ดร. ว ท ร เจ ยมจ ตต ตรง Source: strategic Management on internet
Business Opportunity A business opportunity is a consumer need or want that can potentially be met by a new business. 2
Sources of Opportunity Sources of opportunities include: Problems. Many well-known companies were started because an entrepreneur wanted to solve a problem. Changes. Our world is continually changing. Change often produces needs or wants that no one is currently meeting. New Discoveries. The creation of totally new products and services can happen by accident. Existing Products and Services. You can get ideas for opportunities from businesses that already exist by looking for ways to improve a product significantly. Unique Knowledge. Entrepreneurs sometimes turn one-of-a-kind experiences or uncommon knowledge into a product or service that benefits others. 3
Thinking Creatively Creative thinking is a thought process that involves looking at a situation or object in new ways. Challenge the Usual. Ask lots of Why? and What if? questions. Think Backward. Start by imagining the end result you want. Be Flexible. Force yourself to examine things from different angles. Judge Later. When brainstorming ideas, don t worry about being practical. Draw Idea Maps. Use whiteboards, chalkboards, and poster boards to sketch out ideas. Brainstorm in a Group. Ask your friends, family, and classmates to help you generate ideas. Daydream. Letting your mind wander is okay; just make sure you pick an appropriate time. 4
Testing Business Ideas 1. What is my customer profile? 2. What am I replacing? 3. How do I demonstrate this idea to others? 4. Who will I need on my team? 5. What resources do I need? 6. How long will my purchasing cycle be? 7. What's a reasonable sales forecast? 8. How much growth potential does my idea offer? 9. Do I possess the necessary skills? 10. Can I see myself doing this for the next two years? 5
Turning Ideas into Opportunities Four common ways to turn ideas into opportunities are: Starting a new business Buying an independent business Buying a franchise Becoming an inventor 6
Evaluating an Opportunity The feasibility of an idea refers to how possible or worthwhile it is to pursue it, to see if it is actually an opportunity. Three methods for determining the feasibility of business ideas are: Cost/Benefit Analysis. This is the process of adding up all the expected benefits of an opportunity and subtracting all the expected costs. If the benefits outweigh the costs, the opportunity may be worthwhile. Opportunity-Cost Analysis. An opportunity-cost analysis examines the potential benefits that you forfeit when you choose one course of action over others. SWOT Analysis. This is a business evaluation method that draws its name from the four areas it evaluates Strengths, Weaknesses, Opportunities, and Threats. 7
Business Plan Risk Product risk is the risk that the product can't be created. Market risk is the risk that the market will develop differently than expected. Sometimes markets take too long to develop, and cash runs out while a company is waiting for customers. People risk is big in companies that depend on having certain employees or certain kinds of employees. Financial risk is the risk that a company will run out of money or mismanage their money in some way. Competitive risk is the risk that a competing product or service will be able to win 8
Competitive Advantage How a firm can actually create and sustain a competitive advantage in its industry? An industry s profit potential is largely determined by the intensity of competitive rivalry within that industry. 9
Porter s Five Forces
Threat of New Entrants Economies of Scale Product Differentiation Capital Requirements Switching Costs Access to Distribution Channels Cost Disadvantages Independent of Scale Government Policy
Bargaining Power of Suppliers Supplier industry is dominated by a few firms Suppliers products have few substitutes Buyer is not an important customer to supplier Suppliers product is an important input to buyers product Suppliers products are differentiated Suppliers products have high switching costs Supplier poses credible threat of forward integration
Bargaining Power of Buyers Buyers are concentrated or purchases are large relative to seller s sales Purchase accounts for a significant fraction of supplier s sales Products are undifferentiated Buyers face few switching costs Buyers industry earns low profits Buyer presents a credible threat of backward integration Product unimportant to quality Buyer has full information
Threat of Substitute Products Products with improving price/performance tradeoffs relative to present industry products Example: Electronic security systems in place of security guards Fax machines in place of overnight mail delivery
Rivalry Among Existing Competitors Jockeying for strategic position Using price competition Staging advertising battles Increasing consumer warranties or service Making new product introductions
Force Bargaining power of suppliers Bargaining power of buyers Threat of new entrants Threat of substitutes Profitability will be higher if: Weak suppliers Weak buyers High entry barriers Few possible substitutes Profitability will be lower if: Strong suppliers Strong buyers Low entry barriers Many possible substitutes Competitive rivalry Little rivalry Intense rivalry
