6.2 Understanding Business-Level Strategy through “Generic Strategies” – Strategic Management (2024)

Why Examine Generic Strategies?

Business-level strategy addresses the question of how a firm will compete in a particular industry (Table 6.1). This seems to be a simple question on the surface, but it is actually quite complex. The reason is that there are a great many possible answers to the question. Consider, for example, the restaurants in your town or city. Chances are that you live fairly close to some combination of McDonald’s, Subway, Chili’s, Applebee’s, Panera Bread Company, dozens of other national brands, and a variety of locally based eateries that have just one location. Each of these restaurants competes using a business model that is at least somewhat unique. When an executive in the restaurant industry analyzes her company and her rivals, she needs to avoid getting distracted by all the nuances of different firm’s business-level strategies and losing sight of the big picture.

The solution is to think about business-level strategy in terms of generic strategies. A generic business-level strategy is a general way of positioning a firm within an industry. Focusing on generic strategies allows executives to concentrate on the core elements of firms’ business-level strategies. The most popular set of generic strategies is based on the work of Professor Michael Porter of the Harvard Business School and subsequent researchers that have built on Porter’s initial ideas (Porter, 1980; Williamson & Zeng, 2009).

Firms compete on two general dimensions—the source of competitive advantage (cost or differentiation) and the scope of operations (broad or narrow). Four possible generic business-level strategies emerge from these decisions. An example of each generic business-level strategy from the retail industry is illustrated below.

According to Porter, two competitive dimensions are the keys to business-level strategy. The first dimension is a firm’s source of competitive advantage. This dimension involves whether a firm tries to gain an edge on rivals by keeping costs down or by offering something unique in the market. The second dimension is a firms’ scope of operations. This dimension involves whether a firm tries to target customers in general or whether it seeks to attract just a narrow segment of customers. Four generic business-level strategies emerge from these decisions: (1) , (2) , (3) , and (4) . In rare cases, firms are able to offer both low prices and unique features that customers find desirable. These firms are following a strategy. Firms that are not able to offer low prices or appealing unique features are referred to as “.”

Understanding the differences that underlie generic strategies is important because different generic strategies offer different value propositions to customers. A firm focusing on cost leadership will have a different value chain configuration than a firm whose strategy focuses on differentiation. For example, marketing and sales for a differentiation strategy often requires extensive effort while some firms that follow cost leadership such as Waffle House are successful with limited marketing efforts. This chapter presents each generic strategy and the “recipe” generally associated with success when using that strategy. When firms follow these recipes, the result can be a strategy that leads to superior performance. But when firms fail to follow logical actions associated with each strategy, the result may be a value proposition configuration that is expensive to implement and that does not satisfy enough customers to be viable.

Limitations of Generic Strategies

Examining business-level strategy in terms of generic strategies has limitations. Firms that follow a particular generic strategy tend to share certain features. For example, one way that cost leaders generally keep costs low is by not spending much on advertising. Not every cost leader, however, follows this path. While cost leaders such as Waffle House spend very little on advertising, Walmart spends considerable money on print and television advertising despite following a cost leadership strategy. Thus a firm may not match every characteristic that its generic strategy entails. Indeed, depending on the nature of a firm’s industry, tweaking the recipe of a generic strategy may be essential to cooking up success.

References

Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.

Williamson, P. J. & Zeng, M. (2009). Value-for-money strategies for recessionary times. Harvard Business Review, 87(3), 66–74. https://hbr.org/2009/03/value-for-money-strategies-for-recessionary-times.

Video Credits

Gregg Learning. (2018, June 11). Five competitive strategies [Video]. YouTube. https://www.youtube.com/watch?v=xUW6_Nbe8d0&feature=emb_logo.