differentiation

Dominating on Competitive Advantage

Posted on by leonel30131f14

costco

 

Costco’s Wholesale’s Mission Statement is to, continually provide their members with quality goods and services at the lowest possible prices. Costco’s has implemented a strategy for a competitive advantage by having a mix of low-cost providers and differentiation. Costco differentiates itself by providing consumers with products in bulk at a low per unit cost, giving rise to a competitive advantage. Costco delivers exceptional value in the products and customer service offer, giving customers the satisfaction that they are getting more for their money.

What keeps customers coming back to Costco, and what is it that makes it so successful? To answer the first question, Costco offers two types of memberships—the regular and executive membership. With an executive membership, Costco gives a 2% reward on annual Costco purchases. A holder of the executive membership receives incentives for shopping there, which leads to more sales and higher customer visits. Costco has made itself a highly successful company by offering quality products and excellent customer service. Not only do they treat their customer’s well but offer their employees a competitive salary, making on average $20 an hour. They receive great benefits and are part of a safe and healthy working environment as well. At Costco they are committed to providing its employees with opportunities for personal and career growth. A satisfied and happy employee translates into a productive working environment. By giving its customers competitive wages, Costco is creating valuable and productive employees, which in turn increases their output per employee, they save money on hiring many merely good employees, and offer quality service.

My family holds a membership, and we primarily go there for most of our groceries, and what I have learned is that, the shopping experience forms part of Costco’s competitive advantage. They offer free samples throughout their store, have a food court, and gasoline station with reduced prices. Their competitive prices and savings keep us coming back. Saving on gas while on a trip to buy groceries is an added benefit that has contributed to Costco’s competitive advantage and differentiation. Costco has competition with companies such as Sam’s Club and Wal-Mart, but so far it has proved to be dominating the wholesale business, being listed at #12 on Fortune’s 2014 most admired companies. I believe that as long as they keep doing what they are doing, and going a step further to satisfy its customers, they will continue to dominate the wholesale business.

 

Do you or any family members hold a membership at Costco? If so, how satisfied are you with the products and services they offer?

Do you think Costco’s competitive advantage would strengthen or weaken by expanding to continents such as Europe or Asia?

Are there still any areas for improvement at Costco?

Long Live Rock n’ Roll: How Heavy Metal Has Saved the European Cruise Industry.

Posted on by spr1324bsteiger

full-metal-cruise-heavy-metal-on-the-high-seas.jpg

As we are all aware, the cruise line industry has been struggling recently. Between ships capsizing and passengers being stranded for days with no food or running water, the cruise industry has taken a huge hit. Recently, however, one European line has come up with a strategy to pique customers’ interests again.

After the 32 deaths that resulted from the Costa Concordia tragedy, European operations managers have been seeking to regain their client’s trust. Since these recent mishaps have taken place, passenger growth rates have decreased by 4, 9, and 18 percent in Germany, Italy, and Spain, respectively. TUI Cruises (which operates between TUI in Europe and Royal Caribbean in Miami) had an operations loss of $14.2 million as of March 31. Cost cuts have been implemented which could include dropping at least one of its five ships if things do not begin to improve.

In an attempt to broaden their client basis, Europe’s $48 billion industry has begun offering cruises targeted at special interest groups, ranging from nudists to food junkies. Among these new cruises is the Full Metal Cruise, on the luxury cruise liner Mein Schiff. This line features heavy metal bands on board including full-fledged mosh pits, rock concerts, on board tattoo artists, and after-hours heavy metal karaoke. German heavy metal band, Kreator, was among some 20 other bands booked by TUI. url.jpgAlmost 2,000 fans booked this rock n’ roll cruise, with most of them being first time cruisers, says company spokeswoman, Godja Soennichsen. The goal of this cruise was not only to generate income to make up for the recent loss, but also to gain publicity and counter the negative press. Managers also wanted to reach a demographic that may have previously never considered a cruise.

Overall, the strategy has been successful. The rock n’ roll themed cruise sold out, with the average passenger age being 39- which is significantly younger than the typical European cruise demographic of 45-65. The ships port, Germany, was also the fastest-growing market in Europe for 2011, providing desirable vacation-goers, because they spend more money on board than any other Europeans. Beer consumption on the metal cruise was also up from the average cruise, at 16 liters per person. This is six times more than your typical cruise.

The bottom line is that for whatever reason, the cruise industry seemed to be reaching the decline point in its product life cycle. However, through the use of differentiation as a product strategy, companies such as TUI have been able to counteract this decline and may be at the beginning of another growth stage.

Do you think that this strategy to gain new customers is one that will last over time or is it just a quick fix for a dying industry?

