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Topic 1: Gaining Competitive Advantage with IT
Impact of IT – Financial, Industry & Strategy
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Financial Impact
• Regardless of the resource, you must always assess its financial impact
• Many times, you will do so using break-even analysis
• IT can definitely impact break-even analysis
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Break-Even Analysis• A simple, and yet very powerful, tool for
assessing the financial impact of a resources.• In break-even analysis must consider three (3)
financial information:-
Fixed Cost
• total costs you incur even if you don’t sell anything.
Variable Cost
• costs you incur when you sell something (COGS).
Revenue
• how much you sell one unit for.
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Break-Even Analysis Example
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Reducing Fixed Costs with IT
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Digital storefronts – no physical retail space
Telecommuting – fewer expenses related to
office space
VoIP – using the Internet for phone calls
Cloud Computing – don’t buy hardware
infrastructure but rent as-needed basis “in the
cloud”
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Reducing Variable Costs with IT
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• because they are digital, there is no cost to duplicate and sell again and again
Virtual Goods
• use non-paid non-employees to create valueCrowdsourcing
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Increasing Revenue with IT
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Recommendation engines – to drive
complementary sales
Long-tail economics – to sell products/services that are too expensive for physical stores to
carry:-*Physical stores only carry what they can sell large amounts of
*Because of fixed costs
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Industry impact: Porter’s Five Forces Model
• Porter’s Five Forces Model helps business people understand the relative attractiveness of an industry and the industry’s competitive pressures in terms of
• Buyer power• Supplier power• Threat of substitute products or services• Threat of new entrants• Rivalry among existing competitors
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Porter’s Five Forces Model
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Buyer Power• Buyer power – high when buyers have many choices
and low when their choices are few. Competitive advantages are created to get buyers to stay with a given company
• Competitive advantage – providing a product or service in a way that customers value more than what the competition is able to do
• First-mover advantage – significant impact on gaining market share by being the first to market with a competitive advantage
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Supplier Power
• Supplier power – high when buyers have few choices and low when choices are many
• The opposite of buyer power
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Threat of Substitute Products & Services
• Threat of substitute products and services – high when there are many alternatives for buyers and low when there are few alternatives
• Switching costs can reduce this threat• Switching cost – a cost that makes buyers
reluctant to switch to another product/service
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Threats of New Entrants
• Threat of new entrants – high when it is easy for competitors to enter the market and low when entry barriers are significant
• Entry barrier – product or service feature that customers have come to expect and that must be offered by an entering organization– Banking – ATMs, online bill pay, etc
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Rivalry among Existing Competitors
• Rivalry among existing competitors – high when competition is fierce and low when competition is more complacent
• General trend is toward more competition in almost all industries
• IT has certainly intensified competition in all sectors of business
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Strategy Impact: Michael Porter’s Generic Strategies
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Porter identified 3 generic business strategies for beating the competition1. Overall cost
leadership2. Differentiation3. Focus
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Cost Leadership
• Overall cost leadership – offering the same or better quality product or service at a price that is less than what any of the competition is able to do– Walmart (Always Low Prices, Every Day Low Prices)– Dell – a computer the way you want it at an
affordable price– Hyundai and Kia – reliable low-cost cars– Grocery stores – high-volume, low-margin
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Differentiation Strategy
• Differentiation – offering a product or service that is perceived as being “unique” in the marketplace– Hummer – Like Nothing Else– Audi and Michelin – safety– Lund’s & Byerly’s – high-end grocery store – Apple
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Focus Strategy• Focus – focusing on offering products or
services– To a particular segment or buyer group– Within a segment of a product line– To a specific geographic market
• Examples– Restaurants– Physician offices– Legal offices
amn 2012Thank you