Hitt M.A., Ireland R.D., Hoskisson R.E. Strategic Management: Competitiveness and Globalization: Concepts

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Studying this chapter should provide you with the strategic

management knowledge needed to:

1. Deﬁ ne business-level strategy.

2. Discuss the relationship between customers and business-level

strategies in terms of who, what, and how.

3. Explain the differences among business-level strategies.

4. Use the ﬁ ve forces of competition model to explain how above-

average returns can be earned through each business-level strategy.

5. Describe the risks of using each of the business-level strategies.

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CHAPTER 4

Business-Level

Strategy

Established in 1976, Acer Group uses four

PC brands—Acer, Gateway, Packard Bell, and

eMachines—as the foundation for its

multi-brand global strategy. Currently the

third largest PC seller in the world (behind

only Hewlett-Packard and Dell), Acer employs over 6,000 and had 2008 revenues of $16.65

billion. Impressively, Acer’s operating proﬁ t rose 38 percent from 2007 to 2008, to roughly

$415 million. These performance data suggest that Acer was competing very

successfully during the global recession.

There is little question as to the business-level strategy Acer uses. Noting that running

a business with lower costs is good when markets are growing but that doing so is even

better when markets are not growing

(which was the case during the global

recession), Acer’s CEO Gianfranco Lanci

remains strongly committed to the cost

leadership strategy (this strategy is

discussed later in the chapter) as the

path to strategic competitiveness and

above-average returns for his ﬁ rm.

According to Lanci, a focus on

controlling costs is part of Acer’s culture.

In his words: “We have always operated

on the assumption that costs need to be

kept under control. It’s a kind of overall

culture we have in the company. If you are

used to it, you can run low costs without

running into trouble.” A decision to sell

only through retailers and other outlets

and to outsource all manufacturing and

assembly operations are other actions

Acer takes to reduce its costs as it uses

the cost leadership strategy. Combined,

the distribution channels Acer uses and

its outsourcing of operations help to cut overhead costs—research and development and

marketing and general and administrative expenses—to 8 percent of sales, well below HP’s

15 percent and Dell’s 14 percent. Lanci describes the cost savings in the following manner:

“We focus 100% on indirect sales, while today most of the people are running direct and

indirect at the same time. If you run direct and indirect, you need different setups; by deﬁ nition,

you add costs. We also focus only on consumers and small and midsize businesses. We

never said we wanted to address the enterprise segment. This is another big difference.”

Because of its lower overhead cost structure, Acer is able to price its products, such

as netbooks, below those of competitors. Somewhat new to the PC market, netbooks are

relatively small and inexpensive PCs with functionalities below those offered by laptops and

desktops. However, their popularity continues to grow. Unlike Dell, HP, and Lenovo, Acer

quickly entered the netbook market and sold 32 percent of all netbooks shipped worldwide

at the end of 2008.

Acer uses its “bare bones” cost structure as the foundation for pricing its various products

such as laptops very aggressively. The ﬁ rm’s new ultrathin laptop was expected to have a

starting price of $650. For products with similar capabilities, the price for the HP product

was around $1,800 and about $2,000 for the Dell product. After observing these prices, an

analyst said that Acer was changing “… customers’ perception of what you should pay for a

computer.”

Sources: 2009, Acer Group, http://www.acer.com, June 15; L. Chao, 2009, Acer expects low-cost laptops to lift

shipments, Wall Street Journal Online, http://www.wsj.com, April 9; B. Einhorn, 2009, Acer closes in on Dell’s

No. 2 PC ranking, BusinessWeek Online, http://www.businessweek.com, January 15; B. Einhorn, 2009, How Acer

is burning its PC rivals, BusinessWeek Online, http://www.businessweek.com, April 7; B. Einhorn, 2009, Acer

boss Lanci takes aim at Dell and HP, BusinessWeek Online, http://www.businessweek.com, April 13; B. Einhorn,

2009, Acer’s game-changing PC offensive, BusinessWeek, April 20, 65; S. Williams, 2009, Essentially cool: Acer’s

timeline notebooks, New York Times Online, http://www.nytimes.com, April 10.

