მე 5

Chapter 5
Product
Differentiation
Copyright © 2015 Pearson Inc. 5-1

Product Differentiation
The Strategic Management Process

External
Analysis
Strategic Strategy Competitive

Mission Objectives
Choice Implementation Advantage
Internal
Analysis
Business Level Corporate Level

Strategy Strategy
How to Position a Which Businesses

Business to Enter?
in the Market?
Copyright © 2015 Pearson Inc.
Strategic Management & Competitive Advantage – Barney & Hesterly 5-22
Business Level Strategies
Two Generic Business Level Strategies

Cost Leadership:
• generate economic value by having lower costs
than competitors
Example: Wal-Mart
Product Differentiation:
• generate economic value by offering a product
that customers prefer over competitors’ product
Example: Harley-Davidson
A business level strategy intended to:
• increase the perceived value of the focal

firm’s products and/or services relative
to the value of competitor’s products and/or
services
• create a customer preference for the focal firm’s

products and/or services

Bases of Differentiation
A base of differentiation must fill some
customer need:
• image • beauty • safety • furthering a cause

• hunger • status • quality • reliability in use
• comfort • style • service • nostalgia
• cleanliness • taste • accuracy • belonging
A differentiated product fills one or more needs

better than the products of competitors.
Almost anything can be a base of differentiation.

• The wide range of customer needs can be filled
by a wide range of bases of differentiation.
• tangible thing (product features, location, etc.)

• intangible concept (reputation, a cause, an ideal, etc.)
• limited only by managerial creativity
Example: Fred Smith and FedEx

Three Categories
1) Product Attributes
• exploiting the actual product
2) Firm—Customer Relationships
• exploiting relationships with customers
3) Firm Linkages
• exploiting relationships within the firm
and/or relationships with other firms
Product Attributes
• Product Features—the shape of a golf club head
• Product Complexity—multiple functions on a watch
• Timing of Introduction—being the first to market
• Location—locating next to a freeway exit

Firm–Customer Relationships
• Customization—creating a unique diamond bracelet

for a customer
• Consumer Marketing—creating brand loyalty to a soap

through image advertising
https://www.youtube.com/watch?v=A_eSUBotF64
https://www.youtube.com/watch?v=rIZYBL8sHjY
• Reputation—sponsoring the local homeless shelter
to engender positive community response
Firm Linkages
• Linkages among Functions in the Firm—using a
circuit board designed in one division in other
divisions
• Linkages with other Firms—a sporting goods store

sponsors a benefit race by donating running shoes
and receives free radio advertising in return
• Product Mix—a furniture store begins to sell

home gym equipment, computers, and lawn mowers

10
Firm Linkages
• Distribution Channels—a doughnut shop begins to

sell its doughnuts through gas stations
• Service and Support—an oil change shop begins

to offer pick up and delivery of cars in an
office building’s parking garage

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Competitive Advantage
A product differentiation strategy must meet the

VRIO criteria…
Is it Valuable?
Is it Rare?
Is it costly to Imitate?
Is the firm Organized to exploit it?
…if it is to create competitive advantage.

12
The Value of Product Differentiation

Neutralizing Threats
Toyota protected from Hyundai
Entry
Chrysler’s Industry Allen Edmonds

Buyers Rivalry
Crossfire & Cole Hahn
Threat Home vs. Photo

Ruth’s Chris Substitutes
Suppliers Shop Printing of
Steak House
Digital Pictures

13

Focal Firm with No Focal Firm with
Differentiated Product Differentiated Product
MCff
ATCind Pff
ATCff
Pind Dind
Dff
MRff
Qind Qff
Above Normal
Profits

14

Exploiting Industry-Type Opportunities
Fragmented Industry
Branding: commodity differentiated product
Example: Kellogg’s Corn Flakes
Emerging Industry
First mover advantages: captures market share
Example: Motorola Cell Phones

15

Exploiting Industry-Type Opportunities
Mature Industry
Refining product or adding services
Example: Ford’s emphasis on service
Declining Industry
Exploiting niches: serving those with strong needs
Example: NEWT at the Royal Hawaiian

16

Exploiting Other Opportunities

17
Rareness of Product Differentiation

By definition, we assume rareness
• if a product is differentiated, it is rare
enough
• customer preferences are evidence of
a differentiated product
• increased volume of purchases
• and/or a premium price

