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1
COMPETITIVE ADVANTAGE AND
STRATEGIC MANAGEMENT FOR
PERFORMANCE EXCELLENCE
CHAPTER 5
CADORNA CALAWOD BELA-ONG SAWIT
O U
T L I N E
2
Examine the relationship between quality and profitability
Discuss cost leadership, differentiation, and people as principal sources of competitive advantage
Describe the importance of quality in meeting customer expectations
Discuss the role of information in strategic planning and quality-focused decisions; and
Describe the role of quality in strategy formulation and implementation
3
COMPETITIVEADVANTAGEa firm’s ability to achieve market superiority over its competitors.
4
CHARACTERISTICS:
Is driven by customer wants and needs
Makes significant contribution to business success
Matches organization’s unique resources with opportunities
Is durable and lasting
Provides basis for further improvement
Provides direction and motivation
5
PRODUCT QUALITY ANDBUSINESS PERFORMANCE
(PIMS STUDIES)
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Product quality is the most important determinant of business profitability.
Businesses offering premium quality products and services usually have large market shares and were early entrants into their markets.
Quality is positively and significantly related to a higher return on investment for almost all kinds of products and market situations.
A strategy of quality improvement usually leads to increased market share but at a cost in terms of reduced short-run profitability.
High-quality producers can usually charge premium prices.
PRODUCT QUALITY ANDBUSINESS PERFORMANCE
QUALITY AND PROFITABILITY
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Improved quality of design
Higher perceived value
Increased market share
Higher prices
Increased revenues
Improved quality of conformance
Lower manufacturing and
service costs
Higher profitability
8
GAO STUDY MODEL
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SOURCES OF COMPETITIVE ADVANTAGE
Cost Leadership
Differentiation
People
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COST LEADERSHIPStrategy used by businesses to create a low cost of operation within their niche.
The use of this strategy is primarily to gain an advantage over competitors by reducing operation costs below that of others in the same industry.
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DIFFERENTIATIONResult of efforts to make a product or brand stand out as a provider of unique value to customers in comparison with its competitors
12
PEOPLEs
13SUPERIOR PRODUCT AND SERVICE DESIGN
OUTSTANDING SERVICE
HIGH AGILITYCONTINUOUS INNOVATION
RAPID RESPONSE
QUALITY AND DIFFERENTIATION STRATEGIES
COMPETING ON SUPERIOR PRODUCT DESIGN
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• Understanding customer needs and expectations
• Systematic processes for design and product improvement
• Tools and techniquesConcurrent engineering
Value analysisDesign reviews
Experimental design
COMPETING ON SERVICE
Researchers repeatedly have demonstrated that when service employee job satisfaction is high, customer satisfaction is high, and that when job satisfaction is low, customer satisfaction is low.
Key components of service quality: employees and information technology
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ELEMENTS OF SUPERIOR SERVICE Establish service goals that
support business and product-line objectives.
Identify and define customer expectations for service quality and responsiveness.
Translate customer expectations into clear, deliverable, service features.
Set up efficient, responsive, and integrated service delivery systems and organizations.
Monitor and control service quality and performance.
Provide quick but cost-effective response to customers’ needs.
COMPETING ON AGILITY
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AGILITY – capacity for flexibility and rapid change
Agility requires Continual monitoring and sensing of changing
customer needs and expectations Fast design changes Rapid roll out of new products and processes Cross-functional cooperation and coordination Good supplier relations
COMPETING ON INNOVATION Innovation is vital to
competing in today’s world
Innovation creates new customer needs and expectations and leads to higher levels of performance
Creativity and breakthrough thinking are encouraged
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COMPETING ON TIME
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Major improvements in response time often require work organizations, processes, and paths to be simplified and shortened. Simplified processes reduce opportunities for errors, leading to improved quality.
Improvements in response time often result from increased understanding of internal customer-supplier relationships and teamwork.
Cycle time – the time it takes to accomplish one cycle of a process
Success in today’s markets requires increasingly shorter cycle times
NEED FOR PERFORMANCE MEASUREMENT
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To lead the entire organization in a particular direction; that is, to drive strategies and organizational change;
To manage the resources needed to travel in this direction by evaluating the effectiveness of action plans; and
To operate the processes that make the organization work and continuously improve
BALDRIGE CLASSIFICATION OF
PERFORMANCE MEASURES
Product and process outcomes
Customer-focused outcomes
Workforce-focused outcomes
Leadership and governance outcomes
Financial and market outcomes
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STRATEGIC PLANNING
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STRATEGYthe pattern of decisions that determines and reveals a company’s goals, policies, and plans to meet the needs of its stakeholders
STRATEGIC PLANNINGthe process by which members of an
organization envision its future and develop the necessary procedures and
operations to carry out that vision
Two activities: development and
implementation
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OF STRATEGIC PLANNING
Plan for the long term, and understand the key influences, risks, challenges, and other requirements that might affect the organization’s future opportunities and directions.