ACER GROUP: USING A

“BARE BONES” COST

STRUCTURE TO SUCCEED

IN GLOBAL PC MARKETS

By diligently managing costs, Acer has offered

consumers fully featured netbooks, such as

their Aspire Timeline, at a price well below

their major competitors.

Richard Naude/Alamy

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Part 2: Strategic Actions: Strategy Formulation

Increasingly important to firm success,

strategy is concerned with making choices

among two or more alternatives.

As we noted in Chapter 1, when choosing a strategy,

the firm decides to pursue one course of action instead of others. The choices are influ-

enced by opportunities and threats in the firm’s external environment

(see Chapter 2)

as well as the nature and quality of the resources, capabilities, and core competencies in

its internal organization

(see Chapter 3). As we see in the Opening Case, Acer Group

tries to drive its costs lower and lower as the foundation for how it competes in the global

PC market. Recently, Acer’s success has caused some of its competitors to renew their

effort to reduce their costs. For example, Dell recently announced that it was committed

to trimming $4 billion from its cost structure to improve its ability to compete against

competitors such as Acer.

The fundamental objective of using any type of strategy (see Figure 1.1) is to gain

strategic competitiveness and earn above-average returns.

Strategies are purposeful, pre-

cede the taking of actions to which they apply, and demonstrate a shared understanding

of the firm’s vision and mission.

Acer’s decisions to acquire Gateway and Packard Bell

were quite purposeful. Acquiring Gateway helped the firm establish a better foothold in

the U.S. market while acquiring Packard Bell helped it establish a stronger footprint in

Europe.

An effectively formulated strategy marshals, integrates, and allocates the firm’s

resources, capabilities, and competencies so that it will be properly aligned with its exter-

nal environment.

A properly developed strategy also rationalizes the firm’s vision and

mission along with the actions taken to achieve them.

Information about a host of vari-

ables including markets, customers, technology, worldwide finance, and the changing

world economy must be collected and analyzed to properly form and use strategies. In

the final analysis, sound strategic choices that reduce uncertainty regarding outcomes

are the foundation for building successful strategies.

Business-level strategy, this chapter’s focus, is an integrated and coordinated set

of commitments and actions the firm uses to gain a competitive advantage by exploit-

ing core competencies in specific product markets.

Business-level strategy indicates

the choices the firm has made about how it intends to compete in individual product

markets. The choices are important because long-term performance is linked to a firm’s

strategies.

Given the complexity of successfully competing in the global economy, the

choices about how the firm will compete can be difficult.

For example, MySpace, a social

networking site, recently reduced its workforce by almost one-third in order to “… rein

in costs and contend with fast-growing rival Facebook Inc.”

Competitive challenges

in MySpace’s U.S. and international operations contributed to the difficult decision to

reduce the firm’s workforce, partly with the purpose of operating more efficiently.

the same time, competitor Facebook’s recently announced strong move into additional

international markets such as India challenged MySpace to further adjust or fine-tune its

strategy as it engages its major competitor in various competitive battles.

Every firm must form and use a business-level strategy. However, every firm may not

use all the strategies—corporate-level, merger and acquisition, international, and coop-

erative—that we examine in Chapters 6 through 9. A firm competing in a single-product

market area in a single geographic location does not need a corporate-level strategy to

deal with product diversity or an international strategy to deal with geographic diversity.

In contrast, a diversified firm will use one of the corporate-level strategies as well as a

separate business-level strategy for each product market area in which it competes. Every

firm—from the local dry cleaner to the multinational corporation—chooses at least one

business-level strategy. Thus business-level strategy is the core strategy—the strategy that

the firm forms to describe how it intends to compete in a product market.

We discuss several topics to examine business-level strategies. Because customers

are the foundation of successful business-level strategies and should never be taken for

granted,

we present information about customers that is relevant to business-level

strategies. In terms of customers, when selecting a business-level strategy the firm

100

A business-level

strategy is an integrated

and coordinated set of

commitments and actions

the ﬁ rm uses to gain a

competitive advantage

by exploiting core

competencies in speciﬁ c

product markets.

