Enviar pesquisa
Carregar
Barney smca4 05
•
Transferir como PPT, PDF
•
6 gostaram
•
2,544 visualizações
Anshul Chaudhary
Seguir
Denunciar
Compartilhar
Denunciar
Compartilhar
1 de 26
Baixar agora
Recomendados
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Rabia Rajput
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)
Mohit Singla
Chapter 4
Chapter 4
International Islamic University Chittagong, Batch 28 A9
David ppt exp_ch04
David ppt exp_ch04
Delwin Arikatt
Chp-08.ppt
Chp-08.ppt
NasirMehmood666923
Strategic Mangement Lecture 4
Strategic Mangement Lecture 4
jillmitchell8778
Strategy Mapping
Strategy Mapping
led4lgus
Strategies Formulation | Types Of Business Strategies & Objectives | Long Ter...
Strategies Formulation | Types Of Business Strategies & Objectives | Long Ter...
FaHaD .H. NooR
Recomendados
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Strategic Management Slides - Chapter 4 "the Internal Assessment"
Rabia Rajput
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)
Mohit Singla
Chapter 4
Chapter 4
International Islamic University Chittagong, Batch 28 A9
David ppt exp_ch04
David ppt exp_ch04
Delwin Arikatt
Chp-08.ppt
Chp-08.ppt
NasirMehmood666923
Strategic Mangement Lecture 4
Strategic Mangement Lecture 4
jillmitchell8778
Strategy Mapping
Strategy Mapping
led4lgus
Strategies Formulation | Types Of Business Strategies & Objectives | Long Ter...
Strategies Formulation | Types Of Business Strategies & Objectives | Long Ter...
FaHaD .H. NooR
What is strategy
What is strategy
Vishmita Vanage
Strategic Management Chapter 2
Strategic Management Chapter 2
GOVIND KUMAR MISHRA
Business strategy
Business strategy
daryl10
Strategic Management Lecture 2
Strategic Management Lecture 2
jillmitchell8778
Chapter 7 strategic management
Chapter 7 strategic management
Kalsoom Fatima
Strategy Development and Implementation
Strategy Development and Implementation
Amin Senin
Strategies in Action
Strategies in Action
Noel Buensuceso
Kotler 15. Introducing New Market Offerings.ppt
Kotler 15. Introducing New Market Offerings.ppt
LuciaeMitra
The concept of Core Competency
The concept of Core Competency
Sajeed Mahaboob
Internal Environmental Analysis
Internal Environmental Analysis
Faiz Alwi
Global Wine War 2009: Old vs. New country
Global Wine War 2009: Old vs. New country
esuolag1
Dynamic Capabilities and Strategic Management
Dynamic Capabilities and Strategic Management
National Taiwan University Graduate Institute of Business Administration
Ppt competitive advantage
Ppt competitive advantage
zhouguoqing
Harward business review- What is strategy ?
Harward business review- What is strategy ?
Devang Gargieya
Strategic Management: Concepts & Cases CH:01
Strategic Management: Concepts & Cases CH:01
KaleemSarwar2
Chap004 understanding company's resources and position
Chap004 understanding company's resources and position
Ajit Kumar
Introducing new market offerings
Introducing new market offerings
Mahfuzur Rahman
Strategic intent
Strategic intent
Yash chanana
105581 0135053048 ppt
105581 0135053048 ppt
ftsutton
Winning Markets Through Strategic Planning, Implementation, and Control
Winning Markets Through Strategic Planning, Implementation, and Control
Sumit Pradhan
Strategic Management for Competitive Advantage
Strategic Management for Competitive Advantage
sanaullah abro
Strategic management chapter 1
Strategic management chapter 1
Shofiqul Haque
Mais conteúdo relacionado
Mais procurados
What is strategy
What is strategy
Vishmita Vanage
Strategic Management Chapter 2
Strategic Management Chapter 2
GOVIND KUMAR MISHRA
Business strategy
Business strategy
daryl10
Strategic Management Lecture 2
Strategic Management Lecture 2
jillmitchell8778
Chapter 7 strategic management
Chapter 7 strategic management
Kalsoom Fatima
Strategy Development and Implementation
Strategy Development and Implementation
Amin Senin
Strategies in Action
Strategies in Action
Noel Buensuceso
Kotler 15. Introducing New Market Offerings.ppt
Kotler 15. Introducing New Market Offerings.ppt
LuciaeMitra
The concept of Core Competency
The concept of Core Competency
Sajeed Mahaboob
Internal Environmental Analysis
Internal Environmental Analysis
Faiz Alwi
Global Wine War 2009: Old vs. New country
Global Wine War 2009: Old vs. New country
esuolag1
Dynamic Capabilities and Strategic Management
Dynamic Capabilities and Strategic Management
National Taiwan University Graduate Institute of Business Administration
Ppt competitive advantage
Ppt competitive advantage
zhouguoqing
Harward business review- What is strategy ?
