Presented by-: Manas Kumar Saurav Kumar Saurabh Singh
SUSTAINABLE COMPETITIVE ADVANTAGE Sustainability is a framework for
responding to the emerging competitive threats and maintaining competitive advantage. Sustaining competitive advantage requires erecting barriers against the competition. A competitive strategy consists of moves to 1) 2) 3)
Attract customers Withstand competitive pressures Strengthen an organization’s market position
CREATE COMPETITIVE ADVANTAGE Cheaper (lower cost) producer: ? Better (superior perceived quality): ? Newer (more innovative/up to
date/fashionable): ? Faster (speed to market): ? More desirable/ distinctive (successful branding):? Better reputation: ? First mover advantages: ? Provide your own examples of firms that compete successfully on this basis.
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RECOGNISING PATTERNS Advantage comes from understanding and exploiting the
emerging competitive market patterns. There is scope for advantage based on: Search/ scanning capabilities Analysis/ interpretation capabilities Risk taking capabilities Implementation capabilities Change management capabilities Ownership of/ access to required complementary assets/ capabilities The ability to do this depends in turn on the effectiveness and integration of the appropriate key business activities and processes (distinctive capabilities/ competencies) which underlie cost competitiveness, quality, innovation, speed to market, network building, and customer intimacy. Production, marketing, logistics, supply chain management, collaboration, branding, quality, market development, product development, and innovation. Which in turn depends on organisational processes and practices such as HRM, information and decision management, and relationship management. 4
Porter’s approach to CA Low cost/ differentiation may indeed be the
proximate cause of CA but they cannot be the ultimate source. Low cost positions, superior quality, speed to market, or whatever, must come from something or other the organisation has or does. For example in Ricardo’s time the superior returns (CA) of some farmers indeed came from lower costs which derived ultimately from superior quality (ie more productive) land, a resource that was very hard to make more of! Nowadays Nokia’s or Dell’s superior returns come ultimately from something similar, something (scarce and hard to make more of) which allows them to do things which enable them to offer a better ‘value for money’ proposition to consumers. manecon/options/create
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Conditions for sustaining a competitive advantage A difference that matters A gap in capabilities 1. 2. 3. 4.
Gap in business system Gap in position Regulatory and legal gaps Gap in R&D and implementation
Sustainable differentiation
SWOT ANALYSIS OF SUZLON(THREATS) Intense competition Over dependence on US Foreign Exchange Risk Technology Risk Decreasing price of crude oil
SWOT ANALYSIS OF SUZLON STRENGTH(Company Values) People strength Aggressive Vertical Integration Strategy Strong R&D team Expanding Manufacturing Capabilities Strong Order Book Aggressive Growth
SWOT ANALYSIS OF SUZLON(STRENGTH) Cost Reduction Reverse Outsourcing End to End Solution Vertical Integration and Amalgamation Market Leadership in India and Global
Presence Growth Integrated Business model
SWOT ANALYSIS OF SUZLON(WEAKNESS) Management Structure Capital Intensive Overseas Business Cash Conversion Growth in asset overweighting growth in
revenue
SWOT ANALYSIS OF SUZLON(OPPURTUNITIES) Environmental and Governmental Initiatives Favorable tax exemptions Untapped offshore market Steady source of demand
SWOT ANALYSIS OF SUZLON(THREATS) Intense competition Over dependence on US Foreign Exchange Risk Technology Risk Decreasing price of crude oil
Company overview
Company overview
Timeline & Select Milestones
Suzlon group – global presence
Acquisition of Hansen Transmission
Drivers for growth Three key drivers to go beyond India:
1. Access to technology Technical collaboration with Südwind (1995) internalizing R&D by 1997/8 Formation of AE Rotors in the Netherland• Netherlands Product and process engineering in India Alliances: e.g. joint venture with Elin Generators Maiden venture into the US market (2002/3) European technology platform Experienced European wind energy professionals (engineers, researchers, technicians) as the core to drive Suzlon’s R&D Compete in India
2. Access to people Experienced professionals in e.g. international sales, project management, service management etc. with existing and tested relationships comprising the core team Follow the demand – North America, Europe, Australia, China etc. Creation of Business Units (local organisations, local manufacturing etc.) Follow shift in customer trends (consolidating and becoming bigger more complex higher demands for technology, services, Industrial plans etc. 3. Access to new markets/customers Acquisitions: Repower / Hansen Transmissions enter new markets and access new customers build up experienced and international (but localized) managerial/specialist base local manufacturing to lower transportation costs expand product portfolio access state-of-the-art technology
Edge over competitors
Proactively addressing challenges at their root
Blade cracks Retrofit exercise under way after satisfactory conclusion of RCA and solution Order book slowdown S88 V3, with demonstrable performance, positioned as mainstay for internationalmarket Strong pipeline of potential customers Cost competitiveness, vertical integration and expanded scope of services toprovide edge in tough market conditions Global credit crisis
Well-diversified market reach hedges geographical risk Focusing on key markets and customer relationships Current customer profile dominated by utilities and financially sound developers
Working capital management Working capital buildup Working capital reduction plan designed in association with AT Kearney Receivables Program management for order fulfillment Improvement in production planning process Improvement in documentation and certification process Inventories Procurement reduction Non- and slow-moving inventory reduction Redistribution of excess between units Mismatch and excess inventory reduction
Sustaining competetive advantage