Avoiding Faillure and Sustaining Competitive Advantahe
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Transcript of Avoiding Faillure and Sustaining Competitive Advantahe
COMPETENCIES AND PROFITABILITY ANALYZING INTERNAL
RESOURCESCHAPTER 3
Decena | Dy | Gastanes | Lim | Requejo | Santos | Tan
Opening Case
• Standout performers in the US airline industry - ROIC 5.8%• Famous for low fares 30% beneath rivals
Opening Case
• Competitive Advantage– Only one type of plane – High employee-to-
passenger ratio 1 to 2,400– No meals, no movies and
no baggage transfer– Flies from point-to-point– Gives a percentage of
profit in terms of shares to its employees
The Roots of Competitive Advantage
DISTINCTIVE COMPETENCIES• Firms-specific strengths that allow a company to
differentiate its product from those offered by rivals, and/or achieve substantially lower costs than its rivals.
The Roots of Competitive Advantage
DISTINCTIVE COMPETENCIES: Resources
• Assets of a company- Tangible: Physical entities
such as land, buildings, equipment, inventory and money
- Intangible: Nonphysical entities such as brand names, reputation of company, and intellectual property
The Roots of Competitive Advantage
• Skills at coordinating its resources and putting them to productive use- Southwest
Airlines: Select, motivate, and manage workforce
DISTINCTIVE COMPETENCIES: Capabilities
The Roots of Competitive Advantage
DISTINCTIVE COMPETENCIES: Resources, Capabilities and Competencies
• Use those resources effectively• Establish a distinctive competitive
advantage• Both firm-specific and valuable
resources and firm-specific capabilities to manage those resources
The Roots of Competitive Advantage
DISTINCTIVE COMPETENCIES: The Role of Strategy
Competitive Advantage, Value Creation and Profitability
• How profitable a company becomes depends of three factors:- The value customers place on
the products- The price that a company
charges for its products- The costs of creating those
products
Competitive Advantage, Value Creation and Profitability
• Utility vs. Price: Utility is something that the customers get from the product.
• Consumer surplus: The price a company is typically less than the utility value
• Customer’s reservation price: The price that reflects that individual’s unique assessment of the utility
Competitive Advantage, Value Creation and Profitability
VALUE CREATION PER UNIT
Competitive Advantage, Value Creation and Profitability
VALUE CREATION AND PRICING OPTIONS
Competitive Advantage, Value Creation and Profitability
COMPARING TOYOTA AND GENERAL MOTORS
The Value Chain
• Idea that a company is a chain of activities for transforming inputs into outputs that customers value.
The Value Chain
Research and Development•Design
of products and production processes
Production• Creation of good or
service
Marketing and Sales• Increase the value that
customers perceive
Customer Service•Provid
e after sales service and supportPrimary
Activities
The Value Chain
Materials management (Logistics)•Control
s the transmission of physical materials through the value chain
Human Resources• Ensures that the company
has the right mix of skilled people
Information Systems• Largely electronic systems
Company Infrastructure•Compa
nywide context within which all other value creation activities take place
Support Activities
The Building Blocks of Competitive Advantage
Efficiency
Quality
Innovation
Customer Responsiveness
The Building Blocks of Competitive Advantage
Generic competencies allow a company to:• Differentiate its product
= provide more utility• Lower cost structure
Efficiency, quality, innovation and customer responsiveness are all INTERRELATED.
The Building Blocks of Competitive Advantage
EFFICIENCY• Quantity of inputs to produce a
given output• A company is more efficient with
few inputs and high outputs
Employee Productivity
Output produced per employee
Capital Productivity
Sales produced per dollar of capital
The Building Blocks of Competitive Advantage
QUALITY• A product has superior quality when customers perceive that its attributes provide them with higher utility than products sold by rivals
Quality as Excellence
Quality as Reliability
The Building Blocks of Competitive Advantage
INNOVATION• Act of creating new products and processes• Give the company something unique
Product Innovation
Process Innovation
The Building Blocks of Competitive Advantage
CUSTOMER RESPONSIVENESS• Achieving superior quality and
innovation• Customize goods and services• Customer response time: time it
takes for a good to be delivered or a service to be performed
Competitive Advantage and the Value Creation Cycle
Competitive Advantage and Superior Profitability
Business Model
StrategiesDistinctive Competencies
Analyzing Competitive Advantage and Profitability
• The key measure of company’s financial performance is its profitability.
• Return on Invested Capital – best measure of profitability because of “it’s focus on true operating performance of the company.”
Analyzing Competitive Advantage and Profitability
DU PONT FORMULA• Decomposition of ROIC was first developed by
managers at DuPont Company (1900s) as a method for identifying drivers of profitability.
ROIC
Return on Sales
COGS/Sales
SG&A/Sales
R&D/Sales
Capital Turnover
Working Capital/Sales
PPE/Sales
The Durability of Competitive Advantage
BARRIERS TO IMITATION• Primary determinant of
the speed of imitation• The greater the barriers
to imitation, the more sustainable is a company’s competitive advantage
The Durability of Competitive Advantage
IMITATING RESOURCES• Firm-specific and
valuable tangible resources – Buildings, plant and
equipment
• Intangible resources– Brand names, marketing
strategies, patent system
The Durability of Competitive Advantage
IMITATING CAPABILITIES• Based on the way in which decisions are made and
processes managed deep within a company
• Product of how numerous individuals interact within a unique organizational setting
The Durability of Competitive Advantage
IMITATING CAPABILITIES: Capability of Competitors
• Commitment to a particular way of doing business
• Absorptive capacity: ability of an enterprise to identify, value, assimilate, and use new knowledge
The Durability of Competitive Advantage
IMITATING CAPABILITIES: Industry Dynamism• Most dynamic industry: very high rate of product
innovation
Avoiding Failure and Sustaining Competitive Advantage
WHY COMPANIES FAIL
• Profitability is substantially lower
• Lost the ability to attract and generate resources
Avoiding Failure and Sustaining Competitive Advantage
WHY COMPANIES FAIL: Inertia• Argument: Difficult to
change their strategies and structures in order to adapt to changing competitive conditions
• Organizational capabilities• Distribution of power and
influence (power struggle and political resistance)
Avoiding Failure and Sustaining Competitive Advantage
WHY COMPANIES FAIL: Prior Strategic Commitments• Stuck with significant resources specialized for that
particular business
Avoiding Failure and Sustaining Competitive Advantage
WHY COMPANIES FAIL: The Icarus Paradox
• Icarus in Greek mythology• Miller: The greatest asset
caused demise• Four major categories:
craftsmen, builders, pioneers, and salesmen
Avoiding Failure and Sustaining Competitive Advantage
STEPS TO AVOID FAILURE
Focus on the Building Blocks of
Competitive Advantage
Institute Continuous
Improvements and Learning
Track Best Industrial
Practice and Use
Benchmarking
Overcome Inertia
Avoiding Failure and Sustaining Competitive Advantage
THE ROLE OF LUCK• In the face of uncertainty,
some companies just happen to pick the correct strategy
• “The harder I work, the luckier I seem to get”