Harward business review- What is strategy ?
Devang Gargieya
Strategic Management: Concepts & Cases CH:01
Strategic Management: Concepts & Cases CH:01
KaleemSarwar2
Chap004 understanding company's resources and position
Chap004 understanding company's resources and position
Ajit Kumar
Introducing new market offerings
Introducing new market offerings
Mahfuzur Rahman
Strategic intent
Strategic intent
Yash chanana
105581 0135053048 ppt
105581 0135053048 ppt
ftsutton
Winning Markets Through Strategic Planning, Implementation, and Control
Winning Markets Through Strategic Planning, Implementation, and Control
Sumit Pradhan
Mais procurados
(20)
What is strategy
What is strategy
Strategic Management Chapter 2
Strategic Management Chapter 2
Business strategy
Business strategy
Strategic Management Lecture 2
Strategic Management Lecture 2
Chapter 7 strategic management
Chapter 7 strategic management
Strategy Development and Implementation
Strategy Development and Implementation
Strategies in Action
Strategies in Action
Kotler 15. Introducing New Market Offerings.ppt
Kotler 15. Introducing New Market Offerings.ppt
The concept of Core Competency
The concept of Core Competency
Internal Environmental Analysis
Internal Environmental Analysis
Global Wine War 2009: Old vs. New country
Global Wine War 2009: Old vs. New country
Dynamic Capabilities and Strategic Management
Dynamic Capabilities and Strategic Management
Ppt competitive advantage
Ppt competitive advantage
Harward business review- What is strategy ?
Harward business review- What is strategy ?
Strategic Management: Concepts & Cases CH:01
Strategic Management: Concepts & Cases CH:01
Chap004 understanding company's resources and position
Chap004 understanding company's resources and position
Introducing new market offerings
Introducing new market offerings
Strategic intent
Strategic intent
105581 0135053048 ppt
105581 0135053048 ppt
Winning Markets Through Strategic Planning, Implementation, and Control
Winning Markets Through Strategic Planning, Implementation, and Control
Destaque
Strategic Management for Competitive Advantage
Strategic Management for Competitive Advantage
sanaullah abro
Strategic management chapter 1
Strategic management chapter 1
Shofiqul Haque
The five competitive forces that shape strategy and campaigns
The five competitive forces that shape strategy and campaigns
Paul Friend
Session 1
Session 1
reMARK - The Marketing Students' Association
Strategic architecture
Strategic architecture
Bas van Gils
نظم المعلومات والميزة التنافسية
نظم المعلومات والميزة التنافسية
Prof. Othman Alsalloum
Strategic management process,generic strategy
Strategic management process,generic strategy
Rajesh kumar
Creating competitive advantage
Creating competitive advantage
Shanskrite Eshita
From Delta Model to BSC - Strategic Management and the Complete Cycle of the ...
From Delta Model to BSC - Strategic Management and the Complete Cycle of the ...
