Presentation on theme: "Management Frameworks"— Presentation transcript:
1 Management Frameworks The StrategicManagement FrameworksArnoldo Hax
2 The Frameworks for Competitive Positioning • Porter• Resource-Based View of the Firm• The Delta Model
3 Porter’s Framework: Explaining the Profitability of a Business Competitive PositioningAchieving sustainablecompetitive advantageIndustry StructureFactors affectingindustry profitabilityStrategy Formulationand ImplementationDefining and executingthe managerial tasks
4 Figure 5-1. Elements of Industry Structure: Porter’s Five- Forces Barriers to EntryEconomics of scaleProduct differentiationBrand identificationSwitching costAccess to distribution channelsCapital requirementsAccess to latest technologyExperience and learning effectsGovernment actionIndustry protectionIndustry regulationConsistency of policiesCapital movements among countriesCustom DutiesForeign exchangeForeign ownershipAssistance provided to competitorsRivalry among CompetitorsConcentration and balance among competitorsIndustry growthFixed (or storage) costProduct differentiationIntermittent capacity increasingSwitching costsCorporate strategic stakesBarriers to ExitAsset specializationOne-time cost of exitStrategic interrelationships with other businessesEmotional barriersGovernment and social restrictionsNew EntrantsThreat ofNew EntrantsIndustry CompetitorsBargaining Powerof SuppliersBargaining Powerof BuyersSuppliersBuyersIntensity of RivalryPower of BuyersNumber of important buyersAvailability of substitutes for theindustry productsBuyers’ switching costsBuyers threat of backward integrationIndustry threat of forward integrationContribution to quality or service ofbuyers productsTotal buyers cost contributed by theindustryBuyers profitabilityPower of SuppliersNumber of important suppliersAvailability of substitutes for the suppliers productsDifferentiation or switching cost of suppliersproductsSuppliers threat of forward integrationIndustry threat of backward integrationSuppliers contribution to quality or service of theindustry productsTotal industry cost contributed by suppliersImportance of the industry to suppliers profitThreat ofSubstitutesSubstitutesAvailability of SubstitutesAvailability of close substitutesUser’s switching costsSubstitute producer’s profitability and aggressivenessSubstitute price-value
6 Make a business in an attractive industry where you can excel; then excel by achieving a low cost of differentiation through unique activitiesThe Value ChainSource: This setup for the value chain was suggested by Michael E. Porter (1985).
8 There are two ways to compete: Low Cost or Differentiation The efficiency of the low cost provider’s cost structure allows pricing below the average competitor,which in the long run may put average competitors out of business.This is why the alternative to low cost needs to be differentiation, offering unique product attributesthat the customer values and will pay a premium for.
9 However, the Total Customer Solutions positioning offers a possible preferred alternative by introducing significant costsavings (and/or revenue increases) to the customer
10 Critical Elements in Porter’s Frameworks Focus of Strategic Attention Industry/ BusinessTypes of Competitive Advantage Low Cost or DifferentiationBasic Unit of Competitive Advantage Activities
11 Porter’s Winning Formula Pick a business in an attractive industry in which you canexcel. Notice that Porter’s Framework stressed rivalryand competition. Therefore, an attractive industry is onein which we can achieve as close to a monopolistic positionas possible. In turn, the message of the value chain is toachieve sustainable advantage by beating yourcompetitors, if not in all, at least in those activities that aremost crucial to competition.Strategy is War!
13 Resources can be classified into three broad categories • Tangible assets are the easiest to value, and often are the only resources that appear on a firm’s balance sheet. They include real estate, production facilities, and raw materials, among others. Although tangible resources may be essential to a firm’s strategy, due to their standard nature, they rarely are a source of competitive advantage. There are, of course, notable exceptions.
14 Resources can be classified into three broad categories (continued) • Intangible assets include such things as companyreputations, brand names, cultures, technological knowledge, patents and trademarks, and accumulated learning and experience. These assets often lay an important role in competitive advantage (or disadvantage), and firm value.
15 Resources can be classified into three broad categories (continued) • Organizational capabilities are not factor inputs liketangible and intangible assets; they are complexcombinations of assets people, and processes thatorganizations use to transform inputs into outputs. The list of organizational capabilities includes a set of abilities describing efficiency and effectiveness: low cost structure, “lean” manufacturing, high quality production, fast product development.Source: David Collis and Cynthia Montgomery
16 A Resource-Based Approach to Strategy Analysis: A Practical Framework Source: Robert M. Grant
17 The Resource-Based View: Elements of Competitive Advantage Source: Adapted from Peteraf (1993) and Ghemawat (1991).
18 The Resource-Based View of the Firm Winning Formula Develop resources and capabilities which are rare,valuable non-tradeable, that form the basis of the corecompetencies of the firm; make those resulting advantagesustainable by precluding imitation or substitution fromcompetitors; appropriate the resulting economic rent bypreventing negative hold-up and slack conditions; andmake sure that the implementation process is done in sucha way that its associated costs do not upset the resultingbenefits.It is Strategy by Real Estate!
19 Comparison of Critical Elements in Porter’s and Resource-Based View FrameworksPorter Resource-Based ViewFocus of Strategic Attention Industry/Business CorporationTypes of Competitive Advantage Low cost or Differentiation Resources,CapabilitiesCore CompetenciesBasic Unit of Competitive Activities Core Products,Advantage StrategicArchitecture
23 The Delta Model- An Integrative Strategic Framework
24 1. Create a powerful 10x force to change the rules of the game 1. Create a powerful 10x force to change the rules of the game. Reject initiation of competitors, a product-centric mentality,and a commoditization mindset.2. Generate significant barriers around the customers through a unique customer value proposition based on deep customersegmentation, and consumer understanding.3. Do not use competitors as a central benchmark to guide your strategic actions. The key industries to concentrate on arethose of your customers, suppliers, and complementors. Strategy is not war with your competitors; it is love with yourcustomers, suppliers, consumers, and complementors.4. Develop and nurture the integrated value chain with your key suppliers and customer. Bring in all the power of B2B andB2C to accomplish this objective. This is critical for customer lock-in.5. Add a new player: the complementors. Seek complementor support and investment in your business. Make them keypartners in seeking the delivery of Total Customer Solutions. Extend the unique value proposition to includecomplementors, as well as suppliers. This is the key for obtaining complementor lock-in, competitor lock-out, andultimately System Lock-In.6. If your customer, suppliers, and complementors are numerous and fragmented you could also provide them with state-ofthe-art management practices and a wealth of information and intelligence that they could never acquire otherwise. Yourlock-in will be admirably enhanced.
25 The Required Resources and Capabilities for the Delta Model 1. First and foremost, you need a deep customer andconsumer understanding obtained via a detailedsegmentation and supported by aggregated and granularmetrics.2. This understanding should also be extended to criticalsuppliers and complementors. Do not get trapped in yourindustry trends alone.3. The implementation of the new business model is realizablemostly because the opportunities and potentials offered bythe Internet and its associated technologies: e-business, ecommerce,e-systems. The appropriation of this skill isessential.
26 The Required Resources and Capabilities for the Delta Model (Continued)4. Create the dynamic and entrepreneurial environment ofrisk-taking and reward-sharing originated by theprofessional challenges associated with the “newtechnologies.”5. The ultimate output is the development and implementationof unique and exciting value propositions for all the keyplayers: customers, consumers, suppliers, andcomplementors. The first mover advantage isoverwhelming. You have to be fast.
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