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Where to Compete
The product-market investment decision
A Business Strategy
How to Compete
Value proposition Assets & competencies Function area strategies and programs
Figure 1.1
Competitor Analysis
They came in groups, they measured, they sketched and they tape recorded everything they could. Their questions were precise. They were surprised how open the Americans were.
That was an account of Japanese efforts at competitor analysis in the 1960s in the U.S automobile industry. By the 1970s they were able to penetrate the US market successfully. They similarly studied the design approaches of European manufacturers. The best and fastest way to learn a sport is to watch and imitate a champion. ( Bruce Henderson, Founder of BCG)
In contrast ..
The Americans were late in even recognizing the competitive threat from Japan and never did well at analyzing Japanese firms or the new strategic imperatives created by the revised competitive environment
Clearly.
Competitor analysis was one big reason why the Japanese were able to succeed was that they were much better than US firms at competitor analysis
Soon, there is a huge demand for Nirma in Ruppur (Gujarat), Patels hometown. He starts packing the formulation in a 10x10ft room in his house. Patel names the powder as Nirma, after his daughter Nirupama.
Patel is able to sell about 15-20 packets a day on his way to the office on bicycle, some 15 km away. By 1985, Nirma washing powder has become one of the most popular, household detergents in many parts of the country.
Nirma is the lowest- priced branded washing powder available in grocery stores. The middleclass housewife is happy as she can now choose a lower-priced washing powder against Surf, which is beyond her budget. Nirma also has an impact on upper-middleclass and higher income families, who choose Nirma for washing their inexpensive clothes.
Starting as a one-product one-man outfit in 1969, Nirma becomes a Rs 17 billion company within three decades.
The company has multi-locational manufacturing facilities, and a broad product portfolio under an umbrella brand Nirma. The company's mission : to provide, "Better Products, Better Value, Better Living" contributes a great deal to its success. Nirma successfully counters competition from HLL and carves a niche for itself in the lower-end of the detergents and toilet soap market.
Competitor Analysis
Commences with identifying current and potential competitors. 2 Approaches for this : a) Competitors are grouped according to the degree they compete for a buyers choice. The perspectives of customers who must make choices among competitors are examined.
b) Competitors are placed into strategic groups on the basis of their competitive strength.
The focus is on understanding them and their strategies. An analysis of the strengths and weaknesses of each competitor or strategic group is then done.
Can these competitors be grouped into strategic groups on the basis of their assets, competencies and /or strategies?
Who are the potential competitive entrants? What are their barriers to entry? Is there anything that can be done to discourage them?
What are their objectives and strategies? Their level of commitment ? Their exit barriers?
Which are the most successful /unsuccessful competitors over time? Why?
What are the strengths and weaknesses of each competitor or strategic group?
What leverage points could competitors exploit to enter the market or become more serious competitors ?
Evaluate the competitors with respect to their assets and competencies. Generate a competitor strength grid.
Identifying Competitors
In most instances primary competitors are obvious Coke with Pepsi and other colas brands and private labels Citibank with Chase and BOA and other major banks NBC with CBS and Fox
Businesses that compete most directly will often use the same business model and the same assumptions about customers. Usually focusing on price is the winning factor, with a resulting erosion of profitability.
Colas, Banks, TV networks are no longer as dominant as they were Coffee is bought and consumed differently
Coke ignored emerging submarkets in water, iced tea, fruit based drinks while focusing on Pepsi. Hence missed opportunity and has had to follow an expensive and difficult catch up strategy.
While major television networks struggle against each other ESPN, CNN have flourished.
Nintendo, the Internet, Home Shopping are competing for the leisure time of viewers.
With banks focusing on competing banks Mutual funds, insurers, brokers have cut into their traditional markets.
Thus, Competitive analysis will benefit from extending the perspective beyond the obvious direct competitors.
By taking indirect competitors into its purview the strategic horizon is expanded
In the real world the customer is never restricted to a firms direct competitors but is always poised to consider other options.
Potential competitors
Market entrants who might engage in : Market expansion ( Come into new territory) Product expansion ( eg. From shoes to apparel to the same customers) Backward integration ( A soup company making its own cans)
Retaliatory or defensive strategies (Firms that are threatened by a potential or actual move in the market might retaliate).
Understanding Competitors
Competitor actions are influenced by 8 elements : Financial performance : Size, growth and profitability Image and positioning strategy Competitor Objectives and Commitment
Competitor Actions
5 questions to ask
Why are successful businesses successful and why are unsuccessful businesses unsuccessful? What are the key customer motivations?
Value Chain
The Value Chain is a useful tool to identify significant value-added components.
Developed by Michael Porter it consists of two types of value creating activities and should be considered in assessing a competitor.
Support Activities
Inbound Logistics
Service
Primary Activities
Figure 4.5
Source: Reprinted with permission 1985 Michael Porter
Operations
Marketing and Sales : Communication, pricing and channel management Service : Installation, Repair and parts
Question to consider
Which components of the value chain can create most competitive advantage for a competitor either in terms of customer benefits or reduced cost?
Innovation
Technical product or service superiority New product capability R &D Technologies Patents
Manufacturing
Cost structure Flexible production operations Equipment Access to raw materials Vertical integration Workforce attitude and motivation Capacity
From operations From net short term assets Ability to use debt and equity financing Parents willingness to finance
Management
Quality of Top and Middle Management Knowledge of business Culture Strategic Goals and Plans Entrepreneurial thrust Planning / Operation System Loyalty/Turnover Quality of Strategic decision making
Marketing
Product Quality reputation Product characteristics/Differentiation Brand name recognition Breadth of the product line systems capability Customer Orientation Segmentation/Focus
Distribution Retailer relationship Advertising/Promotion skills Sales Force Customer Service/ Product support
Customer Base
PROCUREMENT Transportation Technology Material Handling Technology Storage and Preservation Technology Communication System Technology Testing Technology Information Technology
Information Systems Technology Communication System Technology Transportation System Technology Basic Process Technology Materials Technology Machine Tools Technology Materials Handling Technology Packaging Technology Testing Technology I/nformation Tech. Transportation Technology Material Handling Technology Packaging Technology Communications Technology Information Technology Multi-Media Technology Communication Technology Information Technology Diagnostic and Testing Technology Communications Technology Information Technology
INBOUND LOGISTICS
OPERATIONS
OUTBOUND LOGISTICS
SERVICE
Adapted with the permission of the Free Press, an imprint of Simon & Schuster Inc.. from COMPETITIVE ADVANTAGE: Creating and Sustaining Superior Performance by Michael Porter. Copyright 1985 by Michael E. Porter., p. 167.
Figure 3-8
Search Engines for articles and financials Databases Directories Government Reports Trade associations, magazines, and meetings Technical meetings and Journals Marketing Research
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