MSc Nivaldo Tadeu Marcusso
Strategies for competitive advantage
Strategies for competitive advantage
Rajiv B Deo
Product differentiation
Product differentiation
Endro Catur
Strategic management and strategic planning
Strategic management and strategic planning
Ovidijus Jurevicius
Michael Porter's Competitive Advantage
Michael Porter's Competitive Advantage
Wesley Shu
Competitive advantage
Competitive advantage
Al-azhar University - faculty of commerce
Harle-Davidson; mission & vision
Harle-Davidson; mission & vision
Samriddhi Khare
Strategic Alliances
Strategic Alliances
Mohamed Khalifa
Destaque
(16)
Strategic Management for Competitive Advantage
Strategic Management for Competitive Advantage
Strategic management chapter 1
Strategic management chapter 1
The five competitive forces that shape strategy and campaigns
The five competitive forces that shape strategy and campaigns
Session 1
Session 1
Strategic architecture
Strategic architecture
نظم المعلومات والميزة التنافسية
نظم المعلومات والميزة التنافسية
Strategic management process,generic strategy
Strategic management process,generic strategy
Creating competitive advantage
Creating competitive advantage
From Delta Model to BSC - Strategic Management and the Complete Cycle of the ...
From Delta Model to BSC - Strategic Management and the Complete Cycle of the ...
Strategies for competitive advantage
Strategies for competitive advantage
Product differentiation
Product differentiation
Strategic management and strategic planning
Strategic management and strategic planning
Michael Porter's Competitive Advantage
Michael Porter's Competitive Advantage
Competitive advantage
Competitive advantage
Harle-Davidson; mission & vision
Harle-Davidson; mission & vision
Strategic Alliances
Strategic Alliances
Semelhante a Barney smca4 05
Business level strategy: Creating and Sustaining Competitive Advantages
Business level strategy: Creating and Sustaining Competitive Advantages
Angelica Angelo Ocon
Papa John's Case Study
Papa John's Case Study
Anto Batubara
Bus475.Nov09.4
Bus475.Nov09.4
Lawrence
Shrm
Shrm
IDEE JSC
Strategic Differentiation 1232146562939496 2
Strategic Differentiation 1232146562939496 2
Frederik Dessau
Strategic Differentiation
Strategic Differentiation
pimschuitemaker
New product development 20120630
New product development 20120630
ČraŽy Tarøka
Developing a Brand Strategy
Developing a Brand Strategy
Lipman Hearne Inc.
Product planning & development
Product planning & development
Soma Giri
Brand equitymod
Brand equitymod
RYK1234
Launch presentation
Launch presentation
myvasolution
Pursuit Bid Process Map
Pursuit Bid Process Map
PURSUIT Communications Ltd
Bus475.Nov09.3
Bus475.Nov09.3
Lawrence
Leadership In Product Management
Leadership In Product Management
SVPMA
Segmentation Best Practices
Segmentation Best Practices
Chadwick Martin Bailey
Specialization research
Specialization research
AmazonConsulting
Specialization research
Specialization research
PartnerPath
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
Hector Del Castillo, CPM, CPMM
SUPORT 1.0 Benefits SME - EN
SUPORT 1.0 Benefits SME - EN
José PIETRI
IABC Silver Inkwells Keynote \'The New PR\'
IABC Silver Inkwells Keynote \'The New PR\'
John Friedman
Semelhante a Barney smca4 05
(20)
Business level strategy: Creating and Sustaining Competitive Advantages
Business level strategy: Creating and Sustaining Competitive Advantages
Papa John's Case Study
Papa John's Case Study
Bus475.Nov09.4
Bus475.Nov09.4
Shrm
Shrm
Strategic Differentiation 1232146562939496 2
Strategic Differentiation 1232146562939496 2
Strategic Differentiation
Strategic Differentiation
New product development 20120630
New product development 20120630
Developing a Brand Strategy
Developing a Brand Strategy
Product planning & development
Product planning & development
Brand equitymod
Brand equitymod
Launch presentation
Launch presentation
Pursuit Bid Process Map
Pursuit Bid Process Map
Bus475.Nov09.3
Bus475.Nov09.3
Leadership In Product Management
Leadership In Product Management
Segmentation Best Practices
Segmentation Best Practices
Specialization research
Specialization research
Specialization research
Specialization research
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
Why Leading Innovation Is Essential To Ignite Your Company’s Growth - H. Del ...
