Competitive
Competitive Advantage
Advantage in
in
Mature
Mature Industries
Industries
OUTLINE
• Key success factors in mature industries
• Strategic Implementation: Structure, Systems,
Style
• Strategies for declining industries
Competitive
CompetitiveAdvantage
Advantage in
in Retailing:
Retailing:Retailers
Retailers with
with
the
the Highest
Highestand
and Lowest
LowestValuation
Valuation Ratios
Ratios
TOP 15
Valuation Sales
Ratio
($,bil.)
Amazon.com (US)
n.a.
3.9
Caremark Rx (US)
18.0
6.8
Expedia
16.6
0.6
Autozone (US)
13.1
5.3
Hennes & Mauritz (Swe.)
10.5
5.9
Next (UK)
10.1
3.6
Bed, Bath & Beyond (US)
8.5
3.7
Woolworth (Australia)
8.0
16.0
Gap (US)
4.1
14.5
TJX (US)
6.9
12.0
Inditex (Spain)
6.8
4.7
Wal-Mart (US)
5.7
244.5
Radio Shack
5.6
4.6
Family Dollar Stores
5.1
4.2
Best Buy (US)
5.0
20.9
BOTTOM 15
Valuation Sales
Ratio ($, bil.)
Toys-R-Us
0.6
11.3
J.C. Penny (US)
0.7
32.3
Federated Dept. Stores (US) 1.1
15.4
J. Sainsbury (UK)
1.1
29.8
Ito-Yokado (Japan)
1.1
28.0
Ahold
1.2
78.3
Safeway plc (UK)
1.3
29.8
Pinault-Printemps
-Redoute (France)
1.4
32.2
Sears Roebuck (US)
1.4
41.4
Dixons Group (UK)
1.4
8.0
Albertson’s (US)
1.5
35.6
May Department Stores (US) 1.7
11.9
Office Depot (US)
1.7
11.4
CVS
1.9
24.2
Kingfisher (UK)
2.0
17.6
Key
Key Success
Success Factors
Factors in
in Mature
Mature Industries
Industries
•
Opportunities for sustainable
-- limited potential for differentiation
competitive advantage are
-- technology stable and well diffused
limited
-- ease of entry due to well developed
industry infrastructure and powerful
distributors
-- international competition : domestic
cost advantage vulnerable
•
Sources of
cost advantage
-- Economies of scale
-- Low-cost inputs
-- Low overheads
•
Segment and customer
selection
-- As general industry environment
deteriorates, important to locate
attractive segments and woo good
customers.
•
Sources of differentiation
advantage
-- Emphasis on image differentiation and
differentiation through complementary
services.
•
Sources of innovation
-- Limited opportunity for product and
process innovation but considerable
opportunity for strategic innovation
Sources
Sources of
ofStrategic
StrategicInnovation
Innovation in
in Mature
Mature Industries
Industries
• Reconfiguring the value chain:
- Benetton and Zara in clothing
- Southwest & Ryanair in airlines
- Dell in PCs
• Redefining markets and products
- Swatch in watches
- Starbucks in coffee shops
- Barnes & Noble in book retailing
• Innovative approaches to
- Virgin Atlantic in air travel
- Sephora in cosmetics retailing
differentiation
Who are the strategic innovators?
- CNN in news broadcasting
• New entrants
• Existing firms on the periphery
• Firms from adjacent industries
- Nucor in the U.S. steel industry
-Sun Records in rock ‘n roll music
- Prudential Insurance in banking (Egg)
Why not leading incumbents?
• They are constrained by “industry recipes,” relationships with existing
customers, investments in resources & capabilities linked to past
strategies.
RATE OF INNOVATION
Product,
Product, Process,
Process, and
and Strategic
Strategic
Innovation
Innovation over
over the
the Life
Life Cycle
Cycle
Product
innovation
Strategic
innovation
Process
innovation
TIME
Strategy
Strategy Implementation
Implementation in
in Mature
Mature
Industries:The
Industries:The Traditional
Traditional Model
Model
STRATEGY
- Pursuit of cost efficiency through
mass production
STRUCTURE
- Functional departments
- Line and staff distinction
- Job specialization
CONTROLS
- Quantitative, short-term performance targets
- Hierarchical monitoring and control
- Standard, formalized operating procedures,
reporting, and management by exception.
INCENTIVES
- Emphasis on financial incentives linked to
individual performance
TOP
MANAGEMENT
- Primary functions are control and
strategic decision making
- Two main styles: politician and autocrat
The
The Competitive
Competitive Environment
Environment of
of
Declining
Declining Industries
Industries
Features
of declining
industries
Smooth adjustment
- Excess capacity
- Lack of technological change
- Consolidation (but some new entry
as new firms exit)
- Old machines and employees
- Predictability of decline
of capacity
depends upon
- Barriers to exit
{
Durable assets
Costs of closure
Management
commitment
- Strategies of surviving firms
Strategy
Strategy Options
Options in
in Declining
Declining
Industries
Industries
LEADERSHIP
Establish dominant market position
-encourage exit of rivals
-buy market share through acquisition
-acquire capacity
-demonstrate commitment
-dispel optimism about the industry’s future
-raise the stakes
NICHE
Identify an attractive segment and dominate it.
HARVEST
Maximize cash flow from existing sources
DIVEST
Get out while there is still a market for industry assets
Strategy
Strategy Alternatives
Alternatives for
for aa Declining
Declining Industry
Industry
COMPANY’S COMPETITIVE POSITION
Strengths in
remaining demand
pockets
Favorable
INDUSTRY
STRUCTURE
LEADERSHIP
Lacks strength in
remaining demand
pocket
HARVEST
to
or
or
decline
NICHE
DIVEST
Unfavorable
to
decline
NICHE
or
HARVEST
DIVEST
QUICKLY