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1、Strategic Elements of Competitive Strategic Elements of Competitive Advantage Advantage Chapter 8 Global Marketing2International competitivenessInternational competitivenessCoutry level: -The Porter Diamond Industrial Level: -Porters Five Forces, Porters Gerneric Strategies Firm Level: -Benchmarking
2、, competitive innovation3Questions:Questions: Why is a particular nation a good home base for specific industries? Why, for example, is the United States the home base for the leading competition in PCs,sofeware, credit cards,and movies? Why is Germany the home of so many world leaders in printing p
3、resses,chemicals, and luxury cars? Why are so many leading pharmaceutical, chocalate/confectionery, and trading companies located in Switzerland? Why are the world leaders in consumer electronic home based in Japan?4Nation CompetitivenessNation Competitiveness (the Porter Diamond) (the Porter Diamon
4、d) 国家钻石模型国家钻石模型国家钻石模型国家钻石模型Keegan and Green, Chapter 1045Global Competition And National Competitive AdvantageSpecialized labor pool are transferable to related industriesLarge or growing home demand stimulates the growth and deepening of supplier industryFirm Strategy, Structure and RivalryFactor C
5、onditionsRelated and Supported IndustriesDemand ConditionsA group of domestic rivals encourage the formation of more specialized suppliers as well as related industries6Factor conditionsHuman resourcesPhysical resourcesKnowledge resourcesCapital resourcesInfrastructure resources7Demand conditionsCom
6、position of home demandSize and pattern of growth of home demandRapid home market growthMeans by which a nations products and services are pushed or pulled into foreign8Related and supporting industriesInternationally competitive supplier industries provide inputs to downstream industries who has, i
7、n return, a easier access to those inputs and the management. Through contact and coordination with the suppliers, the value chain is optimized 9Firm strategy, structure and rivalry Strategy: long-term gain/short-term gain Structure: hierarchical/flat; disciplined/family- style Rivalry: intense dome
8、stic rivalry pushes firms to seek international markets to support expansion in scale and R-the diamond is altered by the chance events.11Government government is an influence on determinants of national competitive advantages by virtue of its roles as:-a buyer of products and services;-a maker of p
9、olicies on labor, education, capital formation, natural resources, and product standards;-a regulator of commence.12Analysis Framework for Industry Competition: Porters 5 ForcesRivalry Among Existing CompetitorsThreat of Substitute Products or ServicesThreat of New EntrantsBargaining Power of Suppli
10、ersBargaining Power of Buyers13New entrants mean downward pressure on prices and reduced profitability Barriers to entry determines the extent of threat of new industry entrantsKeegan and Green, Chapter 101314Economies of Scale Product differentiation Capital requirements Switching costsDistribution
11、 channels Government policy Cost advantages independent of scale economies Competitor responseKeegan and Green, Chapter 1014Barriers to EntryBarriers to Entry15Availability of substitute products places limits on the prices market leaders can charge High prices induce buyers to switch to the substit
12、uteKeegan and Green, Chapter 101516Buyers seek to pay the lowest possible price Buyers have leverage over suppliers whenThey purchase in large quantities (enhances supplier dependence on buyer)Suppliers products are commoditiesProduct represents significant portion of buyers costsBuyer is willing an
13、d able to achieve backward integrationKeegan and Green, Chapter 101617When suppliers have leverage, they can raise prices high enough to affect the profitability of their customers Leverage accrues whenSuppliers are large and few in numberSuppliers products are critical inputs, are highly differenti
14、ated, or carry switching costsFew substitutes existSuppliers are willing and able to sell product themselves1718Refers to all actions taken by firms in the industry to improve their positions and gain advantage over each otherPrice competitionAdvertising battlesProduct positioningDifferentiation1819
15、Achieved when there is a match between a firms distinctive competencies and the factors critical for success within its industry19Low Cost Differentiation20 20TARGET MARKETNarrow BroadProduct Mix WidthNarrowWideFocused DifferentiationProduct DifferentiationCost FocusCost LeadershipPorters Generic St
16、rategies (p.292-295)Porters Generic Strategies (p.292-295)21Competitive analysisCompetitive analysis DifferentiationEx. Toyota; Apple computer Cost leadership Wal-mart; Aldi; Primark; 22CaseCase：沃尔玛在成本控制方面的水平：沃尔玛在成本控制方面的水平：沃尔玛在成本控制方面的水平：沃尔玛在成本控制方面的水平项目沃尔玛行业平均水平进货费用（占商品总成本 的比例）34.55由分销中心供货比例855060补货时间2天5天管理费用（占总销售额比 例）25商品损耗率1.23
