Presentasi Competitive Strategy Chapter 6 20Okt2011
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Transcript of Presentasi Competitive Strategy Chapter 6 20Okt2011
5/12/2018 Presentasi Competitive Strategy Chapter 6 20Okt2011 - slidepdf.com
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Supplementing the ChosenCompetitive Strategy Other Important Business Strategy Choices
#Peny Meliaty Hutabarat #Suci Defina Sari #Kutut Wijanarko
Strategic Management
5/12/2018 Presentasi Competitive Strategy Chapter 6 20Okt2011 - slidepdf.com
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Once a company has settled on which of the five
basic competitive strategies to employ, attention
turns to what other strategic ations it can take to
complement its competitive approach and round
out its business strategy.
Strategic Management
5/12/2018 Presentasi Competitive Strategy Chapter 6 20Okt2011 - slidepdf.com
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Whether to enter into strategic alliances or partnerships
Whether to pursue mergers or acquisitions
Whether to integrate backward or forward into more stages of the industry value chain
Business Strategy Choices to Complement the CompanysCompetitive Approach
Strategic Management
Strategy considerations in rounding out the
companys overall business strategy include :
5/12/2018 Presentasi Competitive Strategy Chapter 6 20Okt2011 - slidepdf.com
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Whether and when to initiate offensive strategies
to improve the companys market position
Business Strategy Choices to Complement the CompanysCompetitive Approach
Whether and when to employ defensive strategies
to protect the companys market position
Choosing when to undertake strategic moves
whether to be a first-mover, fast follower or a late-mover
Whether to outsource certain value chain activities
Strategic Management
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Strategic Alliances and Collaborative Partnerships
S trategic Alliance - formal collaborative
arrangements where two or more companies join
forces to achieve mutually beneficial strategic
outcomes
Strategically relevant collaboration
joint contribution of resources
shared risk
shared control
mutual dependence
Strategic Management
5/12/2018 Presentasi Competitive Strategy Chapter 6 20Okt2011 - slidepdf.com
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Strategic Alliances and Collaborative Partnerships
The strategic attractiveness of alliances
and collaborative partnerships
All owing companies to bund
l e resources and
competencies that are more val uabl e in a joint
effort than when kept separate
Strategic Management
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Reasons Companies Enter Into Strategic Alliances
Expedite the development of new technologies orproducts
Overcome deficits in technical or manufacturing
expertise
To create new skill sets and capabilities by bringing
together personnel of each partner
To improve supply chain efficiency
To gain economies of scale in
production and/or marketing
To acquire or improve market access
via joint marketing agreements
Strategic Management
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Failed Strategic Alliances and Cooperative
Partnerships C ommon reasons why as many as 60 percent to
70 percent of alliances fail each year
- Diverging objectives and priorities
- Inability to work well together
- Changing conditions that make the purpose of the
alliance obsolete
- Emergence of more attractive
technological paths
- Increased marketplace rivalry between one or more
allies
Strategic Management
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The Strategic Dangers Of Relying On Alliances For
EssentialR
esources And CapabilitiesT he Achilles heel of alliances and cooperative
partnerships is becoming dependent on other
companies for essential expertise and
capabilitiesA company must ultimately have strategic control
of critical resources and capabilities to protect
competitiveness and build competitive advantage
Strategic Management
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Merger and Acquisition Strategies An attractive strategic option for achieving operating
economies, strengthening competencies, and
opening avenues to new market opportunities
- M
erger --
the combining of two or more companiesinto a single entity, with the newly created company
often taking on a new name
- Acquisition -- is a combination in which one company,
the acquirer, purchases and absorbs the operations
of another, the acquired
Strategic Management
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Typical Objectives of Mergers and Acquisitions
C reating a more cost-efficient operation out of the
combined companies
E xpanding a companys geographic coverage
Extending the companys business into new product
categories
G aining quick access to new technologies or other
resources and competitive capabilities
Leading the convergence of industries whose boundaries
are being blurred by changing technologies and newmarket opportunities
Strategic Management
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Why Mergers And Acquisitions Sometimes Fail To Produce Anticipated Results
C ost savings are smaller
than expected
Gains in competitive
capabilities take much longer to realize or may never
materialize
Efforts to mesh the corporate
cultures can stall because of
resistance from
organization members
Managers and employees at
the acquired may continue to
do things as they were done
prior to the acquisition
K ey employees of theacquired company may leave
Strategic Management
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V ertical Integration: Operating Across More
IndustryV
alue Chain Segments
E xtend a firms competitive scope within the same
industry value chain
- Backward into sources of supply
- Forward toward end-users of final product
Can aim at either full or partial integration
Strategic Management
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IndustryV alue Chain
Strategic Management
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Potential Advantages of a V ertical Integration
StrategyThe two best reasons for vertically
integrating into more value chain segments
- S trengthen the firms competitive position
- Boost profitability
Strategic Management
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Strategic Advantages of Backward Integration
1. Potential to reduce costs exists when
- Suppliers have sizable profit margins
- Item supplied is a major cost component
- Resource requirements are easily met
2. Can produce a differentiation-based competitive
advantage when it results in a better quality part
3. Reduces risk of depending on suppliers of crucial
raw materials / parts / components
Strategic Management
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Strategic Advantages of Forward Integration
1. Advantageous for a firm to establish its own distribution
network if undependable distribution channels undermine
steady production operations
2. Direct sales and Internet retailing may lower distribution
costs. 3. For a raw materials producer, forward integration may help
achieve greater product differentiation.
4. For a manufacturer, forward integration may provide better
access to the ultimate consumer.
Strategic Management
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Disadvantages of aV
ertical Integration Strategy Boosts capital investment in the industry
I ncreases business risk if industry growth andprofits sour
M ay slow technological advances if the verticallyintegrated company is saddled with older technology
Poses all types of capacity-matching problems
May require radically different skills and businesscapabilities
Strategic Management
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Marketing Channel
Outsourcing makes strategic sense whenever:
Activity can be performed better or more cheaply by outside specialists
Activity is not crucial to achieve a
sustainable competitive advantage
It improves firm¶s ability to innovate
Firm can concentrate on core value chainactivities and leverage its resourcestrengths
Outsourcing Strategies: Narrowing the Boundaries of theOutsourcing Strategies: Narrowing the Boundaries of the
BusinessBusiness
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The big risk of outsourcingThe big risk of outsourcing
Farming out the wrong types of activities
Hollowing out strategically-importantcapabilities
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Strategic Options to Improve a Company¶s Market PositionStrategic Options to Improve a Company¶s Market Position²²The UseThe Use
of Strategic Offensivesof Strategic Offensives
company
Strategic
offensives arecalled for when a
company
S pots
opportunities to
gain profitable
market share at
the expense of rivals or Has no choice but
to try to whittle
away at a strong
rival¶s competitive
advantage
The best offensives use resource strengths to attack
rivals where they are weak
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