Is there a special type of cruise that you would like to go on or a certain special interest group that you think should be targeted for these types of cruises?

http://www.businessweek.com/articles/2013-05-23/heavy-metal-rocks-in-europes-cruise-market

Has Starbucks Met its Match?

Posted on by izzydelly

 

 

The popular coffee franchise has made a statement in a number of different markets, but has it met its match against Vietnam? The Seattle based coffee chain put its first location in Ho Chi Minh City in February. This country is known to have a very specific way of making coffee; nothing like what Starbucks has in the U.S.

The main concern here is if Starbucks will thrive in this new country, or become a complete failure. I believe The Critical Decisions of Operations Management should be highly considered.  One of the points is based on the design of goods and services. Starbucks has made a point to please the locals by making a special drink called the Asian Dolce Latte to appeal to local palates. By doing this Starbucks has a better chance to win over the locals that are so keen to stick to their original tastes.  When taking a domestic product abroad, I believe having differentiation in the good or service is also extremely important. Since Starbucks has a flavor of coffee unlike anything the Vietnamese are used to, this differentiation can potentially give them the competitive advantage they need in order to succeed. Starbucks CEO Howard Shultz quotes, “The environment that we create, the store design, the experience…they all add up to a much different position to anything that anyone in Vietnam currently occupies.”

Another critical decision is location strategy. Now, Shultz did not just wake up one morning and decide he wanted a new location in Vietnam. There are currently over 3,000 locations in Asia alone. Starbucks in fact purchases a large quantity of Arabica coffee from Vietnam, thus building a location in Vietnam makes a lot of sense. If they can move closer to the supply, this could greatly reduce exporting costs. To be even more specific, Starbucks purposely located their café in the capital’s higher-end neighborhood, District 1. Here, those that live in the area can afford the expensive taste that Starbucks has. Starbucks essentially nailed it on the head when it comes to this aspect: they are now near raw materials, and they are near to their target customers.

Going global has given Starbucks a vast amount of knowledge on how to succeed. However, they also face some cultural issues as well. As I stated before, the type of coffee served at Starbucks in the U.S. is much different than what the Vietnamese are used to. They enjoy a more bitter and higher caffeinated drink, and in order for Starbucks to do well, they must adjust to the new scene and roll with it. They have also brought a roast-duck wrap and a French baguette to the menu to achieve this goal.

Overall, I believe Starbucks has done an amazing job going global, and if they review and understand the critical decisions of operations management, they will continue to strive to new levels.

Thoughts for discussion:

Will Starbucks succeed in their takeover of Vietnam? Why or why not?
What does this mean for local coffee shops?

Sources:

http://online.wsj.com/article/SB10001424127887323582904578487192544295444.html 

http://travel.cnn.com/can-starbucks-make-it-coffee-mad-vietnam-921956

 

Facebook Home for Mobile Users Innovative? or a Flop?

Posted on by spr1331abarrios

Facebook wants to takeover your computer, tablet, life, and now your Phone?

The sole objective for Facebook Home is to immediately let you gain access to the social network with just a simple look at your phones screen, and this works without you physically running the app or even unlocking your phone. So in simple words, from your locked screen you’ll be able to see your news feed, posts, and full screen photos posted by friends—not to mention you will also have the ability to comment and like the items you stumble upon.

Facebook Home
Facebook Home “Start Up Screen”

So how exactly is this innovative/different as to other phones with normal software? A Facebook Home equipped phone differentiates itself from other phones as you turn on the screen. You will see the time and a small circle at the bottom of the phone displaying your current profile picture. If you don’t touch the screen, your news feeds, known as Cover Feed (in Facebook Home), will start displaying and automatically scrolling from one post to another. There is also the option of manually swiping through the feed just incase you come across something interesting. On the bright side each post takes up the entire diameter of the screen, giving you the perfect visual. If a photo is posted then it will lighten up the screen and you have the option of double clicking to enter your comment or to add a like. If it’s a text post, the author’s photo will appear transparent in the background. If you swipe your finger to the right, you now engage in Facebook Messenger, where you can directly speak to your friends, while also seeing and receiving your SMS texts.

If your friends are boring and you’re really not an avid Facebook user then I can see this being very pointless and annoying to you. But if your obsessed with Facebook and constantly stalking an ex-boyfriend or girlfriend or cant get enough from just having it on your computer, then Facebook Home might be right down your alley. Then again, the option for Facebook Home is 100% optional when buying a new phone, so Facebook still allows the customer choose whether they want to adapt to Facebook Home or just use the normal app.

iPhone users, you like the idea? Well unfortunately Facebook Home is an optional feature for Android users only. It won’t be running on any Apple products because apple does not allow other companies to take control of the main functions. Though in Apples basic settings you are allowed to sign into you Facebook and Instagram and be able to share content easily. But that’s as far as it goes with Apples strict policies.

