Professional Documents
Culture Documents
PIERCY
McGraw-Hill/Irwin
8/e
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Chapter One
Market-Driven Strategy
McGraw-Hill/Irwin
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MARKET-DRIVEN STRATEGY
Market-Driven Strategy Becoming Market Oriented Distinctive Capabilities Creating Value for Customers
MARKET-DRIVEN STRATEGY
All
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business strategy decisions should start with a clear understanding of markets, customers, and competitors.
The
market and the customers that form the market should be the starting pint in shaping business strategy.
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Determine the impact of changes on customer satisfaction Increase the rate of product innovation Pursue strategies to create competitive advantage
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Cross-Functional Analysis of Information Shared Diagnosis and Coordinated Action Delivery of Superior Customer Value
Market Orientation
Information Acquisition
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Gather relevant information on customers, competition, and markets Involve all business functions
Intuits Quicken
Inter-functional Assessment
Share information and develop
action value
DISTINCTIVE CAPABILITIES
Capabilities are complex bundles of skills and accumulated knowledge, exercised through organizational processes, that enable firms to coordinate activities and make use of their assets.
George S. Day, Journal of Marketing, October 1994, p.38.
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Organizational Processes Southwest uses a point-to-point route system rather than the hub-and-spoke design used by many airlines. The airline offers services to 57 cities in 29 states, with an average trip about 500 miles. The carriers value proposition consists of low fares and limited services (no meals). Nonetheless, major emphasis throughout the organization is placed on building a loyal customer base. Operating costs are kept low by using only Boeing 737 aircraft, minimizing the time span from landing to departure, and developing strong customer loyalty. The company continues to grow by expanding its point-to-point route network. Skills and Accumulated Knowledge The airline has developed impressive skills in operating its business model at very low cost levels. Accumulated knowledge has guided management in improving the business design over time. Coordination of Activities Coordination of activities across business functions is facilitated by the point-topoint business model. The high aircraft utilization, simplification of functions, and limited passenger services enable the airline to manage the activities very efficiently and to provide on-time point-to-point services offered on a frequent basis. Assets Southwests key assets are very low operating costs, loyal customer base, and high employee esprit de corps
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Capabilities
Disproportionate (higher) contribution to superior customer value
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Capabilities
Desirable Capabilities
Types of Capabilities
Outside-In Processes Spanning Processes
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Inside-Out Processes
Organizations Process
EXTERNAL EMPHASIS Outside-In Processes
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INTERNAL EMPHASIS
Inside-Out Processes
Spanning Processes
Market sensing
Customer linking Channel bonding Technology monitoring
Financial management
Cost control Technology development Integrated logistics Manufacturing/ transformation processes Human resources management Environment health and safety
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Distinctive Capabilities
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Creating Value:
Customer value is the outcome of a process that begins with a business strategy anchored in a deep understanding of customer needs.
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Benefits
Costs
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Value Composition
Product Services
Employees
Benefits
Value (gain/loss)
Image
Monetary costs Time
Psychic and physic costs
Costs (sacrifices)
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MARKET-DRIVEN STRATEGIES
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Market Sensing Capabilities Effective processes for learning about markets Sensing: Collected information needs to be shared across functions and interpreted to determine proper actions. Customer Linking Capabilities Create and maintain close customer relationships
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Escalating Globalization
It is important to understand the differences (and similarities) between the developed economies and the new world beyond. Market opportunities
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Competitive threats
Partnering opportunities Outsourcing initiatives The worlds poor
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Finland was ranked #1 in global competitiveness in 2004 by the World Economic Forum because of strong skills in adapting to new technology, proactive business practices, and nurturing a culture of innovation (www.weforum.org).
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