101

Chapter 4: Business-Level Strategy

determines (1) who will be served, (2) what needs those target customers have that it

will satisfy, and (3) how those needs will be satisfied. Selecting customers and deciding

which of their needs the firm will try to satisfy, as well as how it will do so, are chal-

lenging tasks. Global competition has created many attractive options for customers,

thus making it difficult to determine the strategy to best serve them. Effective global

competitors have become adept at identifying the needs of customers in different cul-

tures and geographic regions as well as learning how to quickly and successfully adapt

the functionality of a firm’s good or service to meet those needs.

Descriptions of the purpose of business-level strategies—and of the five business-

level strategies—follow the discussion of customers. The five strategies we examine are

called generic because they can be used in any organization competing in any industry.

Our analysis describes how effective use of each strategy allows the firm to favorably

position itself relative to the five competitive forces in the industry (see Chapter 2). In

addition, we use the value chain (see Chapter 3) to show examples of the primary and

support activities necessary to implement specific business-level strategies. Because no

strategy is risk-free,

we also describe the different risks the firm may encounter when

using these strategies. In Chapter 11, we explain the organizational structures and con-

trols linked with the successful use of each business-level strategy.

Customers: Their Relationship with

Business-Level Strategies

Strategic competitiveness results only when the firm satisfies a group of customers by

using its competitive advantages as the basis for competing in individual product markets.

A key reason firms must satisfy customers with their business-level strategy is that returns

earned from relationships with customers are the lifeblood of all organizations.

The most successful companies try to find new ways to satisfy current customers and/

or to meet the needs of new customers. Being able to do this can be even more difficult

when firms and consumers face challenging economic conditions. During such times,

firms may decide to reduce their workforce to control costs. As previously mentioned,

MySpace has done this. This can lead to problems, however, when having fewer employ-

ees makes it harder for companies to meet individual customers’ needs and expecta-

tions. In these instances, some suggest that firms should follow several courses of action,

including “babying their best customers” by paying extra attention to them and develop-

ing a flexible workforce by cross-training employees so they can fill a variety of respon-

sibilities on their jobs. Amazon.com, insurer USAA, and Lexus were recently identified

as “customer service champs” because they devote extra care and attention to customer

service during challenging economic times.

Effectively Managing Relationships with Customers

The firm’s relationships with its customers are strengthened when it delivers superior

value to them. Strong interactive relationships with customers often provide the founda-

tion for the firm’s efforts to profitably serve customers’ unique needs.

As the following statement shows, Harrah’s Entertainment (the world’s largest pro-

vider of branded casino entertainment) is committed to providing superior value to

customers: “Harrah’s Entertainment is focused on building loyalty and value with its

customers through a unique combination of great service, excellent products, unsur-

passed distribution, operational excellence and technology leadership.”

Importantly,

as Harrah’s appears to anticipate, delivering superior value often results in increased

customer loyalty. In turn, customer loyalty has a positive relationship with profitabil-

ity. However, more choices and easily accessible information about the functionality of

firms’ products are creating increasingly sophisticated and knowledgeable customers,

making it difficult to earn their loyalty.

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Part 2: Strategic Actions: Strategy Formulation

A number of companies have become skilled at the art of managing all aspects of their

relationship with their customers.

For example, Amazon.com is widely recognized for

the quality of information it maintains about its customers, the services it renders, and its

ability to anticipate customers’ needs. Using the information it has, Amazon tries to serve

what it believes are the unique needs of each customer; and it has a strong reputation for

being able to successfully do this.

As we discuss next, firms’ relationships with customers are characterized by three

dimensions. Companies such as Acer and Amazon.com understand these dimensions

and manage their relationships with customers in light of them.

Reach, Richness, and Affiliation

The reach dimension of relationships with customers is concerned with the firm’s access

and connection to customers. In general, firms seek to extend their reach, adding cus-

tomers in the process of doing so.