SUPORT 1.0 Benefits SME - EN
SUPORT 1.0 Benefits SME - EN
IABC Silver Inkwells Keynote \'The New PR\'
IABC Silver Inkwells Keynote \'The New PR\'
Barney smca4 05
1.
Chapter 5
Product Differentiation Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall. 5-1
2.
Product Differentiation
The Strategic Management Process External Analysis Strategic Strategy Competitive Mission Objectives Choice Implementation Advantage Internal Analysis Business Level Corporate Level Strategy Strategy How to Position a Which Businesses Business to Enter? in the Market? Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-2 2
3.
Product Differentiation
Business Level Strategies Two Generic Business Level Strategies Cost Leadership: • generate economic value by having lower costs than competitors Example: Wal-Mart Product Differentiation: • generate economic value by offering a product that customers prefer over competitors’ product Example: Harley-Davidson Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-3 3
4.
Product Differentiation
Product Differentiation A business level strategy intended to: • increase the perceived value of the focal firm’s products and/or services relative to the value of competitor’s products and/or services • create a customer preference for the focal firm’s products and/or services Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-4 4
5.
Product Differentiation
Bases of Differentiation A base of differentiation must fill some customer need: • image • beauty • safety • furthering a cause • hunger • status • quality • reliability in use • comfort • style • service • nostalgia • cleanliness • taste • accuracy • belonging A differentiated product fills one or more needs better than the products of competitors Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-5 5
6.
Product Differentiation
Bases of Differentiation Almost anything can be a base of differentiation • the wide range of customer needs can be filled by a wide range of bases of differentiation • tangible thing (product features, location, etc.) • intangible concept (reputation, a cause, an ideal, etc.) • limited only by managerial creativity Example: Fred Smith and FedEx Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-6 6
7.
Product Differentiation
Bases of Differentiation Three Categories 1) Product Attributes • exploiting the actual product 2) Firm—Customer Relationships • exploiting relationships with customers 3) Firm Linkages • exploiting relationships within the firm and/or relationships with other firms Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-7 7
8.
Product Differentiation
Bases of Differentiation Product Attributes • Product Features – the shape of a golf club head • Product Complexity – multiple functions on a watch • Timing of Introduction – being the first to market • Location – locating next to a freeway exit Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-8 8
9.
Product Differentiation
Bases of Differentiation Firm-Customer Relationships • Customization – creating a unique diamond bracelet for a customer • Consumer Marketing – creating brand loyalty to a soap through image advertising • Reputation – sponsoring the local homeless shelter to engender positive community response Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-9 9
10.
Product Differentiation
Bases of Differentiation Firm Linkages • Linkages among Functions in the Firm – using a circuit board designed in one division in other divisions • Linkages with other Firms – a sporting goods store sponsors a benefit race by donating running shoes and receives free radio advertising in return • Product Mix – a furniture store begins to sell home gym equipment, computers, and lawn mowers Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-10 10
11.
Product Differentiation
Bases of Differentiation Firm Linkages • Distribution Channels – a doughnut shop begins to sell its doughnuts through gas stations • Service and Support – an oil change shop begins to offer pick up and delivery of cars in an office building’s parking garage Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-11 11
12.
Product Differentiation
Competitive Advantage A product differentiation strategy must meet the VRIO criteria… Is it Valuable? Is it Rare? Is it costly to Imitate? Is the firm Organized to exploit it? …if it is to create competitive advantage. Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-12 12
13.
