SM Mod 4 (Mba Sem 3)
SM Mod 4 (Mba Sem 3)
SM Mod 4 (Mba Sem 3)
MBA
SEMESTER: 3
SUBJECT
STRATEGIC MANAGEMENT
MODULE NO : 4
COMPETITIVE & BUSINESS LEVEL STRATEGY
- Jayanti R Pande
DGICM College, Nagpur
Copyright © 2023 Jayanti Rajdevendra Pande. All rights reserved.
Q1 Explain about Business Level Strategy and it’s types.
BUSINESS LEVEL STRATEGY: Aims to stand out in the market, create value for customers, and achieve better financial
results. Involves key decisions on how to compete effectively. There are four types of Business Level Strategies:
1 Cost Leadership Strategy: The primary aim is to establish the company as the lowest-cost producer or provider in the
industry while maintaining acceptable quality standards. It relies on leveraging economies of scale, efficient production
processes, and innovative cost-saving measures.
2 Differentiation Strategy: This strategy emphasizes creating unique and distinctive products or services that stand out in
the market and are perceived as superior by customers. It requires significant investment in research, development,
innovation, and effective marketing.
3 Focus Strategy: The focus strategy concentrates on serving a specific market segment or narrow target audience
exceptionally well. Companies can choose either a cost focus or a differentiation focus approach.
4 Integrated Low-Cost/Differentiation Strategy: This approach aims to offer products or services with better attributes at
relatively lower prices compared to competitors. It seeks to provide a unique value proposition that combines quality and
affordability to attract a broad range of customers.
Copyright © 2023 Jayanti Rajdevendra Pande. All rights reserved.
Q2 Write in detail about Porter’s competitive strategies.
PORTER'S COMPETITIVE STRATEGIES, developed by Michael E. Porter, are business approaches that help companies
gain a competitive advantage in their industries. They focus on differentiating products or achieving cost leadership as
the lowest-cost producer. The three primary strategies are
1. Cost Leadership: Aims to be the lowest-cost producer while maintaining acceptable quality. Companies offer
products at lower prices, attracting price-sensitive customers. Improving operational efficiency, lean production,
and optimizing the supply chain are key elements.
2. Differentiation: Focuses on creating unique products or services that stand out in the market. Companies charge
premium prices by offering something perceived as superior. R&D, innovation, marketing, and branding are
essential to highlight the unique value©proposition.
Copyright 2023 Jayanti Rajdevendra Pande. All
3. Focus Strategy: Canters on serving
rights a specific market segment exceptionally well. Two approaches: a. Cost Focus:
reserved.
Targets being the lowest-cost provider within a specific niche, attracting price-sensitive customers.
b.Differentiation Focus: Offers specialized products to a specific customer group, building strong customer loyalty.
Competitive
Advantage
Lower Cost Differentiation
Broad
Cost Leadership Differentiation
Competitive Target
Scope Narrow
Cost Focus Differentiation Focus
Target
Focus Strategy is a business approach that involves concentrating efforts on serving a specific market segment
exceptionally well. It requires identifying a niche with unique customer needs and preferences and delivering tailored
products or services to gain a competitive advantage. Companies adopting this strategy can differentiate themselves
and build strong customer loyalty within their chosen market segment.
Lower Cost Leadership: Lower cost leadership aims to be the lowest-cost producer while maintaining acceptable quality,
attracting price-sensitive customers.
a. Compromised Quality: Reducing costs may impact product or service quality, affecting customer satisfaction and brand
reputation.
b. Limited Innovation: Excessive focus on cost reduction may hinder investments in research and development, limiting
adaptation to market changes.
c. Diminished Differentiation: If competitors imitate cost-cutting measures, the company's cost advantage may lessen,
making differentiation challenging.
Differentiation Strategy: Focuses on creating unique products or services to stand out in the market, allowing premium
pricing and building brand loyalty.
a. High R&D Costs: Investing in unique offerings can impact profitability if customers do not value the differentiation.
b. Customer Rejection: Misaligned features risk rejection, reducing the strategy's effectiveness.
c. Imitation by Competitors: Competitors may copy unique features, eroding the company's competitive advantage.
Focus Strategy: Concentrates on serving a specific market segment exceptionally well, meeting unique needs effectively.
a. Market Segment Dependence: Over-reliance on a narrow market risks decline or economic instability in the segment.
b. Market Segment Decline: Changes in preferences or market conditions may lead to a decline in the targeted segment,
affecting the company's performance.
c. Limited Scalability: Relying solely on a narrow market segment may limit growth potential and diversification
opportunities.
Copyright © 2023 Jayanti Rajdevendra Pande. All rights reserved.
Q6 Mention the features of porter’s generic competitive strategies.
Cost Leadership: Focuses on being the lowest-cost producer in the industry while maintaining acceptable
quality, attracting price-sensitive customers.
Differentiation: Concentrates on creating unique products or services that stand out in the market, allowing
premium pricing and building brand loyalty.
Focus Strategy: Involves serving a specific market segment exceptionally well, meeting unique needs and
preferences effectively.
Cost Focus: Aims to become the lowest-cost provider within a specific market niche, catering to price-sensitive
customers.
