Competitive Strategies Overview

Creating a unique product or service to stand out from competitors.

Targeting specific groups of people based on unique traits.

Being the most efficient producer to offer the lowest prices.

A strategy to target a specific market segment and customize products for their unique needs.

A strategy aiming to be the cheapest provider in a specific market segment.

Internal costs are different from external prices. A company can have low costs without low prices.

Lack of clear strategic direction, failure to choose a specific competitive advantage, such as low cost or differentiation.

Cost leadership strategies work best in stable environments where needs are relatively unchanging.

Features affecting a market. Examples include customer power, competitor intensity, and market size.

Combining low cost with differentiation to offer good value for money.

Customer preference for a particular brand.

Obstacles that prevent new competitors from entering a market.

Unique requirements and preferences within a particular customer group.

A reduction in the time needed to produce a product or service, leading to lower unit costs of direct labor.

The generalisation of the learning effect, applying to other operating costs.

Company with higher market share benefits from cost advantages compared to competitors due to experience.

Setting a price below initial costs to gain market share due to cost reductions from the experience effect.

A competitive strategy focused on having the lowest production costs in an industry to increase profitability.

Competitors set low prices, to gain market share.

Making a product distinct from competitors by unique features.

Targeting a large group of customers with commonly appreciated product attributes.

Dividing a wide market into specific groups with different needs.

Combining elements of cost leadership and differentiation strategies to provide a good quality-price ratio.

A model that visualizes different business strategies regarding price and value positioning in the market.

The overall scope of an organization and how value is added to its business units.

How a business competes successfully in a specific market.

How different parts of an organization deliver the strategy in terms of managing resources, processes, and people.

A distinct domain of activity supplying goods or services within an organization.

Aspects of a firm that distinguish it from others, leading to superior performance.

Creating unique products or services that are perceived as superior by customers, justifying premium prices.

Decreasing per-unit costs as production volume increases.

Obstacles preventing other competitors from replicating a firm's competitive advantage.

A tool identifying strengths, weaknesses, opportunities, and threats for an organization.

Comparing an organization's performance to others in the industry.

The series of activities involved in creating and delivering value to a customer.

A framework to evaluate organizational resources and capabilities to determine if they contribute to a competitive advantage.

The approach a business unit takes to achieve a competitive edge in its marketplace.