Reach is an especially critical dimension for social networking sites such as Facebook

and MySpace in that the value these firms create for users is to connect them with oth-

ers. In mid-2009, traffic to MySpace was falling; at the same time, data showed that

Facebook had matched MySpace in monthly U.S. visitors for the first time. Specifically,

in May 2009, “MySpace attracted 70.2 million unique U.S. visitors … down 4.7% from

a year ago while Facebook’s U.S. audience nearly doubled to 70.3 million, according

to comScore Media Metrix.”

Reach is also important to Netflix. Fortunately for this

firm, recent results indicate that its reach continues

to expand: “Netflix ended the first quarter of 2009

with approximately 10,310,000 total subscribers,

representing a 25 percent year-over-year growth

from 8,234,000 total subscribers at the end of the

first quarter of 2008 and a 10 percent sequential

growth from 9,390,000 subscribers at the end of the

fourth quarter of 2008.”

Richness, the second dimension of firms’ rela-

tionships with customers, is concerned with the

depth and detail of the two-way flow of information

between the firm and the customer. The potential of

the richness dimension to help the firm establish a

competitive advantage in its relationship with cus-

tomers leads many firms to offer online services in

order to better manage information exchanges with

their customers. Broader and deeper information-

based exchanges allow firms to better understand

their customers and their needs. Such exchanges also enable customers to become more

knowledgeable about how the firm can satisfy them. Internet technology and e-commerce

transactions have substantially reduced the costs of meaningful information exchanges

with current and potential customers. As we have noted, Amazon is a leader in using the

Internet to build relationships with customers. In fact, it bills itself as the most “customer-

centric company” on earth. The firm’s decision in June 2009 to launch “Your Amazon

Ad Contest” demonstrates its belief in and focus on its customers. This contest asked

Amazon customers to submit their vision of an Amazon television commercial to the

firm. The winning entry was to receive $20,000 in Amazon.com gift cards.

Affiliation, the third dimension, is concerned with facilitating useful interactions with

customers. Viewing the world through the customer’s eyes and constantly seeking ways

to create more value for the customer have positive effects in terms of affiliation. Internet

navigators such as Microsoft’s MSN Autos helps online clients find and sort information.

MSN Autos provides data and software to prospective car buyers that enable them to

compare car models along multiple objective specifications. A prospective buyer who

Facebook’s reach continues

to grow rapidly, with the

company announcing that

it had surpassed 250 million

users in July 2009. Much of

the company’s recent growth

has come largely from

outside the United States.

AP Photo/Press Association

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Chapter 4: Business-Level Strategy

has selected a specific car based on comparisons of different models can then be linked

to dealers that meet the customer’s needs and purchasing requirements. Information

about other relevant issues such as financing and insurance and even local traffic patterns

is also available at the site. Because its revenues come not from the final customer or

end user but from other sources (such as advertisements on its Web site, hyperlinks,

and associated products and services), MSN Autos represents the customer’s interests, a

service that fosters affiliation.

As we discuss next, effectively managing customer relationships (along the dimen-

sions of reach, richness, and affiliation) helps the firm answer questions related to the

issues of who, what, and how.

Who: Determining the Customers to Serve

Deciding who the target customer is that the firm intends to serve with its business-level

strategy is an important decision.

Companies divide customers into groups based on

differences in the customers’ needs (needs are discussed further in the next section) to

make this decision. Dividing customers into groups based on their needs is called market

segmentation

, which is a process that clusters people with similar needs into individual

and identifiable groups.

In the animal food products business, for example, the food-

product needs of owners of companion pets (e.g., dogs and cats) differ from the needs for

food and health-related products of those owning production animals (e.g., livestock). A

subsidiary of Colgate-Palmolive, Hill’s Pet Nutrition sells food products for pets. In fact,

the company’s mission is “to help enrich and lengthen the special relationship between

people and their pets.”

Schering-Plough sells “more than 15 animal medicine products

including antibiotics, fertility treatments and a number of vaccines for livestock.”