Based on Porter s 5 Forces, generic strategy, and value chain frameworks In which industry should the organization compete? (Use Porter s 5 Forces Model) Which generic strategy to use? (Use Porter s Generic Strategy Framework) How to configure the value chain to support the strategy? (Use the value chain analysis framework)
Firm Infrastructure Supporting Activities Human Resource Management Technology Development Procurement Margin Primary Activities Inbound Logistics Operations Outbound Logistics Marketing and Sales Service All Right Reserved by 18
According to Porter, competitive advantage, and thus higher profits will result either from: Differentiation of products (distinctive, more product features) and selling them at a premium price, OR Producing products at a lower price than competitors
In association with choosing differentiation or cost leadership, the organization must decide between: Targeting the whole market with the chosen strategy, OR Targeting a specific segment of the market
Low cost Differentiation Strategic Scope Broad Narrow Cost leadership Differentiation Cost focus Differentiation focus NOTE: If 2 or more competitors choose the same box, competition will increase
Low cost Differentiation Strategic Scope Broad Narrow Cost leadership Differentiation Cost focus Differentiation focus NOTE: If 2 or more competitors choose the same box, competition will increase
Higher profits resulting from charging prices below that of competitors, because unit costs are lower Increase market share and sales by reducing the price below that charged by competitors (assuming price elasticity of demand) Ability to enter new markets by charging lower prices Is a barrier to entry for competitors trying to enter the industry
Analysis of the value chain identifies where cost savings can be made in the various parts and links
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With a cost leadership strategy, the value chain must be organized to: Reduce per unit costs by copying, rather than original design, using cheaper resources, producing basic products, reducing labor costs and increasing labor productivity Achieve economies of scale by high-volume sales Using high-volume purchasing to get discounts Locating where costs are low
Cost leadership strategy is best used in a market or segment when demand is price elastic, OR When charging a similar price to competitors at the same time as increasing advertising to increase sales
Low cost Differentiation Strategic Scope Broad Narrow Cost leadership Differentiation Cost focus Differentiation focus NOTE: If 2 or more competitors choose the same box, competition will increase
Products will get a premium price Demand for products is less price elastic than that for competitor s products It is an additional barrier to entry for competitors to enter the industry
Analysis of the value chain identifies in what parts of the chain and through which links superior products can be created and customer perception may be changed
With differentiation strategy, the value chain must be organized to: Create products that are superior to competitors products in design, technology, performance, etc. Offer superior after-sales service Have superior distribution channels Create a strong brand name Create distinctive or superior packaging
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Differentiation strategy, properly used, can: reduce price elasticity of demand for the product lead to the ability to charge higher prices than competitors, without reducing sales volume lead to above average profits compared to sales
Focus strategy targets a segment of the product market, rather than the whole market or many markets Segment is determined by the bases for segmentation, i.e., geographic, psychographic, demographic, behavioral characteristics Within the segment, either cost leadership or differentiation strategy is used
Low cost Differentiation Strategic Scope Broad Narrow Cost leadership Differentiation Cost focus Differentiation focus NOTE: If 2 or more competitors choose the same box, competition will increase
Lower investment costs required compared to a strategy aimed at the entire market or many markets It allows for specialization and greater knowledge It makes entry into a new market more simple
Low cost Differentiation Strategic Scope Broad Narrow Cost leadership Ryan Air, Walmart Cost focus Differentiation McDonalds, BMW Differentiation focus Ferrari, Rolls Royce
Based on the idea that a strategy can be successful by using a mix of differentiation, price and cost leadership Example: Toyota
Identify which activities contributing to cost leadership and differentiation Analyze the source of competitive advantage All Right Reserved by 39
Firm Infrastructure Supporting Activities Human Resource Management Technology Development Procurement Margin Primary Activities Inbound Logistics Operations Outbound Logistics Marketing and Sales Service All Right Reserved by 40
Inbound Logistics Receiving, storing, and disseminating inputs. E.g., warehousing, inventory control Operations Transforming inputs into the final product form All Right Reserved by 41
Outbound Logistics Collecting, storing and distributing the product to buyers Marketing and Sales Providing a means and incentive which allow buyers to purchase the product Service Providing service to enhance or maintain the value of the product All Right Reserved by 42
Industry Inbound Logistics Operations Outbound Logistics Marketing & Sales Service Distributor X X Restaurant X NA Corporate Lending X Xerox X All Right Reserved by 43