Project the future competitive environment to help detect and reduce competitive threats, shorten reaction time, and identify opportunities.
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OF STRATEGIC PLANNING
OF STRATEGIC PLANNING
Develop action plans and deploy resources—particularly human resources—to achieve alignment and consistency, and provide a basis for setting and communicating priorities for ongoing improvement activities.
Ensure that deployment will be effective—that a measurement system enables tracking of action plan achievement in all areas.
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definition of products and services, markets, customer
needs, and distinctive competencies
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“Innovative approaches… practical results…outstanding service.”
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Where the organization is headed and what it intends to be Brief and memorable - grab attention Inspiring and challenging - creates
excitement Descriptive of an ideal state - provides
guidance Appealing to all stakeholders -
employees can identify with
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“Be the firm of choice for clients and employees.”
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Define attitudes and policies for all employees, which are reinforced through conscious and subconscious behavior at all levels of the organization.
(GUIDING PRINCIPLES)
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We are ethicalWe deliver qualityWe are responsiveWe add valueWe improve continuously
We are innovativeWe develop
professionallyWe respect othersWe give back to our communities
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ENVIRONMENTAL ASSESSMENT
Customer and market requirements, expectations, and opportunities
Technological and other innovations
Changes in global or national economy
Partner and supply chain needs
Strategic challenges - those pressures that exert a decisive influence on an organization’s likelihood of future success
34
TYPICAL STRATEGIC PLANNING PROCESS
STRATEGIES AND ACTION PLANS
35
36
Strategies are broad statements that set the direction for the organization to take in realizing its mission and vision.
STRAT•E•GIS
37
are what an organization must change or improve to remain or become competitive.
STRATEGIC
38
are things that an organization must do to achieve its strategic objectives.
STRATEGY IMPLEMENTATIONDeveloping detailed action
plans, defining resource requirements and performance measures, and aligning work unit, supplier, or partner plans with overall strategic objectives.
39
LINKING HUMAN RESOURCE PLANS AND BUSINESS
STRATEGY Changes in strategy often require
changes in HR plans
Examples Redesign of the work organization to increase
empowerment or teamwork
Changes in labor/management partnerships
Directed training and education
Improved processes for knowledge sharing
40
ILLUSTRATIVE EXAMPLE
41
affinity diagramsInterrelationship digraphstree diagramsmatrix diagramsmatrix data analysisprocess decision program chartsarrow diagrams
42
man
agem
ent an
d
plan
ning
too
ls
43
DIAGRAM / KJ METHOD
44
INTERRELATIONS DIAGRAPHS
45
TREE DIAGRAM
46
MATRIXDATA
AN
ALY
SIS
47
PROCESS DECISION PROGRAM CHART (PDPC)
48
EXAMPLE OF A CPM CHART
49
CORECOMPETENCIES
ANDSTRATEGIC
WORKDESIGN
50
CORECOMPETENCIES
refers to an organization’s areas of greatest expertise that
provide a sustainable competitive advantage in
the marketplace or service environment.
51
CORECOMPETENCIES
Some contemporary theories suggest that business activities
that do not make up an organization’s core competency
should be outsourced. Outsourcing is the practice of
transferring the operations of a business function to an outside
supplier. The opposite of outsourcing is vertical
integration, by which certain business functions are acquired and consolidated within a firm.
REQUIREMENTS FOR EFFECTIVE STRATEGIC
PLANNING
52
A definable approach for developing company strategy.
A clear company strategy with action plans derived from it, and human resource plans related to the action plans.
An approach for implementing action plans.
An approach for monitoring company performance relative to the strategic plan.
Projections of strategy-related changes in key indicators of company performance.
53
Classic strategy formulation addresses the market environment, competitive environment, and company capabilities
Other TQ-related factors – financial and societal risk, human resource capabilities, and supplier/partner capabilities – are addressed only indirectly in the literature.
TQ AND STRATEGIC MANAGEMENT THEORY
54
IDENTIFY WHAT IS RELEVANT
DEFINE PARAMETERS
EXPECTATIONS AND ACTUAL
ANALYSIS OF TRENDS
SYNTHESIS in action
IN action 55
IDEAS FOR STRATEGIES
NURTURING STRATEGIES
56
ANALYSIS OF OPTIONS
CHANGE OF STRUCTURES
TRAINING AND DEVELOPMENT
IMPLEMENTATION
ORGANIZATION FOR LEARNING AND GROWTH
NOTHING IS AS PERMANENT AS CHANGE
in ACTION
57