Thus,

Hill and Schering-Plough target the needs of different segments of customers with the

food products they sell for animals.

Almost any identifiable human or organizational characteristic can be used to sub-

divide a market into segments that differ from one another on a given characteristic.

Common characteristics on which customers’ needs vary are illustrated in Table 4.1.

Table 4.1 Basis for Customer Segmentation

Source: Adapted from S. C. Jain, 2000, Marketing Planning and Strategy, Cincinnati: South-Western College Publishing, 120.

Consumer Markets

1. Demographic factors (age, income, sex, etc.)

2. Socioeconomic factors (social class, stage in the family life cycle)

3. Geographic factors (cultural, regional, and national differences)

4. Psychological factors (lifestyle, personality traits)

5. Consumption patterns (heavy, moderate, and light users)

6. Perceptual factors (beneﬁ t segmentation, perceptual mapping)

Industrial Markets

1. End-use segments (identiﬁ ed by SIC code)

2. Product segments (based on technological differences or production economics)

3. Geographic segments (deﬁ ned by boundaries between countries or by regional differences

within them)

4. Common buying factor segments (cut across product market and geographic segments)

5. Customer size segments

Market segmentation

is a process used

to cluster people

with similar needs

into individual and

identiﬁ able groups.

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Part 2: Strategic Actions: Strategy Formulation

In light of what it learned about its customers, Gap Inc. used shopping experience as a

characteristic to subdivide its customers into different segments as a basis for serving their

unique needs. Specifically, Gap learned from market research that its female and male

customers want different shopping experiences. In a company official’s words, “Research

showed that men want to come and go easily, while women want an exploration.”

light of these research results, women’s sections in Gap stores are organized by occasion

(e.g., work, entertainment) with accessories for those occasions scattered throughout the

section to facilitate browsing. The men’s sections of Gap stores are more straightforward,

with signs directing male customers to clothing items that are commonly stacked by size.

What: Determining Which Customer Needs

to Satisfy

After the firm decides who it will serve, it must identify the targeted customer group’s

needs that its goods or services can satisfy. In a general sense, needs (what) are related to a

product’s benefits and features.

Successful firms learn how to deliver to customers what

they want and when they want it.

Having close and frequent interactions with both

current and potential customers helps the firm identify those individuals’ and groups’

current and future needs.

From a strategic perspective, a basic need of all customers is to buy products that

create value for them. The generalized forms of value that goods or services provide are

either low cost with acceptable features or highly differentiated features with acceptable

cost. In the recent global financial crisis, companies across industries recognized their

customers’ need to feel as secure as possible when making purchases. Allowing customers

to return their cars if they lose their job within 12 months of the purchase is how Hyundai

Motors decided to address this consumer need, creating value in the form of security.

The most effective firms continuously strive to anticipate changes in customers’

needs. The firm that fails to anticipate and certainly to recognize changes in its cus-

tomers’ needs may lose its customers to competitors whose products can provide more

value to the focal firm’s customers. For example, Ford Motor Company concluded that

customers’ needs across the global automobile market were becoming more similar. In

response, the firm decided to build the Fiesta as a world car. While the car will be tailored

somewhat to the needs of different customers in different markets, analysts believe that

the firm “… is betting that it has figured out what has bedeviled mass-market automak-

ers for decades, which is hitting a home run in every market with the same car.”

Ford

believes that changes have occurred resulting in more similarity in customers’ needs for

automotive transportation across multiple markets. If this assessment is correct, the firm

may take customers away from automobile manufacturers failing to see the trend toward

similarity rather than differences in customers’ needs within multiple market segments.

Though there are exceptions like the perceived market for Ford’s Fiesta, consumers’

needs within individual market segments often vary a great deal.

Jason’s Deli tries to

address consumers’ desires for high-quality, fresh sandwiches. In contrast, many large

fast-food companies satisfy customer needs for lower-cost food items with acceptable

quality that are delivered quickly. Diversified food and soft-drink producer PepsiCo

believes that “any one consumer has different needs at different times of the day.”

