competitiveness, strategy, productivity. what can be competitive? country? company? brand? product...
TRANSCRIPT
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Competitiveness, strategy, productivity
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What can be competitive?
• Country?
• Company?
• Brand?
• Product line?
• Product?
• Competence?
• …
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Competitiveness
• How effectively an organization meets the wants and needs of customers relative to others that offer similar goods or services.
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What functions can affect competitiveness?
• Marketing:– Identifying consumer wants/needs– Pricing– Advertising and promotions
• Operations– Product and service design– Cost– Location– Quality– Quick response– Flexibility– Inventory management– Supply chain management– Service
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Mission and strategies
• Mission– The reason for existence for an organization
• Mission Statement– Answers the question “What business are we in?”
• Strategies– Plans for achieving organizational goals
• Goals– Provide detail and scope of mission
• Tactics– The methods and actions taken to accomplish strategies
StrategyStrategy TacticsTacticsMissionMission
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Vision & Mission
Goals
Organizational Strategies
Functional Goals
Finance Strategies
MarketingStrategies
OperationsStrategies
Tactics Tactics Tactics
Operatingprocedures
Operatingprocedures
Operatingprocedures
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Examples of Strategies (Stevenson 2009)
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Porter's Generic Strategies
Target Scope
Advantage
Low Cost Product Uniqueness
Broad(Industry
Wide)
Cost LeadershipStrategy
DifferentiationStrategy
Narrow(Market
Segment)
FocusStrategy(low cost)
FocusStrategy
(differentiation)
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Strategy & core competences
• Core competences (strength) are the natural basis for choosing a strategy– Price– Quality– Time– Flexibility– Service– Location
– …
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Generic Strategies and Industry Forces
IndustryForce
Generic Strategies
Cost Leadership Differentiation Focus
EntryBarriers
Ability to cut price in retaliation deters potential entrants.
Customer loyalty can discourage potential entrants.
Focusing develops core competencies that can act as an entry barrier.
BuyerPower
Ability to offer lower price to powerful buyers.
Large buyers have less power to negotiate because of few close alternatives.
Large buyers have less power to negotiate because of few alternatives.
SupplierPower
Better insulated from powerful suppliers.
Better able to pass on supplier price increases to customers.
Suppliers have power because of low volumes, but a differentiation-focused firm is better able to pass on supplier price increases.
Threat ofSubstitutes
Can use low price to defend against substitutes.
Customer's become attached to differentiating attributes, reducing threat of substitutes.
Specialized products & core competency protect against substitutes.
RivalryBetter able to compete on
price.Brand loyalty to keep
customers from rivals.
Rivals cannot meet differentiation-focused customer needs.
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Order qualifiers and order winner
• Order qualifiers:– Characteristics of a company’s product or
service that customers percieve as minimum standards of acceptability to be considered as a standard
• Order winners:– Characteristics of a company’s product or
service that cause it to be perceived as better than the competition
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Operations Strategy
• Operations strategy – The approach, consistent with organization strategy, that is used to guide the operations function.
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Strategy Formulation
• Distinctive competencies
• Environmental scanning
• SWOT
• Order qualifiers
• Order winners
Operations strategytactics and
operational plans
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• Economic conditions
• Political conditions
• Legal environment
• Technology
• Competition
• Markets
Key External Factors
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• Economic conditions
• Political conditions
• Legal environment
• Technology
• Competition
• Markets
Key External Factors
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Comparison of organizational goals
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Quality and Time Strategies
• Quality-based strategies– Focuses on maintaining or improving the quality of
an organization’s products or services– Quality at the source
• Time-based strategies– Focuses on reduction of time needed to
accomplish tasks
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Productivity• Productivity
– A measure of the effective use of resources, usually expressed as the ratio of output to input
• Productivity ratios are used for– Planning workforce requirements – Scheduling equipment– Financial analysis
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Productivity 2.
• Partial measures– output/(single input)
• Multi-factor measures– output/(multiple inputs)
• Total measure– output/(total inputs)
Productivity = Outputs
Inputs
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Levels of measuring productivity
• Single operation
• Organizational unit
• The entire organization
• Country
• …
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Productivity Growth
Current Period Productivity – Previous Period ProductivityPrevious Period Productivity
Productivity Growth =
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Measures of Productivity
Partial Output Output Output Output
measures Labor Machine Capital Energy
Multifactor Output Output
measures Labor + Machine Labor + Capital + Energy
Total Goods or Services Produced
measure All inputs used to produce them
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Units of output per kilowatt-hourMoney value of output per kilowatt-hour
Energy Productivity
Units of output per money inputMoney value of output per money input
Capital Productivity
Units of output per machine hourMachine Productivity
Units of output per workerUnits of output per labor hourUnits of output per shift
Labor Productivity
Examples of Partial Productivity Measures
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Example
7040 Units Produced
Sold for €1.10/unit
Cost of labor €1,000 total(labor hrs used = 10)
Cost of machines: €520 total(machine hrs used = 8)
Overhead expenses: €2000 total
What is the - multifactorproductivity? - labour productivity?- machine productivity
Solutions:2.20704 units/hr; 7.74880 units/hr; 14.89
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Solution MFP
MFP = OutputLabor + Materials + Overhead
MFP = (7040 units) ∙ (€1.10) €1000 + €520 + €2000
MFP = 2.20
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Factors Affecting Productivity
Capital / Labour Quality- quality aim- quality of production
Technology-labor/capital-processes
Management
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• Standardization
• Information technology
• Design of the workspace; searching for lost or misplaced items
• Scrap rates
• Labor turnover, new workers, shortage of workers
• Safety
• Incentives
Other Factors Affecting Productivity
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Seminar exercises
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Exercise 1.
• A group of four workers installed 720 square yards of carpeting in 8 hours. What is the labour productivity ratio?
• A new worker joins the group. The next job (900 yards) is done in 9.5 hour. What is the new productivity, and what is the productivity change?
720 hrs / (4 workers*8 hrs)= 22.5 yards per hour
900 hrs / (5 workers*9,5 hrs)= 18.9 yards per hour
18.9- 22.5 = -3.6 yards/hr
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Exercise 2.
• What is the output in dollars?• Labour costs in dollars?
• 8000• 1600
• MFP = 8000/(1600+130+1000) = 2.93• Labour productivity?
• LP = 5
• How much should the leads possibility per name lists increase to reach LP=6?
• How does LP changes, if material costs are lowered with 20%?