CHAPTER 2 : IDENTIFYING COMPETITIVE ADVANTAGE

• Competitive Advantage is a product / service that an organization's customers place a greater value on than similar offerings from a competitor.
• But, CA is temporary -Because competitors keep duplicate the strategy.
• Then, the company should start the new competitive advantage.

This video will explain more about Competitive Advantage

In Competitive Advantage, we will learn about 5 Forces Model, Porter's 3 generis strategies, and Relationship between business process and value chain

👋Five Forces Model👋

Michael Porter’s Five Forces Model is useful tool to aid organization in challenging decision whether to join a new industry or industry segment.

1. Buyer Power
2. Supplier Power
3. Threat of substitute products or services
4. Threat of new entrants
5. Rivalry among existing companies

1. Buyer Power

*High – when buyers have many choices of whom to buy.

*Low – when their choices are few.

•           To reduce buyer power (and create competitive advantage), an organization must make it more attractive to buy from the company not from the competitors.

•         Best practices of IT-based

For example; Loyalty program in travel industry (e.g. rewards on free airline tickets or hotel stays )

2. Supplier Power

*High – when buyers have few choices of whom to buy from.

*Low – when their choices are many.

•        Best practices of IT to create competitive advantage.
•        Supplier power is the converse of buyer power.

For Example; B2B marketplace- private exchange allow a single buyer to posts it needs and then open the bidding to any supplier who would care to bid. Reverse auction is an auction format in which increasingly lower bids.

SUPPLIERS 👉 ORGANIZATION 👉 COSTUMERS

                    ↑                               ↑

                         Organizations want supplier                            Organizations want supplier

                              power to be low  here                                             power to be high here

Example;  B2B marketplace – private exchange allow a single buyer to posts it needs and then open the bidding to any supplier who  would care to bid. Reverse auction is an auction format in which increasingly lower bids. 

3.Threat of substitute products or services

*High – when there are many alternatives to a product or service.

*Low – when there are few alternatives from which to choose.

•        Ideally, an organization would like to be on a market in which there are few substitutes of their product or services. 
• Best practices of IT

Example;  Electronic product -same function different brands

•          To the extent that customers can use different products to fulfill the same need, the threat of substitutes exists.

Example;  electronic product -same function different brands

•           Switching cost- costs can make customer reluctant to switch to another product or service

4.Threat of new entrants

*High – when it is easy for new competitors to enter a market.

*Low – when there are significant entry barriers to entering a market.

•          Entry barriers is a product or service feature that customers have come to expect from organizations and must be offered by entering organization to compete and survive.
•        Best practices of IT

Example;  new bank must offers online paying bills, acc monitoring to compete

•         Many threats come from companies that do not yet exist or have a presence in a given industry or market.
•                 The threat of new entrants forces top management to monitor the trends, especially in technology, that might give rise to new competitors. 

Example;  new bank (online paying bills, acc monitoring)

5.Rivalry among existing companies

*High – when competition is fierce in a market

*Low – when competition is more complacen

• Best Practices of IT

Example; Wal-mart and its suppliers using IT-enabled system for communication and track product at aisles by effective tagging system.

• Reduce cost by using effective supply chain

Rivalry Among Existing Firms

• Existing competitors are not much of the threat:  typically each firm has found its "niche".
• However, changes in management, ownership, or "the rules of the game" can give rise to serious threats to long term survival from existing firms .

Example;  the airline industry faces serious threats from airlines operating in bankruptcy, who do not pay on the debts while slashing fares against those healthy airlines who do pay on debt. (MAS & AIR ASIA)

The Three Generics Strategies

1. Cost Leadership

2. Differenctiation

3. Focused Strategy

1. Cost Leadership

→ Becoming a low-cost producer in the industry allows the company to lower prices to costomers.

→ Competitors with higher costs cannot afford to compete with the low-cost leader on price.

2. Differenctiation

→Create competitive advantage by disguishing their products on one or more features important to their customers.

→Unique features or benefits may justify price differences and / or stimulate demand. 

Example; i-care by Proton

3. Focused Strategy

→Target to a niche market

→Concentrates on either cost leadership or differentiation.

Competitive Scope

                                   ↙                              ↘

                           Broad Market                                                   Narrow Market

                    → Low Cost : Cost Leadership                        → Low Cost : Focused Strategy

                    →High Cost : Differentation                            → High Cost : Focussed Strategy

• Supply Chain - a chain or series of processes that adds value to product & service of customer.
• Add Value to its products and services that support a profit margin for the firm.          

Supply Chain Diagram

A chain or series of processes that adds value to product & service for customer.