Through its soft drinks (Pepsi products), snacks (Frito-Lay), juices (Tropicana), and

cereals (Quaker), PepsiCo is developing new products from breakfast bars to healthier

potato chips “to make certain that it covers all those needs.”

How: Determining Core Competencies Necessary

to Satisfy Customer Needs

After deciding who the firm will serve and the specific needs of those customers,

the firm is prepared to determine how to use its capabilities and competencies to

develop products that can satisfy the needs of its target customers. As explained in

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Chapter 4: Business-Level Strategy

Chapters 1 and 3, core competencies are resources and capabilities that serve as a source

of competitive advantage for the firm over its rivals. Firms use core competencies

(how) to implement value-creating strategies and thereby satisfy customers’ needs.

Only those firms with the capacity to continuously improve, innovate, and upgrade

their competencies can expect to meet and hopefully exceed customers’ expectations

across time.

Companies draw from a wide range of core competencies to produce goods or services

that can satisfy customers’ needs. ProEnergy Services is an integrated service company

operating seven business units in the energy industry. Superior client satisfaction is a core

competence the firm relies on in competition with its competitors.

SAS Institute is the world’s largest privately owned software company and is the

leader in business intelligence and analytics. Customers use SAS’s programs for data

warehousing, data mining, and decision support purposes. Allocating approx-

imately 22 percent of revenues to research and development (R&D), a percent-

age that exceeds percentages allocated by its competitors, SAS relies on its core

competence in R&D to satisfy the data-related needs of such customers as the

U.S. Census Bureau and a host of consumer goods firms (e.g., hotels, banks,

and catalog companies).

Kraft Foods relies on the capabilities of its sales

force to create value for its customers,

while Safeway Inc. uses its competence

to understand customers’ unique needs to create its successful private-label

brands such as O Organics and Eating Right.

Sometimes, firms may find it necessary to use their core competencies

as the foundation for producing new goods or services for new customers.

This may be the case for some small automobile parts suppliers in the United

States. Given that U.S. auto production in recent years declined about a third

from more typical levels, a number of these firms are seeking to diversify their

operations, perhaps exiting the auto parts supplier industry as a result of doing

so. Some analysts believe that the first rule for these small manufacturers is to

determine how their current capabilities and competencies might be used to

produce value-creating products for different customers. One analyst gave the

following example of how this might work: “There may be no reason that a

company making auto door handles couldn’t make ball-and-socket joints for

artificial shoulders.”

Our discussion about customers shows that all organizations must use their capabili-

ties and core competencies (the how) to satisfy the needs (the what) of the target group

of customers (the who) the firm has chosen to serve. Next, we describe the different

business-level strategies that are available to firms to use to satisfy customers as the foun-

dation for earning above-average returns.

The Purpose of a Business-Level Strategy

The purpose of a business-level strategy is to create differences between the firm’s posi-

tion and those of its competitors.

To position itself differently from competitors, a firm

must decide whether it intends to perform activities differently or to perform different

activities. In fact, “choosing to perform activities differently or to perform different activ-

ities than rivals” is the essence of business-level strategy.

Thus, the firm’s business-level

strategy is a deliberate choice about how it will perform the value chain’s primary and

support activities to create unique value. Indeed, in the complex twenty-first–century

competitive landscape, successful use of a business-level strategy results only when the

firm learns how to integrate the activities it performs in ways that create superior value

for customers.

Firms develop an activity map to show how they integrate the activities they per-

form. We show Southwest Airlines’s activity map in Figure 4.1. The manner in which

Responding to the needs

of customers concerned

with food safety and

quality, Safeway suc-

cessfully launched the O

Organics brand.

Krista Kennell/ZUMA/Corbis

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Part 2: Strategic Actions: Strategy Formulation

Southwest has integrated its activities is the foundation for the successful use of its cost

leadership strategy (this strategy is discussed later in the chapter). The tight integration

among Southwest’s activities is a key source of the firm’s ability to at least historically

operate more profitably than its competitors.

