Building Competitive Advantage
Through Functional-Level Strategies
Chapter 4
1
Learning Objectives
• Explain how an enterprise can use functional level
strategies to:
•Increase Efficiency
•Improve its Quality
•Increase its Innovation
•Improve its Customer Responsiveness
2
The Roots of Competitive Advantage
3
Learning effects
• Cost savings that come from learning by doing
• More significant when a technologically complex
task is repeated, as there is more to learn
• Diminish in importance after a period of time
• Triggered by changes in a company’s production
system
4
Experience Curve
• Systematic lowering of the cost structure, and
consequent unit cost reductions
• Occur over the life of a product
• A product’s per-unit production costs decline each
time its accumulated output doubles
• Accumulated output - Total output of a product since its
introduction
• Useful in industries that mass-produce a
standardized output
5
Efficiency and Economies of Scale
• Managers should avoid being complacent about
efficiency-based cost advantages derived from
experience effects as:
• Neither learning effects nor economics of scale are
sustained forever
• Cost advantages gained from experience effects can be
made obsolete by new technologies
6
Flexible Production Technology
• Reduces setup times for complex equipment
• Increases the use of individual machines through
better scheduling
• Improves quality control at all stages of the
manufacturing process
• Increases efficiency and lower unit costs
• Enables better customization of product offerings
7
Mass Customization
• Use of flexible manufacturing technology to
reconcile:
• Low cost
• Differentiation through product customization
8
Marketing And Efficiency
• Marketing strategy: Position of a company with
regard to pricing, promotion, advertising, product
design, and distribution
• Impacts efficiency and cost structure
• Customer defection: Rate percentage of a firm’s
customers who defect every year to competitors
• Lowering customer defection helps achieve a lower cost
structure
9
Materials Management, Just-in-Time
Systems, And Efficiency
• Materials management - Activities necessary to get
inputs and components:
• To a production facility
• Through the production process
• Out through a distribution system to the end-user
• Just-in-time (JIT) inventory system:
• Economizes on inventory holding costs by scheduling
components to arrive:
•Just in time to enter the production process
•As stock is depleted
10
MATERIALS MANAGEMENT,
JUST-IN-TIME systems, AND
EFFICIENCY
• Cost savings come from increasing inventory turnover
and reducing the need for working and fixed capital
• Drawback - Leaves a company without a buffer stock of
inventory
• Supply chain management: Managing the flow of
inputs and components from suppliers into the
company’s production processes to:
• Minimize inventory holding
• Maximize inventory turnover
11
Primary Roles of Value Creation in
Superior Efficiency
12
Primary Roles of Value Creation Functions
in Achieving Superior Efficiency
13
Total Quality Management
• Increasing product reliability to perform consistently as
designed and rarely break down
• Five-step chain reaction
• Improved quality means that costs decrease
• As a result, productivity improves
• Better quality leads to higher market share, allowing the
company to raise prices
• Higher prices increase profitability, allowing the company to
stay in business
• Enables the company to create more jobs
14
Total Quality Management
• Steps that should be part of a quality improvement
program
• Management should strive to eliminate mistakes, defects,
and poor-quality
• Improve quality of supervision
• Work standard to stress on quality of work
• Train employees in new skills to remain informed in
workplace changes
• Commitment from every individual in the company to
achieve better quality
15
Roles Played by different functions in Implementing
Reliability Improving Methodologies
16
Efficiency and Economies of scale
• Efficiency
• Economies of scale
• Diseconomies of scale
• Learning Curve
• Experience Curve
17
Achieving Superior
Innovation
• Most important source of competitive advantage
• Innovative products or processes gives a company
competitive advantage that allows it to:
• Differentiate its products and charge a premium price
• Lower its cost structure below that of its rivals
• Successful new-product launches are catalysts of
superior profitability
Reasons for High Failure Rate of
Innovation
• Demand for innovations is essentially uncertain
• Technology is poorly commercialized
• Poor positioning strategy
• Positioning strategy: Specific set of
options adopts for a product based on price,
distribution, promotion and advertising, and
product features
• Marketing a technology for which there is inadequate
demand
• Slow marketing of products
19
Reducing Innovation Failures
• Tight cross-functional integration can help a
company ensure that:
• Product development projects are driven by customer
needs
• New products are designed for ease of manufacture
• Development costs are reduced
• The time it takes to develop a product and bring it to
market is minimized
• Close integration between R&D and marketing is achieved
Functional Roles for Achieving
Superior Innovation
Roles of Functions in Achieving Superior
Responsiveness to Customers