18
Imitability of Product Differentiation

Logic of costs of imitation
• If would-be imitators face a cost disadvantage

of imitation, they will rationally choose not to
imitate.
Sources of costs of imitation

• historical uniqueness
• causal ambiguity
• social complexity

19

Product Features
Easy
Duplication
of Bases
Timing Product Mix
Usually May be
Location Product complexity
Costly Costly
Reputation Links with other firms
Links between functions
Product customization
Distribution Channels
Consumer marketing
Service and Support

20
Substitutes
• Some substitutes may be obvious.
• Some substitutes may not be obvious.
• If no substitutes are obvious, then we would

conclude that imitation through substitution
will be costly—at least for the present time.
• If a base of differentiation is valuable, others

will attempt to imitate it through duplication
and/or substitution.

21
Organizing for Product Differentiation
Organizational Management Compensation

Structure Controls Policies
• U-Form with • flexibility Reward:
cross-functional • cross-
teams • broad guidelines functional
cooperation
• creativity
encouraged • creativity
• risk taking
Example: Ford Taurus Cross-Functional Teams

22
Cost Leadership and Product Differentiation

Can a firm pursue both simultaneously?
No Yes
• Use of structure, • Firms can do both
management control, because some bases
and compensation of differentiation also
policies are nearly lend themselves to
opposites. low cost.
• Structure, controls, and
policies are not opposites.
Example: Rolex
Example: Toyota

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Summary
• Product differentiation creates customer preferences.
• Preferences allow firms to make above normal profits.
• Almost anything can be a base of differentiation.
• Bases of product differentiation that meet the

VRIO criteria may generate competitive advantage.
• A product differentiation strategy is only as good

as its implementation.
Product differentiation principles can be

applied to your personal and professional lives.
24

Focal Firm with No Focal Firm with
Differentiated Product Differentiated Product
MCff
ATCind Pff
ATCff
Pind Dind
Dff
MRff
Qind Qff
Above Normal
Profits

25
All rights reserved. No part of this publication may be reproduced,

stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.
Copyright ©2015 Pearson Inc.

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Chapter 5

Copyright © 2015 Pearson Inc. 5-1

The Strategic Management Process

Strategic Strategy Competitive

Business Level Corporate Level

How to Position a Which Businesses

Business Level Strategies

Two Generic Business Level Strategies

A business level strategy intended to:

• increase the perceived value of the focal

• create a customer preference for the focal firm’s

Copyright © 2015 Pearson Inc.

• image • beauty • safety • furthering a cause

A differentiated product fills one or more needs

Almost anything can be a base of differentiation.

• tangible thing (product features, location, etc.)

Example: Fred Smith and FedEx

Copyright © 2015 Pearson Inc.

• Product Features—the shape of a golf club head

• Product Complexity—multiple functions on a watch

• Timing of Introduction—being the first to market

• Location—locating next to a freeway exit

Copyright © 2015 Pearson Inc.

• Customization—creating a unique diamond bracelet

• Consumer Marketing—creating brand loyalty to a soap

• Linkages with other Firms—a sporting goods store

• Product Mix—a furniture store begins to sell

Copyright © 2015 Pearson Inc.

• Distribution Channels—a doughnut shop begins to

• Service and Support—an oil change shop begins

Copyright © 2015 Pearson Inc.

A product differentiation strategy must meet the

Is the firm Organized to exploit it?

…if it is to create competitive advantage.

Copyright © 2015 Pearson Inc.

The Value of Product Differentiation

Chrysler’s Industry Allen Edmonds

Threat Home vs. Photo

Copyright © 2015 Pearson Inc.

The Value of Product Differentiation

Copyright © 2015 Pearson Inc.

The Value of Product Differentiation

First mover advantages: captures market share

Example: Motorola Cell Phones

Copyright © 2015 Pearson Inc.

The Value of Product Differentiation

Example: Ford’s emphasis on service

Copyright © 2015 Pearson Inc.

The Value of Product Differentiation

Copyright © 2015 Pearson Inc.

Rareness of Product Differentiation

• increased volume of purchases

• and/or a premium price

Copyright © 2015 Pearson Inc.

Imitability of Product Differentiation

• If would-be imitators face a cost disadvantage

Sources of costs of imitation

Copyright © 2015 Pearson Inc.

Imitability of Product Differentiation