As shown in Figure 4.1, Southwest Airlines has configured the activities it performs

into six strategic themes—limited passenger service; frequent, reliable departures; lean,

highly productive ground and gate crews; high aircraft utilization; very low ticket prices;

and short-haul, point-to-point routes between mid-sized cities and secondary airports.

Individual clusters of tightly linked activities make it possible for the outcome of a stra-

tegic theme to be achieved. For example, no meals, no seat assignments, and no baggage

transfers form a cluster of individual activities that support the strategic theme of limited

passenger service (see Figure 4.1).

Southwest’s tightly integrated activities make it difficult for competitors to imitate the

firm’s cost leadership strategy. The firm’s unique culture and customer service, both of

which are sources of competitive advantages, are features that rivals have been unable to

imitate, although some have tried. U.S. Airways’s MetroJet subsidiary, United Airlines’s

United Shuttle, Delta’s Song, and Continental Airlines’s Continental Lite all failed in

attempts to imitate Southwest’s strategy. Hindsight shows that these competitors offered

low prices to customers, but weren’t able to operate at costs close to those of Southwest

or to provide customers with any notable sources of differentiation, such as a unique

experience while in the air. The key to Southwest’s success has been its ability to continu-

ously reduce its costs while providing customers with acceptable levels of differentiation

such as an engaging culture. Firms using the cost leadership strategy must understand

that in terms of sources of differentiation that accompany the cost leader’s product, the

customer defines acceptable.

Fit among activities is a key to the sustainability of competitive advantage for all

firms, including Southwest Airlines. As Michael Porter comments, “Strategic fit among

many activities is fundamental not only to competitive advantage but also to the

Figure 4.1 Southwest Airlines Activity System

Limited

passenger

service

High

aircraft

utilization

Very low

ticket prices

Lean, highly

productive

ground and

gate crews

Short-haul,

point-to-point

routes between

midsized cities

and secondary

airports

Frequent,

reliable

departures

No meals

No seat

assignment

15-minute

gate

turnarounds

Limited use

of travel

agents

Standardized

ﬂeet of 737

aircraft

Automatic

ticketing

machines

High

compensation

of employees

connections

with other

airlines

No baggage

transfers

High level

of employee

stock

ownership

Flexible

union

contracts

“Southwest,

the low-fare

airline”

107

Chapter 4: Business-Level Strategy

sustainability of that advantage. It is harder for a rival to match an array of interlocked

activities than it is merely to imitate a particular sales-force approach, match a process

technology, or replicate a set of product features. Positions built on systems of activities

are far more sustainable than those built on individual activities.”

Types of Business-Level Strategies

Firms choose from among five business-level strategies to establish and defend their

desired strategic position against competitors: cost leadership, differentiation, focused

cost leadership, focused differentiation, and integrated cost leadership/differentiation (see

Figure 4.2). Each business-level strategy helps the firm to establish and exploit a particu-

lar competitive advantage within a particular competitive scope. How firms integrate the

activities they perform within each different business-level strategy demonstrates how

they differ from one another.

For example, firms have different activity maps, and thus,

a Southwest Airlines activity map differs from those of competitors JetBlue, Continental,

American Airlines, and so forth. Superior integration of activities increases the likelihood

of being able to gain an advantage over competitors and to earn above-average returns.

When selecting a business-level strategy, firms evaluate two types of potential com-

petitive advantages: “lower cost than rivals, or the ability to differentiate and command a

premium price that exceeds the extra cost of doing so.”

Having lower cost derives from

the firm’s ability to perform activities differently than rivals; being able to differentiate

indicates the firm’s capacity to perform different (and valuable) activities.

Thus, based

on the nature and quality of its internal resources, capabilities, and core competencies,

Figure 4.2 Five Business-Level Strategies

Cost Leadership

Differentiation

Focused Cost

Leadership

Narrow

target

Broad

target

Competitive

Scope

Focused

Differentiation

Cost Uniqueness

Competitive Advantage

Integrated Cost

Leadership/

Differentiation

Source: Adapted with the permission of The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from

1998 by Michael E. Porter.