Do you think Facebook Home is differentiating the brand in the right way or setting up for a flop in the mobile world? Was it a bad decision to make software that has opted them from the biggest mobile manufacturer, Apple? What are you thoughts?

 

References:

http://online.wsj.com/article/SB10001424127887323550604578412664150862712.html

 

 

 

 

 

Differentiating through the Demand of Dogs

Posted on by spr1321rdickey

 

DirectTV is catering to not only humans, but to dogs as well. My dog would be thrilled! How about yours? The only option available to my pup right now is the Puppy Bowl, which we have to record so he can watch all year long. Today, dogs have their own parks, Facebook pages, stores, so why not a TV channel as well?  DirectTV is not only catering to the dogs but also providing help for the families they belong to. The new DogTV will keep these puppies occupied while moms, dads, or children can keep up with their daily tasks without any barking or begging. DirectTV is definitely differentiating from other cable providers with this strategy.

In class, we discussed the strategy of competing through differentiation. I have learned about differentiation in the past, but it is always interesting to see examples of companies using the concept to their competitive advantage. Through their new channel, DirectTV is now implementing this concept and can be seen through the Chicago Tribune’s article, “DirectTV to broadcast channel for dogs.” Differentiating, as discussed is the advantage of being better or different in regards to a company’s product or service. No company wants to be like another so, differentiating is the concept designed to compete through uniqueness.

As mentioned in the article, DogTV is currently only available through online streaming or for select subscribers in California. Is DirectTV testing out their new channel in case it fails to provide the benefits that it hopes for? As one of the larger cable providers, this could solely be a test run for all the other companies as well. If DogTV were to fail, other companies such as WOW or AT&T Uverse will be able to see if there is a demand for this type of channel without hurting their company. But, if DogTV does in fact succeed, these similar companies may need to expand on their differentiation strategies in order to remain in the competition. While it is hard to believe that a channel for dogs could change the face of cable television, DirectTV is currently taking a big risk with this target in either helping or hurting those other companies within the market. Once or if available nationwide, will this create a demand for DirectTV as households’ main cable provider? Through reading the article and understanding the new concept, I thought about whether or not DirectTV is trying to create a higher demand for their service through creating a demand for dogs. This idea may seem silly but could also provide success. We will find out this coming fall when the company is supposedly launching the availability for this channel nationwide. Again, further information on this topic can be found here.

 

The Google Ceiling

Posted on by w13michael

Google has a problem.  Google’s problem is that for all their variety of products, their only revenue stream of consequence is advertising.  And for all of the fancy ideas and products they throw at the market, it appears that unless they can take back the mobile handset market with their Motorola purchase (which they do not appear to be positioning themselves to do), advertising is going to be the primary revenue stream for Google for a long time to come.

Google has a business model problem, and the cornerstone of this problem is the fact that while Google is in the advertising market, it has outgrown the market.  In the early years, their growth was fueled by the rapid growth in electronic commerce, and the fact that traditional advertising was not able to drive electronic commerce.  Since then the market has stabilized and Google is the established leader in electronic advertising, with the traditional channels still maintaining print, outdoor, television and other media channels.  If it can be reasonably assumed that the largest growth in electronic commerce is behind us and that the current landscape will be increasingly more mobile where Google has lower market share, Google has limited potential for continued growth in advertising.

Google’s revenue is almost entirely in advertising, and they don’t appear to be branching out any time soon.

For all its searching (and finding) adjacent markets, it appears they only make halfhearted attempts at monetizing these markets.  Take for example the ability to perform mathematics and graphing functions through their search engine.  Before Google entered, WolframAlpha provided this capability through free trials followed by premium memberships which have additional flexibility and capabilities.  However, Google appears to have entered only for the purpose of  limiting the revenue potential of a minor competitor, if WolframAlpha can even be called this.

Meanwhile, Apple and Amazon have established themselves with business models that, while very different from Google, flank and de-position the Google business model.  Apple has built a successful model of obtaining revenue from software, hardware, services, as well as content which Google has not been able to replicate quickly enough.  Not only this, but Apple has clearly been moving away from Google in all elements of their operations, recently even taking Google Maps from their mobile devices – clearly in an effort to eliminate the potential for advertising revenue through popular Apple devices.  Likewise, Amazon has built a successful model entirely based on selling products and online content; if Amazon is the premier internet source for products and content, they also control the advertising of the content and Google is again left out of the picture.

Google needs a 2.0 strategy in order to continue their growth.  This strategy must appreciate, but not limit itself to their advertising market strengths.  This strategy must not simply copy the strategy of Apple, but must provide differentiated value in order to become a significant source of revenue.