Differentiation Focus: Concentrates on offering specialized and differentiated products or services to a specific
customer group, building strong customer loyalty and charging premium prices.
RESOURCE-BASED THEORY (RBT) emphasizes a company's internal resources and capabilities as crucial factors for
achieving a competitive advantage. It focuses on identifying and leveraging unique and valuable resources that are
difficult for competitors to imitate. By strategically utilizing tangible and intangible resources, companies can
differentiate themselves, create sustainable advantages, and drive long-term success in the market.
TANGIBLE RESOURCES:
These are physical assets that a company owns and controls, such as machinery, equipment, land, buildings, and financial
resources. Tangible resources can provide a competitive advantage if they are rare, difficult to obtain, or utilized
effectively to create value in the market. For example, modern manufacturing equipment can lead to cost leadership
through improved efficiency and lower production costs.
INTANGIBLE RESOURCES:
These are non-physical assets, including intellectual property, patents, trademarks, brand reputation, organizational
culture, managerial expertise, and customer relationships. Intangible resources are difficult to replicate, making them
valuable for creating sustainable competitive advantages. A strong brand reputation, for instance, can foster customer
loyalty and higher willingness to pay premium prices.
Value: The first criterion in the VRIO framework assesses whether a company's resource or capability adds value and enables it to exploit
opportunities or mitigate threats in the market. Resources that create value contribute positively to a company's competitive advantage.
Rarity: Rarity evaluates the uniqueness of a resource or capability within the industry. If a resource is rare and not commonly possessed
by competitors, it becomes a potential source of sustained competitive advantage.
Imitability: The imitability criterion examines how easy or difficult it is for competitors to replicate or imitate a company's resource. If a
resource is hard to duplicate, it provides a sustainable competitive advantage.
Organization: The final criterion considers how effectively a company organizes and utilizes its resources and capabilities. Proper
organization and efficient use of resources can enhance a company's competitive position in the market.
TEMPERORY UNUSED
COMPETITIVE COMPETITIVE
COMPETITIVE COMPETITIVE
DISADVANTAGE PARITY
ADVANTAGE ADVANTAGE
Perfect Competition: In a perfect competition market, there are numerous buyers and sellers, homogeneous
products, perfect information, and free entry and exit. Companies in this market have little to no control over prices
and must accept the prevailing market price.
Monopoly: A monopoly market is characterized by a single seller or producer controlling the entire market. As the
sole provider of the product or service, the company has significant control over prices and can set them at their
discretion.
Monopolistic Competition: Monopolistic competition features a large number of sellers offering differentiated
products. Each company can exercise some control over its pricing and marketing strategy due to product
differentiation.
Oligopoly: In an oligopoly market, a small number of large firms dominate the industry, leading to interdependence
among competitors. The actions of one company significantly impact others, and pricing decisions are influenced by
mutual reactions.
Duopoly: Duopoly is a specific form of oligopoly where only two companies control the market. The competitive
behavior and strategies of these two firms significantly impact the industry's dynamics.
1. Competitive advantage for tomorrows market is about strategic positioning and capabilities to outperform competitors.
2. It involves anticipating and adapting to evolving trends, technological advancements, and changing customer
preferences.
3. Fostering innovation and investing in research and development are essential for staying ahead.
4. Leveraging disruptive technologies like AI, automation, and data analytics can provide a competitive edge.
5. Embracing digitalization and agile practices allows for quick adaptation to changing circumstances.
6. Sustainable and socially responsible practices are valued by customers and stakeholders.
8. Flexibility and adaptability enable companies to seize new opportunities and navigate uncertainty.
9. Proactive preparation for future challenges and opportunities is crucial for success.
10. Tomorrow's market requires a forward-looking approach and a willingness to embrace change.
Copyright © 2023 Jayanti Rajdevendra Pande. All rights reserved.
Q10. Give difference between Business unit and corporate competencies.
5. Tied to the unique market environment of the unit 5. Geared towards leveraging company-wide resources
6. May not be transferable to other units 6. Transferable and scalable across various divisions
7. Often designed to meet local customer demands 7. Aimed at achieving global competitiveness
8. Primarily serve the individual unit's interests 8. Serve the strategic interests of the entire corporation
2. Follow established rules and procedures 2. Require flexible approaches and adaptability
4. Have formalized processes and guidelines 4. Lack formal structures and standardized methods
7. Easier to plan and allocate resources 7. Resource allocation can be more challenging
8. May involve repetitive tasks 8. Tend to involve novel and unique challenges
9. Efficiency and optimization are emphasized 9. Innovation and creativity are crucial
3. Decisions and actions have immediate impact 3. Requires a coordinated approach for long-term impact
4. Suited for simple and straightforward challenges 4. Suited for complex challenges with multiple facets
5. Limited scope for adjusting strategies mid-way 5. Allows for adjustments and adaptations between stages
7. Outcome may have immediate consequences 7. Outcome unfolds gradually over multiple stages
8. Faster execution and implementation 8. Execution may take longer due to multiple stages
9. Less need for continuous monitoring and evaluation 9. Requires ongoing evaluation and adjustments
10. Common in long-term strategic planning and
10. Typically seen in short-term projects and initiatives
execution
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