Professional Documents
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Businesslevelstrategy
Anintegratedandcoordinatedsetofcommitments
intendstocompeteinindividualproductmarkets
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Selectingabusinesslevelstrategy
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Table5.1 BasisforCustomerSegmentation
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ThePurposeofaBusinessLevelStrategy
Createdifferencesbetween:
firmsposition itscompetitors
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Selectingabusinesslevelstrategy
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Figure5.2 FiveBusinessLevelStrategies
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Figure5.1 WestJetsActivitySystem
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CompetitiveRisks: CostLeadershipStrategy
Processesusedtoproducecouldbecomeobsoletebecause ofcompetitorsinnovations Innovationsmayallowrivalstoproduceatcostslowerthan thoseoftheoriginalcostleader Toomuchfocusoncostreductionsmayoccuratthe expenseoftryingtounderstandcustomersperceptionsof competitivelevelsofdifferentiation Imitation:usingtheirowncorecompetencies,competitors sometimeslearnhowtosuccessfullyimitatethecost leadersstrategy
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CompetitiveRisks: DifferentiationStrategy
customersmightdecidethepricedifferentialbetweenthe differentiatorsproductandcostleadersistoolarge
firmsmeansofdifferentiationmayceasetoprovidevaluefor
whichcustomersarewillingtopay
experiencecannarrowcustomersperceptionsofthevalueof
aproductsdifferentiatedfeatures
Counterfeiting:Fakescandamagethereputationofthe
company,nottomentionharmthecustomers
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CompetitiveRisks: FocusStrategies
competitormaybeabletofocusonamorenarrowly definedcompetitivesegmentandoutfocusthefocuser
acompanycompetingonanindustrywidebasismay
segmentmaybecomemoresimilartothoseofindustry widecustomersasawhole
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CompetitiveRisks:
IntegratedCostLeadership/DifferentiationStrategy
Difficultforfirmstoperformprimaryandsupport activitiesinwaysthatallowthemtoproducerelatively inexpensiveproductswithlevelsofdifferentiationthat createvalueforthetargetcustomer Resultisbecomingstuckinthemiddle
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