competition and business strategy in historical perspective - ghemawat
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Competition and Business Strategy in Historical Perspective - Ghemawat. Strategy History. Account of several eras Invisible hand 2 nd half of 19 th century 2 nd half of 20 th century Based on development of new competitive models. - PowerPoint PPT PresentationTRANSCRIPT
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Competition and Business Strategy in Historical Perspective - Ghemawat
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Strategy History
Account of several eras Invisible hand
2nd half of 19th century 2nd half of 20th century
Based on development of new competitive models
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Prior to 19th Century, no real opportunity or ability for single organizations to affect an industry Legal protections were limited Ability to generate capital for large
projects was limited
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Alfred Chandler
Visible Hand tames Invisible Hand Development of Infrastructure
Development of Markets Railroads
Reaction to Adam Smith theory of “invisible hand”
Both Development of Managerial Class
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M-form (Multidivisional form)
2nd half of 19th century Increasing numbers of diversified, equity-capital-
financed organizations These organizations made large investments in
Manufacturing Marketing Professional Mangers – to coordinate
First strategic plans from these managers Alfred Sloan GM over Ford Chester Barnard ATT
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Effect of Second Great War
Development of Operations Research Operations Management to manage military logistics Linear Programming + Learning Curves + Game theory
Rise of interest in formal strategic thinking Attempts to shape the “environment” of the organization
Inter-service Competition in US Military Development of notion of distinctive competence
After War Rapid Increase in Globalization Need to rebuild
Differential Advantage of US Firms due to disruption Reduction of competitiveness so no focus on strategy
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Learning Curve
Price Drop withIncreasing Volume
1MillionUnits
2MillionUnits
4MillionUnits
8MillionUnits
Co
st p
er U
nit
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Growth of Academic Influences – 1950s
Development of Business Policy 1. Integration of functional thinking at all
levels 2. Examination of external environment 3. Matching of efforts 1 and 2
Function of manager Continuous process of determining the
nature of the enterprise and setting, revising and attempting to achieve goals
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Growth of Academic Influences (cont.) Organization, Subunit and Individual
should have clearly defined purposes or goals defining direction and preventing drift
1960s - SWOT (TOWS) Popular in firms into the 1990s
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SWOT MATRIX
STRENGTHS WEAKNESSES
OPPORTUNITIES SO STRATEGIES
WO STRATEGIES
THREATS ST STRATEGIES
WT STRATEGIES
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Andrews Model
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Growth of Academic Influences (cont.)
Willingness to risk investment leads to debate about long-range versus short-range advantages Related to distinctive competence Levitt – Marketing Myopia Worry about marketing
(pushing) goods based on distinctive competence and not delivering value
Ansoff – Worry about risk of action based on speculating about customer versus efficiently delivering goods and services to known demand based on competence
Ford versus GM
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Ansoff Summary of Strategy Alternatives
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Strategy Formula
Profitability Optimization Model (PROM) Based on Multivariate Statistical Analysis Explains differences in Return on
Investment Idea to generalize and quantify the
strategy decision making process Interest in Formula Dove Firms to
Private Sector
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Growth of Influence of Strategy Consultants
Move to assumption of strategic approach based on common patterns across all industries
Boston Consulting Group (BCG) “Selling oversimplifications” Experience Curve Model
Economies of Scale Learning Technological innovation
Growth Share Matrix Portfolio Concept Better way of allocating capital
Cash Flow Matrix 1965-66
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Basis for BCG Cash Flow Model
Sal
es V
olu
me
Time
Product Life Cycle Curve
First Mover Advantage
1MillionUnits
2MillionUnits
4MillionUnits
8MillionUnits
Co
st p
er U
nit
Experience Curve
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Growth of Influence of Strategy Consultants (cont.)
McKenzie Developed alternative
version of Portfolio Analysis for GE - 1968
Development of Strategic Business Unit (SBU) concept
Developed Alternative Matrix
Profit Impact Market Strategies (PIMS) Program (from PROM)
Nine Block Matrix
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Criticisms of Consultant Theories
Experience curve External shocks disrupted process Need to consider/enable radical innovations Creates competition that damages all competitors
Portfolio models Differences in recommendation across different models Too mechanical in allocation of resources Vulnerability to the initiatives of outside firms Focus on risk minimization, not innovation
Hayes and Abernathy “Preference for analytic detachment instead of insight based on
experience” “Stress short-term cost reduction, not long-run, technological innovation”
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Industry Attractiveness Approach
Unbundled and focused on industry attractiveness as a basis for investment choice As an alternative to reliance on models of perfect
competition Considered inverse relation between profitability
and price elasticity Bain – Industry Structure and performance (IO)
Concentration Profitability Barriers to entry as a source of concentration
Absolute cost advantage (Like a strong patent) Economies of scale Significant degree of product differentiation
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Industry Attractiveness Approach
Porter Five Forces Model
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Industry Attractiveness Approach
Brandenburger and Nalebuff model
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Criticisms of Attractiveness Models
Coyne and Subramanyam Assumptions behind models are not
always the case That buyers, sellers, competitiors and
substitutes do not collaborate Wealth goes to those that can create
barriers – value is in structural advantage Uncertainty is low enough to predict the
behavior of others in the industry
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Competitive Positioning Approach
Addresses profitability within an industry Profitibility for a successful player in an
unattractive industry may be better than the worst firms in an attractive industry
Important to consider competitive positions Considered relative position of firms within
industries Competitive cost analysis Customer analysis
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Competitive Positioning Approach
Derived from an attempt to fix the experience curve Disaggregated costs into specific components
that added costs Disaggegrated costs into raw materials costs
and “added costs” Sorts out scale effects from different
components of costs added Adds consideration of economies of scope
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Cost Analysis
McKenzie model of cost drivers
Porter model
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Value Chain Analysis
Hall – concept of differentiation Part of changing the focus from experience
Porter elaboration of McKenzie model More cost drivers Attention to the concept of value Activities can be source of cost or value
competition Optimal tradeoff between cost and value
postions
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Competitive Dynamics Focus on time-based competition Choices are linked across time Focused
The length of time for competitive advantage of an investment
The availability and attractiveness of other uses of capital
Erosion of profitability through time Stalk Fast response + variety
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Competitive Dynamics
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Game Theory Focuses on the role of commitment, or
irreversibility of action Changes what can be done by a firm Thus changes strategic options Assumptions of game theory are
problematic Sensitive to details Limited number of variables Rationality of participants
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Resource Based View of Firm
Wernerfeldt ownership of unique and critical resources in generating value
Role of inimitability (resistance to copying) of Advantageous Resources
Source of inimitability Unique, historical conditions Causal ambiguity Social complexity
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Core Competency
Prahalad and Hamel Enduring inimitability based on
knowledge Knowledge creates competencies
Difficult to copy Creates value Applies to many end markets Is expressed in core products
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Dynamic Capabilities
Avoiding core rigidities Avoiding path dependence in
development of capabilities
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