1 hrly eb ch 02 competitive advantage
Post on 18-Oct-2014
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Chapter 2
Competitive Advantage
Agenda
• Introduction• Competitive advantage• Porter ’s Model• Competitive advantage using e-commerce• Summary
The Competitive Environment
Threat of New
Entrants
Rivalry AmongExisting
Competitors
Bargaining Powerof Customers
Bargaining Powerof Suppliers
Threat ofSubstitutes
Competitive Strategy?
• To survive requires the competitive positions not less than the other company within its market sector.
• Technology can change the way businesses compete.
Strategic Information Systems
• Any kind of information system that uses information technology to help an organization gain a competitive advantage, reduce a competitive disadvantage, or meet other strategic enterprise objectives.
Porter’s Competitive Forces Model
To survive and succeed, a business must develop and implement strategies to effectively counter the:– Rivalry of competitors within its industry– Threat of new entrants into an industry and its markets– Threat posed by substitute products which might
capture market share– Bargaining power of customers– Bargaining power of suppliers
Porter’s Model of Competitive Forces
Threat of Substitute Products
Threat of Substitute Products
Threat of New
Entrants
Threat of New Entrants
Threat of New Entrants
Rivalry Among Competing Firms in
Industry
Rivalry Among Competing Firms in
Industry
Bargaining Power of Buyers
Bargaining Power of Buyers
Bargaining Power of Suppliers
Bargaining Power of Suppliers
Porter’s Five Forces Model of CompetitionPorter’s Five Forces
Model of Competition
Threat of New Entrants
• The ease with which a new company or a company in a different product area can enter a given trade sector.
• Barrier to entry into market include the need of capital, knowledge and skills.
• IT can be barrier to entry to a given market. Ether existing players in the sector are well or the converse is that development of IT may leave existing players.
• Examples: Internet bookshops like amazon.com compare to traditional bookshops, Internet banks compare to branch bank.
Threat of substitution
• It’s a threat to a existing players where a new product becomes available that supplies the same function as the existing product or services.
• Example: replacing of glass bottles by plastic alternative in packaging industry.
• IT industry has itself substituted of many products.
• Example: replacement of typewriter by the word processor, downloaded music from the artist’s web site being substitute for conventional supply chains.
•
Bargaining power of buyers
• There are number of competitors in the market or a surplus of supply the buyer is in a strong position to bargain for a low price.
• The braded products are defensive that the store will feel obliged to stock because customers expect it. Example: KFC
• ICT facilitate a level of service that will keep the customer loyal.
• Examples: short cycle times, quick response supply, and reliable services enabled by E-commerce technology.
Bargaining power of Suppliers
• E-commerce used to reshape the supply chain. • Organization directly deal with small trade and
members of the public using e-commerce that replacing the intermediaries.
• Competitive advantage, in all three categories, can be achieved using e-commerce for direct sale.
• This process of disintermediarisation can save cost of distribution, allow an organization to differentiate its products or focus its attention on selected segments of the market.
Bargaining power of supply
• The organization always trying to get adequate price from its buyer will be looking to get favorable terms from its own suppliers at the nest stage along the value chain.
• For supplier, the strategies of price and differentiation such as branding or quality of services give a strong competitive position.
• Trade electronically is the factor in the quality of service and now it’s the requirement from the buyer organization.
Competition between Existing Players• The competition is to get the buyers and to trade at a
price that produces an acceptable profit. • Competition won by the generic competitive
advantage of price, differentiation or focus.• The use of E-commerce:
– To reduces the administration costs of trading.– To reduce stockholding cause to increase logistic efficiency
and greater reliability of supply.– To meet the requirements of trading partner that trade is
conducting electronically.– To differentiate the product or services from the competitors.– To disintermediarisation.– To provide new market or service.
E-commerce for competitive advantage
Force System Competitive Advantage
New Entrants/ Substitution
InternetE-Commerce
•Reduces entry cost•New sales channel•New service opportunity
Suppliers(& Trading Buyers)
E-commerceLogistics(EDI)
•Cost reductions•Quick response•Lockin
Buyers(Consumers)
InternetE-commerce
•New sales channel•Disintermediarisation•Customer Information
Competitive Revelry E-commerce •Cost leadership•Differentiation•Focus
16
Review
• Competitive environment• Competitive Strategy• Strategic Information system• Porter competitive Forces