Procurement Function of purchasing inputs used in the value chain Technology Development All Right Reserved by 44
Human Resource Management Firm Infrastructure planning, finance, accounting, legal, etc. All Right Reserved by 45
Four scopes may affect value chain Ex. The value chain serves minicomputer requires extensive sales assistance, less hardware performance different from what serves small business All Right Reserved by 46
Segment Scope Differences required to serve different product or buyer segment Vertical Scope Division of activities between a firm and its suppliers, channels, and buyers All Right Reserved by 47
Geographic Scope Different geographic areas Industry Scope Interrelationships among business units All Right Reserved by 48
Cost Leadership Differentiation Focus All Right Reserved by 49
Competitive Advantage Lower Cost Differentiation Competitive Scope Broad Target Narrow Target Cost Leadership Cost Focus Differentiation Differentiation Focus All Right Reserved by 50
Steps to achieve cost leadership Make cost assignment Identify cost drivers Understand cost dynamics Control cost drivers Reconfigure the value chain All Right Reserved by 51
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Human Resources Management (1%) Firm Infrastructure (16%) Procurement (2%) Technology Development(2%) (8%) Liquid Assets (6%) (15%) Fixed Assets (38%) Service (2%) (2%) (5%) Inbound Logistics Operations (67%) Outbound Logistics (1%) All Right Reserved by Marketing & Sales (1%) 53
Understand the firm s cost structure Find cost drivers of each cost segment Match cost structure to buyer s value chain Configure and reconfigure the cost structure All Right Reserved by 54
Factors affect costs. All Right Reserved by 55
Economies or diseconomies of scale Learning and spillover Pattern of capacity utilization When fixed cost high, capacity utilization is important Linkages How other activities are performed Linkages within the Value Chain Vertical Linkages All Right Reserved by 56
Interrelationships With other business units within a firm Integration Vertical integration in a value activity Timing All Right Reserved by 57
Discretionary policies Policies that reflect a firm s strategy Location Institutional factors e.g., government regulations, financial incentives, unionization, etc. All Right Reserved by 58
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What cause the change of cost drivers All Right Reserved by 60
Industry real growth Differential scale sensitivity Different learning rates Differential technological change Relative inflation of costs Aging Market adjustment All Right Reserved by 61
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E.g., control scale gain the appropriate firm size All Right Reserved by 64
Reconfiguration of the value chain presents the opportunity to fundamentally restructure a firm s cost, compared to settling for incremental improvements. By altering the basis of competition in a way that favors a firm s strengths, it may change the important cost drivers in a way that favors a firm. All Right Reserved by 65
1. Identify the appropriate value chain and assign costs and assets to it. 2. Diagnose the cost drivers of each value activity and how they interact. 3. Identify competitor value chains, and determine the relative cost of competitors and the sources of cost differences. 4. Develop a strategy to lower relative cost position through controlling cost drivers or reconfiguring the value chain and/or downstream value. All Right Reserved by 66
A firm dedicates its efforts to a well-chosen segment of an industry can often lower its costs significantly. All Right Reserved by 67
Emphasize on a unique source of differentiation in the Value Chain, rather than on products or markets only Differentiation base on buyers value, not only difference that buyers do not value Should consider the cost of differentiation All Right Reserved by 68
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Policy Choices Linkages Linkages within the value chain Supplier linkages Channel linkages Timing Be the first Location All Right Reserved by 71
Interrelationship Sharing a value activity with sister business units. E.g., sharing a sales force for both insurance and other financial products Proprietary learning Integration e.g., integrating online systems to current ordering systems Scale Institutional factors e.g., Madame s route All Right Reserved by 72
Purchasing Criteria User criteria firms to meet them by lowering cost or raising buyer performance Signaling criteria telling buyers what benefits to get All Right Reserved by 73
Lowering buyer cost Raising buyer performance Signaling the value Through Linking the firm s value chain to the buyer s value chain All Right Reserved by 74
1. Determine who the real buyer is 2. Identify the buyer s value chain and the firm s impact on it 3. Determine ranked buyer purchasing criteria 4. Assess the existing and potential sources of uniqueness in a firm s value chain All Right Reserved by 75
5. Identify the cost of existing and potential sources of differentiation 6. Choose the configuration of value activities that creates the most valuable differentiation for the buyer relative to cost of differentiating 7. Test the chosen differentiation strategy for sustainability 8. Reduce cost in activities that do not affect the chosen forms of differentiation All Right Reserved by 76