differentiation advantage the nature of differentiation differentiation and segmentation analyzing...
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Differentiation AdvantageDifferentiation Advantage
• The nature of differentiation
• Differentiation and segmentation
• Analyzing differentiation: the demand side
• Analyzing differentiation: the supply side
• Bringing it all together: value chain analysis
OUTLINE
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The Nature of DifferentiationThe Nature of Differentiation
TOTAL CUSTOMER RESPONSIVENESSdifferentiation not just about the product, it embraces the whole relationship between the supplier and the customer.
INTANGIBLE DIFFERENTATIONUnobservable and subjectivecharacteristics relating to image,status, exclusively, identity
TANGIBLE DIFFERENTATIONObservable product characteristics
• size, color, materials, etc.• performance• packaging• complementary services
DEFINITION: Providing something unique that is valuable to thebuyer beyond simply offering a low price. (M. Porter)
THE KEY IS CREATING VALUE FOR THE CUSTOMER
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Differentiation and SegmentationDifferentiation and Segmentation
DIFFERENTIATION: is concerned with how a firm competes within
a market.
SEGMENTATION: is concerned with where a firm competes
within a market.
Does differentiation imply segmentation?
Not necessarily, depends upon the differentiation strategy:
BROAD SCOPE DIFFERENTIATION: Appealing to what is in common between different customers
(McDonalds hamburgers, Honda cars, Sears)
FOCUSED DIFFERENTIATION: Appealing to what distinguishes different customer
groups (BMW, Doc Marten footwear)
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Differentiation vs. Cost Leadership as a Basis for Sustained Competitive Advantage
Differentiation vs. Cost Leadership as a Basis for Sustained Competitive Advantage
Highest returns to shareholders among the Fortune 200, 1990-2000 Av. annual return (%) Av. annual return (%)
Cisco Systems 73.4 Microsoft 35.4 Oracle 65.1 Safeway 35.2 Solectron 61.7 Freddy Mac 34.8Dell Computer 56.9 Washington Mutual 34.4Best Buy 51.3 J.P. Morgan Chase 33.3Applied Materials 49.8 Pfizer 32.1Sun Microsystems 45.2 Lowe’s 31.6Merrill Lynch 41.1 Enron 31.3CitiGroup 40.8 Walgreen 30.7 Intel 38.2 Wells Fargo 30.1Goldman Sachs 38.2 Cigna 30.0General Dynamics 38.1 Cardinal Health 29.6 Texas Instruments 36.3 Tech Data 29.4UnitedHealth Group 35.7 Houshold International 29.4
QUESTION: Which is the primary basis for competitive advantage in the above companies: cost or differentiation?
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Differentiation and the Product Life CycleDifferentiation and the Product Life Cycle
New packages of hardware and software introduced
SYSTEMAugmentation: repackaging of hardware and
software
PRODUCTS & SERVICES
DecommoditizationCOMMODITY
PRODUCTS & SERVICES
Commoditization
Desystematization: some packages
unbundled
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Analyzing the Demand SideAnalyzing the Demand Side
Techniques for analyzing product attributes and
positioning:
• Multidimensional Scaling• Conjoint Analysis• Hedonic Price Analysis
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Differentiation in Pain Relievers: Multidimensional Scaling of
Competing Products in the U.S.
Differentiation in Pain Relievers: Multidimensional Scaling of
Competing Products in the U.S.
High
Low
Low High
EFFECTIVENESS
GENTLENESS
Tylenol
Bufferin
Excedrin
Bayer
Anacin
Private label aspirin
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Identifying Differentiation Potential: The Demand Side
Identifying Differentiation Potential: The Demand Side
THE PRODUCT
THE CUSTOMER
What needs does it satisfy?
By what criteria do
they choose?
What motivates
them?
What are key attributes?
Relate patterns of customer
preferences to product attributes
What price premiums do
product attributes command?
What are demographic, sociological,
psychological correlates of
customer behavior?
FORMULATE DIFFERENTIATION STRATEGY
• Select product positioning in relation to product attributes
• Select target customer group
• Ensure customer / product compatibility
• Evaluate costs and benefits of differentiation
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SYSTEM PRODUCT
SERVICE COMMODITY
SUPPORT(SOFTWARE)
Differentiated Undifferentiated
Differentiated
MERCHANDISE(HARDWARE)
Undifferentiated
Differentiation of Hardware and SoftwareDifferentiation of Hardware and Software
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Consistency of Differentiation Strategy: Product Integrity
Consistency of Differentiation Strategy: Product Integrity
Key to successful differentiation is consistency of all aspects of the firm’s relationship with its customers.
Product Integrity: the total balance of product features• Internal integrity: consistency between
function and structure• External integrity:fit between the product
and the customers’ objectives, values, lifestyle etc..
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Producer’s strategiesHigh quality Low quality
High 7 10Consumer’s price 7 -5strategies
Low -5 3 price 10 3
Note: In each cell, the lower left number is the payoff to the consumer and the upper right number is
the payoff to the producer.
The problem of experience goods : quality can only be
ascertained after purchase. Hence: Prisoner’s Dilemma:-
Equilibrium reached with consumer paying a low price for a low quality item.If producer can signal quality--- both consumer and producer can move to preferred position: high quality product carrying a high price
Problem of Quality in Experience Goods: A “Prisoner’s Dilemma”
Problem of Quality in Experience Goods: A “Prisoner’s Dilemma”
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The Impact of Quality on ProfitabilityThe Impact of Quality on Profitability
Low 25% 60% High
Relative market share
Rel
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Low 25% 60% High
Relative market share
Low 25% 60% High
Relative market share
ROI (%) Relative Price Relative Direct Cost
Conclusion: Increases in quality add more to price then they do to cost.
19 28 38 107 107 108 104 103 101
14 20 28 103 104 104 104 102 100
7 16 23 101 101 102 104 102 100
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Using the Value Chain to Identify Differentiation Potential on the Supply Side
Using the Value Chain to Identify Differentiation Potential on the Supply Side
FIRM INFRASTRUCTURE
HUMAN RESOURCE MANAGEMENT
TECHNOLOGY DEVELOPMENT
INBOUND OPERATIONS OUTBOUND MARKETING SERVICE
LOGISTICS LOGISTICS & SALES
MIS that supports fast response capabilities
Training to support customer service
excellence
Unique product features. Fast new product
development
Quality of components &
materials
Defect free products.
Wide variety
Fast delivery. Efficient order
processing
Building brand reputation
Customer technical support. Consumer credit. Availability of
spares
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Identifying Differentiation Opportunities through Linking the Value Chains of the Firm and its
Customers: Can Manufacture
Identifying Differentiation Opportunities through Linking the Value Chains of the Firm and its
Customers: Can Manufacture
1. Distinctive can design can assist canners’ marketing activities.
2. High manufacturing tolerances can avoid breakdowns in customer’s canning lines.
3. Frequent, reliable delivery can permit canner to adopt JIT can supply.
4. Efficient order processing system can reduce customers’ ordering costs.
5. Competent technical support can increase canner’s efficiency of plant utilization.
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CANNER CAN MAKER
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