opportunities. Weaknesses can be converted into strengths with strategic investment. Threats can be converted into opportunities with the right resources. Weaknesses that cannot be converted become limitations which must be minimized if obvious or meaningful to customers. SWOT-Driven Strategic Planning

  16. Analysis of the SWOT Matrix • SWOT Matrix • A four-cell array used to categorize information at the conclusion of a SWOT analysis. • Should be based on customer perceptions, not the perceptions of the analyst. • Elements with the highest total ratings should have the greatest influence in marketing strategy. • Focus on competitive advantages by matching strengths with opportunities.

  17. The SWOT Matrix Exhibit 5.6

  18. Quantitative Assessment ofElements Within the SWOT Matrix Exhibit 5.7

  19. Discussion Question • Strengths, weaknesses, opportunities, and threats: Which is the most important? Why? How might your response change if you were the CEO of a corporation? What if you were a customer of the firm? An employee? A supplier?

  20. Developing and Leveraging Competitive Advantages • Competitive advantages can arise from many external or internal sources. • Competitive advantages refer to real differences between competing firms. • Three basic strategies for competitive advantage: • Operational Excellence • Product Leadership • Customer Intimacy

  21. Competitive Advantage Strategies • Operational Excellence • Focus on efficiency of operations and processes • Lower cost operations leads to lower prices for customers • Product Leadership • Excellence in technology and product development • Most advanced, highest quality product offering in industry • Customer Intimacy • Understanding customers better than the competition • Develop long-term customer relationships

  22. Common Sourcesof Competitive Advantage From Exhibit 5.8

  23. Discussion Question • Support or contradict this statement: “Given the realities of today’s economy and the rapid changes occurring in business technology, all competitive advantages are short lived. There is no such thing as a sustainable competitive advantage that lasts over the long term.” Defend your position.

  24. Establishing a Strategic Focus • Four major directions for strategic efforts: • Aggressive (many internal strengths / many external opportunities) • Diversification (many internal strengths / many external threats) • Turnaround (many internal weaknesses / many external opportunities) • Defensive (many internal weaknesses / many external threats) • These are the most common, but other combinations of strengths and weaknesses are possible.

  25. Identifies factors that the industry currently competes on and what customers receive from existing product offerings (captured by the horizontal axis) Identifies the offering level received by buyers for each factor (captured by the vertical axis) High levels mean that a company invests more and offers buyers more of that factor. Identifies a company’s relative performance across its industry’s factors of competition (captured by the value curve) Strategy Canvas

  26. Strategy Canvas forSouthwest Airlines Exhibit 5.10

  27. Which factors that the industry takes for granted should be eliminated? These factors may no longer have value for buyers Which factors should be reduced well below the industry’s standard? Have products been over designed in a race to beat competition? Which factors should be raised well above the industry’s standard? Has the industry forced customers to make compromises? Which factors should be created that the industry has never offered? What are the potential new sources of value for buyers? The Four Actions Framework

  28. Ultimately, good strategy is in the eye of the beholder. In marketing, there are no rules to follow and no one to hold your hand. There is only the cold hard truth of customers and competition. Good strategy is about matching the firm's strengths to the available opportunities. Blue Ocean Strategy defines good strategy as having these three characteristics: Focus – Good strategy does not diffuse the company's efforts across all key factors of competition (the value curve clearly shows focus in the strategy). Divergence – Good strategy differs from other competitors in the market (the value curve is unique from competitors). Compelling Tagline – Good strategy can be summarized in a clear-cut statement that delivers a clear, compelling message to customers. What Makes Good Strategy?

  29. Discussion Question • Is it possible for an organization to be successful despite having a value curve that is not distinct from the competition? In other words, can an organization be successful by selling a me-too product (a product that offers no compelling differences when compared to the competition)? Explain.

  30. Developing MarketingGoals and Objectives • Developing Marketing Goals • Attainability • Consistency • Comprehensiveness • Intangibility • Developing Marketing Objectives • Attainability • Continuity • Time Frame • Assignment of Responsibility

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