Strategic

Management
Porter's Generic Strategies
 Porter's Generic Strategies
 A firm positions itself by leveraging its strengths

 Michael Porter has argued that a firm's strengths

ultimately fall into one of two headings: cost
advantage and differentiation.

 By applying these strengths in either a broad or

narrow scope, three generic strategies result: cost
leadership, differentiation, and focus
 Cost Leadership Strategy
 This generic strategy calls for being the low cost
producer in an industry for a given level of
quality.

 The firm sells its products either at average

industry prices to earn a profit higher than that of
rivals, or below the average industry prices to
gain market share.
 In the event of a price war, the firm can maintain
some profitability while the competition suffers
losses

 Even without a price war, as the industry matures

and prices decline, the firms that can produce
more cheaply will remain profitable for a longer
period of time

 The cost leadership strategy always targets a

broad market.
Firms that succeed in cost leadership often
have the following internal strengths:

 Access to the capital required to make a

significant investment in production assets; this
investment represents a barrier to entry that
many firms may not overcome.
 Skill in designing products for efficient
manufacturing.
 High level of expertise in manufacturing process
engineering.
 Efficient distribution channels
 Risks Involved
 Other firms may be able to lower their costs as
well.
 As technology improves, the competition may be
able to leapfrog the production capabilities, thus
eliminating the competitive advantage.

 Several firms following a focus strategy and

targeting various narrow markets may be able to
achieve an even lower cost within their segments
and as a group gain significant market share.
 A leading cost strategy for McDonalds is the
ability to purchase the land and buildings of its
restaurants
 McDonalds also developed a strong division of
labor for its production processes, tight
management control and product development
strategy. Creating a strong top-down style of
management is another leading cost strategy for
McDonalds
 Using fewer in-store managers allows the
company to hire lower-wage workers to
complete tasks.
 After nearing complete bankruptcy in the 1980s,
Apple clawed its way back into the personal
electronic industry through smart business
practices and highly desirable consumer goods.
 Apple uses low-cost direct materials to develop
the cheapest consumer goods possible.
 Creating long-standing business agreements with
companies like AT&T for web hosting and other
applications helps Apple stay focused on
developing products rather than Internet hosting
or access
 Differentiation Strategy
 A differentiation strategy calls for the
development of a product or service that offers
unique attributes that are valued by customers
and that customers perceive to be better than or
different from the products of the competition.

 The value added by the uniqueness of the

product may allow the firm to charge a premium
price for it. The firm hopes that the higher price
will more than cover the extra costs incurred in
offering the unique product.
 Firms that succeed in a differentiation
strategy often have the following internal
strengths:
 Access to leading scientific research.

 Highly skilled and creative product development

team.

 Strong sales team with the ability to successfully

communicate the perceived strengths of the
product.

 Corporate reputation for quality and innovation.

 Risks Involved

 Imitation by competitors and changes in

customer tastes

 Various firms pursuing focus strategies may

be able to achieve even greater
differentiation in their market segments.
 Medimix herbal soap differentiated itself on the
herbal plank two decades back when there were
only synthetic soaps.
 A new brand of herbal soap launched in today’s
context has to probably define the herbal
qualities through an enhanced mix of ingredients
to convey the differentiation because `herbal’ is
the proposition of several brands both new and
old.
 The established Medimix brand is currently
running a campaign, which conveys the brand
benefits through appropriate imagery.
 Focus Strategy
 The focus strategy concentrates on a narrow
segment and within that segment attempts to
achieve either a cost advantage or differentiation.

 The premise is that the needs of the group can be

better serviced by focusing entirely on it

 A firm using a focus strategy often enjoys a high

degree of customer loyalty, and this entrenched
loyalty discourages other firms from competing
directly.
 Because of their narrow market focus, firms
pursuing a focus strategy have lower
volumes and therefore less bargaining
power with their suppliers

 However, firms pursuing a differentiation-

focused strategy may be able to pass higher
costs on to customers since close substitute
products do not exist.
Firms that succeed in a Focus Strategy often
have the following internal strengths:

 The firm is able to tailor a broad range of

product development strengths to a
relatively narrow market segment that they
know very well.
 Risks Involved
 Imitation and changes in the target segments

 It may be fairly easy for a broad-market cost

leader to adapt its product in order to compete
directly

 Other focusers may be able to carve out sub-

segments that they can serve even better.
 By successfully adopting the 'focus' strategy since
1997, PepsiCo has emerged as the second largest
consumer packaged goods company

 The company has significantly strengthened its

competitive position in the beverages segment.

 By acquiring leading beverages' company like

Tropicana products (July 1998), South Beach
Beverage Company (October 2000) and Quaker
Oats (December 2000)
Industry Cost Differentiati Focus
Force Leadership on
Entry Ability to cut price Customer loyalty can Focusing develops core
Barriers in retaliation deters discourage potential competencies that can act
potential entrants. entrants as an entry barrier.
Buyer Ability to offer Large buyers have less Large buyers have less power
lower price to power to negotiate because to negotiate because of few
Power powerful buyers. of few close alternatives. alternatives.

Supplier Better insulated Better able to pass on Suppliers have power

from powerful through suppliers, price because of low volumes
Power suppliers. increases to customers.

Threat Can use low price Customer's become Specialized products &
to defend against attached to differentiating core competency protect
of attributes, reducing threat
substitutes. against substitutes.
Substitu of substitutes.
te
Rivalry Better able to Brand loyalty to keep Rivals cannot meet
compete on price. customers from rivals. differentiation-focused
customer needs.