Chapter 4 & 5

Functional Level Strategy

Strategic Charles W. L. Hill

Management Gareth R. Jones

PowerPoint Presentation by
An Integrated Approach Charlie Cook
Production and Efficiency

Economies of scale
 Lower unit costs due to large
scale production volumes.
Learning effects
 Cost reductions due to
learning by doing.
The experience curve
 Systematic unit-cost reductions that are the result of
accumulated output.

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 Production and Efficiency:
Economies of Scale
A typical long-run
unit-cost curve:

FIGURE 5.1
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 Production and Efficiency:
The Experience Curve
A typical experience curve:

FIGURE 5.3

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 Production and Efficiency:
Learning Effects
Economies of scale
and learning effects:

FIGURE 5.2
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 Production and Efficiency: The Experience Curve

Unit production costs in an integrated

steel mill and a minimill.
FIGURE 5.4
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Production and Efficiency:
Manufacturing and Mass Customization
Flexible manufacturing technology (lean production)
 Reduced setup times
 Increased machine utilization
 Improved quality control
 Lower inventory levels

Mass customization
 Low cost and product customization

Flexible machine cells

 Increased variety of operations

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Production and Efficiency: Flexible Manufacturing

The tradeoff between

FIGURE 5.5 costs and product variety
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Marketing and Efficiency

Marketing strategy:
 Product design
 Advertising
 Promotion
 Pricing
 Distribution

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 The Relationship Between Average
Unit Costs and Customer
Defection Rates

FIGURE 5.6
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 The Relationship Between Customer

Loyalty and Profit

per Customer

FIGURE 5.7
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Materials Management, JIT, and
Efficiency
Materials management
 Getting materials into and through
the production process and out
through the distribution system
to the end user.
Just-In-Time (JIT)
 Reduce inventory holding costs by having materials
arrive JIT to enter the production process.
 JIT risk: There are no buffer stocks for nondelivery or
unanticipated increases in demand.

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R&D Strategy and Efficiency

Design easy-to-manufacture products

 Reduce numbers of parts per unit.
 Reduce assembly time.
 Closely coordinate R&D
and production activities.
Pioneer process innovations
 Innovations create competitive
advantage through gains in process efficiencies.

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Achieving Superior Innovation

Causes of the high failure rate of innovation:

 Uncertainty
 Quantum innovation
 Incremental innovation

 Poor commercialization
 Poor positioning strategy
 Technological myopia
 Slowness in marketing

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Achieving Superior Customer
Responsiveness
Developing a customer focus:
 Top leadership commitment to customers.
 Employee attitudes toward customers.
 Bringing customers into the company.
Satisfying customer needs:
 Customization of the features of products and services to meet
the unique need of groups and individual customers.
 Reducing customer response times:
 Marketing that communicates with production.
 Flexible production and materials management.
 Information systems that support the process.

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Lec 4

Business-Level Strategy

Strategic Charles W. L. Hill

Management Gareth R. Jones

PowerPoint Presentation by
An Integrated Approach Charlie Cook
What Is Business-Level Strategy?

Business-level strategy
 A plan of action to use the firm’s resources and
distinctive competencies to gain competitive
advantage.
Abell’s “Business Definition” process
 Customer needs – product differentiation (what)
 Customer groups – market segmentation (who)
 Distinctive competencies – competitive actions (how)

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 Choosing a Generic Business-Level Strategy

Product/Market/Distinctive-Competency Choices
and Generic Competitive Strategies
Cost Leadership Differentiation Focus

Product Low High Low to high

Differentiation (principally (principally by (price or
by price) uniqueness) uniqueness)

Market Low High Low

Segmentation (mass market) (many market (one or a few
segments) segments)

Distinctive Manufacturing Research and Any kind of

Competency and materials development, sales distinctive
management and marketing competency

TABLE 6.1

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 Types of Business-Level Strategies

FIGURE 6.1

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Choosing a Business-Level Strategy

Cost-leadership strategy success is affected by:

 Competitors producing at equal or lower costs.
 The bargaining strength of suppliers.
 Powerful buyers demanding lower prices.
 Substitute products moving into the market.
 New entrants overcoming entry barriers.

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Choosing a Business-Level Strategy

Differentiation strategy success is achieved

through:
 An emphasis on product or service quality.
 Innovation in providing new features for which
customers will pay a premium price.
 Responsiveness to customers after the sale.
 Appealing to the psychological desires of customers.

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Choosing a Business-Level Strategy

Differentiation strategy success is affected by:

 Competitors imitating features and services.
 Increases in supplier costs exceeding differentiator’s
price premium.
 Buyers becoming less brand loyal.
 Substitute products adding similar features.
 New entrants overcoming entry barriers related to
differentiator’s competitive advantage.

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Choosing a Business-Level Strategy

Focus strategy success is affected by:

 Competitor entry into focuser’s market segment.
 Suppliers capable of increasing costs affecting only
the focuser.
 Buyers defecting from market segment.
 Substitute products attracting customers away from
focuser’s segment.
 New entrants overcoming entry barriers that are the
source of the focuser’s competitive advantage.

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Strategic Groups and Business-Level
Strategy
Implications for business-level strategy
 Immediate competitors are companies pursuing same
strategy within the same strategic group.
 Different strategic groups can have a different
standing with respect to the effects of the five
competitive forces.
First mover advantage
 Benefits are first choice of customers and suppliers,
setting standards, building entry barriers.

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Choosing an Investment Strategy at
the Business Level
Investment strategy
 The resources (human, functional, and financial)
required to gain sustainable competitive advantage.
Competitive position
 Market share is an indicator of competitive strength.
 Distinctive competencies are competitive tools.
Life Cycle Effects
 An industry’s life cycle stage affects its attractiveness
to investment prospects.

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 Choosing an Investment Strategy at the
Business Level

Stage of the Strong Competitive Weak Competitive

Industry Life Cycle Position Position

Embryonic Share building Share building

Growth Growth Market concentration

Shakeout Share increasing Market concentration or

harvest/liquidation

Maturity Hold-and-maintain or profit Harvest or

liquidation/divestiture

Decline Market concentration or Turnaround, liquidation,

harvest (asset reduction) or divestiture

TABLE 6.2

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