The Generic Strategies

The Michael E Porter's Generic Strategies: A great business model that will never go out of corporate or academic fashion. Simply put, for your company to survive you must either (i) make the best products, (ii) make the products cheaper than your competitors, or (iii) serve a small segment of the market. You can't take on a hybrid approach because your company will lose focus on its main strategic advantage.

A Product Leadership strategy is being highly innovative and making "the best" products possible. This approach comes from the early times of currency and bartering when sole traders would specialise in their trade and the best goods would always attract the best customers and highest prices. This was great in the Middle Ages because economic trade activities were limited to your geographic microeconomy, and worked well into the 20th Century until trade barriers were lifted and sweat shops were given their time to shine.

Globalisation and the Internet during the end of the 20th Century brought many competitors into the market place, mainly competing on price. So many companies shifted from trying to create the most innovative and revolutionary product, to making just a standard product as cheaply as possible at a market-acceptable price.

Focusing your marketing strategy on cost efficient production and business processes rather than your product is adopting an Operational Excellence strategy. Utilising this strategy isn't just moving your production from Wollongong to China so you can produce colourful underpants at a cheaper rate [like Pacific Brands - the producer of Bonds - did this year] or migrate your support centre from Sydney, to India then to Africa to take advantage of the lowest English-speaking labour rates but is more focusing on creating lean systems and improving supply chain efficiencies in both response times and cost reductions. General Electric and Toyota are two stand out companies that pride themselves on having exceptionally lean manufacturing techniques. Something that you should also think about is that Operational Excellence is about "making things for cheaper", and not always about making cheap things.

But the downfall in both these two strategies is that their vision towards business success is mainly navigated internally, with little-to-some customer insight adopted. A Product Leader like Sony has always created technologically sound product concepts like the from the Walkman, to digital cameras and even to mobile phones. Their downfall however has been a lack of user adoption because their portable music players have had their market share eaten away since the Discman by the intuitive iPod, cameras are too complicated and laden with too many features, and their Sony Ericsson phones leave much to be desired in comparison to any new Nokia, iPhone or BlackBerry. The problem here was that there are many competing music players, gaming consoles, digital cameras and mobile phones.

The Perfectionist's Trap is when the creator of a new product produces something to their best capabilities. Since they are most probably an expert in their field they'll think to themselves "I have made this product to the highest standards I can perform, therefore it is the best product on the market and customers will buy it." Which thinking may work well when producing something like a $200,000 supercar, avant-garde fashion or any market that is supremely driven by innovation. But generally speaking, the most innovative and advanced product will not always have appeal to consumers. Sony's PS3 has the most GPU power for any console (apart from a computer) as well as having an integrated Blu-Ray player, Wifi, 60GB HDD, and heaps of other stuff you wouldn't think of or use, but has been overshadowed by the technologically inferior Nintendo Wii (for ease-of-use and stimulating viral videos) and the Microsoft XBox 360 (for online capabilities and high quality games) which is the oldest of the three consoles.

Cost leaders can often fall into the trap of continuously trying to make product lines more profitable at the expense of quality and user appeal. The above cartoon by Tom Fishburne is self explanatory.

The problem here really lies in the appeal of these competitive strategies. Cost and Product Leaders make product that "generally" appeals to the masses so they can extract the most revenue and profit. But what about if you narrowed your focus from the entire pie to just a slice of it? Get to know a small segment of the market that shows promise, and deliver a product that specifically suits their needs better than any other brand, product or alternative. This is Customer Intimacy.

Since customer centric companies create the best solution for this small segment of the market, these customers will [or should] take notice of your offer above any of the mass marketed alternatives and also pay the higher base price for it too. And since you specialise in this particular market, you can create economies of scale when you fit your operations to produce just these goods rather than an array of mass marketed ones.

I emailed a company the other day (for content on a later post) and asked whether their focus was on cheap prices, mix of products offered or good service. The reply was this: "we have always had the ambition of providing our customers with the widest range of ... products at the lowest prices everyday, backed with the best service." Sounds like something the CXO's say at their annual shareholders' meetings. But according to Porter, for strategic advantage you should be adopting ONE approach, not trying to do it all; even though it does sound impressive. This particular company however does adopt a customer intimacy (focus) strategy and is very successful. One of my favourite retail stores in fact.

Values Thrice: Exchanging, Equating and Adding Value

'Value' can be a difficult word to describe and define but without us knowing, it is the intangible currency that we have been trading with for centuries - not gold, tobacco, horses, chickens, barrels of rum or the arranged marriage of your first child. A transaction will only occur when two parties are able to exchange something of equal value with each other; assuming both parties will always behave "rationally": Try to think of it like this, would you trade a widget that is worth $100, for anything less than $100?

But believe it or not, this school of thought on the exchange of value is no longer accepted in academic marketing circles. Today, we recognise value as being the difference between how much we pay for something and the benefit we receive from it.

The Value Equation Costs - Benefits = Value

Strange isn't it?

We've moved from thinking of value as being like a commodity that we exchange to the difference between costs and benefits. If you ask me why; I'm not really sure. The first school of thought still makes sense to me. Perhaps we just need a different word to differentiate each model (ideas anyone?). But anyway the latter is what you will learn these days so you better get to know the value equation.

For consumers, value can be monetary (buying something on sale or the generic prescription medicine versus the branded) in the form of thrift or economising but many new age consumers are price insensitive. They see value in having "organic" goods, fair trade coffee beans, a highly recognised designer brand label or buying domestically produced and owned products, regardless of their price - this is totally irrational in my judgement, but to each their own. So when pitching a product to a consumer in the B2C marketplace, take into account what they see value in.

In a business context, think of value as something that increases the revenue of a company or reduces costs for a company. If it doesn't do either, it isn't valuable.

"Value-Added" or "Value-Adding" or applying any type of mathematical process with the word value has become quite the buzz in the industry and academia. Bonuses are distributed on an executive's ability to add or create value to their firm, which is a fair gauge in my opinion. But this puts value into another context: Shareholder Value. This occurs as a result of the Value Equation's application in investments. Adding to shareholder value is when a business operates so effectively that they generate a higher return for their shareholders than they did the previous period (with currency deflated for comparison purposes). In these cases, value is always expressed in a monetary form.

The Value Transfer Model is another application of the same word - Value - in manufacturing or process engineering. This model suggests that if a task doesn't add value to the product, service or match company objectives it should be eliminated to make the supply/value chain more "lean" and "agile". More buzzwords.

So all the rage at the moment with value is being able to create additional wealth for the shareholders. Today's marketplace is just as terrifying and competitive as in the movie Wall Street, but companies aren't trembling in fear of hostile takeovers and asset fire sales; but losing their competitive advantage from their neighbouring rival or some new age global producer based out in the more-developed Asian countries because they aren't able to create value.

Going slightly off topic to conclude, I've heard from many people that a good trick to use in a job interview is to say that you "add value" to the company. So this pitches you as being worth more to the company than they are offering to pay you. Not a bad idea to throw out there, but I think the value-adding buzzword in human resources has become a cliche. I'd recommend only using it if you're an accountant being interviewed by another older account. Actually I wouldn't recommend using too many buzzwords in an interview, you're only going to confuse yourself and the interviewer. Keep It Simple Stupid.