Product Differentiation The Value
of Product Differentiation Neutralizing Threats Toyota protected from Hyundai Entry Chrysler’s Industry Allen Edmonds Buyers Rivalry Crossfire & Cole Hahn Focal Firm Threat Home vs. Photo Ruth’s Chris Substitutes Suppliers Shop Printing of Steak House Digital Pictures Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-13 13
14.
Product Differentiation
The Value of Product Differentiation Focal Firm with No Focal Firm with Differentiated Product Differentiated Product MCff Pff ATCind ATCff Pind Dind Dff MRff Qind Qff Above Normal Profits Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-14 14
15.
Product Differentiation The Value
of Product Differentiation Exploiting Industry-type Opportunities Fragmented Industry Branding: commodity differentiated product Example: Kellogg’s Corn Flakes Emerging Industry First mover advantages: captures market share Example: Motorola Cell Phones Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-15 15
16.
Product Differentiation The Value
of Product Differentiation Exploiting Industry-type Opportunities Mature Industry Refining product or adding services Example: Ford’s emphasis on service Declining Industry Exploiting niches: serving those with strong needs Example: NEWT at the Royal Hawaiian Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-16 16
17.
Product Differentiation The Value
of Product Differentiation Exploiting Other Opportunities Trends or Fads Social Causes • spinners • themed credit cards • surf clothing • animal safe clothing Government Policy Economic Conditions • Toyota Prius • outplacement agencies • airport x-ray machines • check cashing services Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-17 17
18.
Product Differentiation
Rareness of Product Differentiation By definition, we assume rareness • if a product is differentiated, it is rare enough • customer preferences are evidence of a differentiated product • increased volume of purchases • and/or a premium price Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-18 18
19.
Product Differentiation
Imitability of Product Differentiation Logic of costs of imitation • if would-be imitators face a cost disadvantage of imitation, they will rationally choose not to imitate Sources of costs of imitation • historical uniqueness • causal ambiguity • social complexity Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-19 19
20.
Product Differentiation
Imitability of Product Differentiation Product Features Easy Duplication of Bases Timing Product Mix Usually May be Location Product complexity Costly Costly Reputation Links with other firms Links between functions Product customization Distribution Channels Consumer marketing Service and Support Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-20 20
21.
Product Differentiation
Imitability of Product Differentiation Substitutes • some substitutes may be obvious • some substitutes may not be obvious • if no substitutes are obvious, then we would conclude that imitation through substitution will be costly—at least for the present time • if a base of differentiation is valuable, others will attempt to imitate it through duplication and/or substitution Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-21 21
22.
Product Differentiation
Organizing for Product Differentiation Organizational Management Compensation Structure Controls Policies • U-Form with • flexibility Reward: cross-functional • cross- teams • broad guidelines functional cooperation • creativity encouraged • creativity • risk taking Example: Ford Taurus Cross-Functional Teams Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-22 22
23.
Product Differentiation Cost Leadership
and Product Differentiation Can a firm pursue both simultaneously? No Yes • use of structure, • firms can do both management control, because some bases and compensation of differentiation also policies are nearly lend themselves to opposites low cost • structure, controls, & policies are not opposites Example: Rolex Example: Toyota Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-23 23
24.
Product Differentiation
Summary • product differentiation creates customer preferences • preferences allow firms to make above normal profits • almost anything can be a base of differentiation • bases of product differentiation that meet the VRIO criteria may generate competitive advantage • a product differentiation strategy is only as good as its implementation Product differentiation principles can be applied to your personal and professional lives. Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-24 24
25.
Product Differentiation
The Value of Product Differentiation Focal Firm with No Focal Firm with Differentiated Product Differentiated Product MCff Pff ATCind ATCff Pind Dind Dff MRff Qind Qff Above Normal Profits Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-25 25
26.
Product Differentiation
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Copyright © 2012 Pearson Prentice Hall. Management & Competitive Advantage – Barney & Hesterly Strategic All rights reserved. 5-26 26
Baixar agora