Using Adverse Conditions to a Company’s Advantage Chakravorti discusses four methods that corporate innovators use to turn adverse conditions to t
Using Adverse Conditions to a Company's Advantage
- Chakravorti discusses four methods that corporate innovators use to turn adverse conditions to their advantage. These methods include: (1) Matching Unneeded Resources to Unmet Needs; (2) Rounding Up the Unusual Suspects; (3) Finding Small Solutions to Big Problems; and (4) Thinking Platform, Not Just Product.
- Examine an organization of your choice and briefly discuss how the organization used, or might use, one of these methods to capitalize on the opportunity found in adversity.
Post your initial response by Wednesday, midnight of your time zone, and reply to at least 2 of your classmates' initial posts by Sunday, midnight of your time zone.
1st person to respond to
Csherri
Using Adverse Conditions to a Company's Advantage
- Chakravorti discusses four methods that corporate innovators use to turn adverse conditions to their advantage. These methods include: (1) Matching Unneeded Resources to Unmet Needs; (2) Rounding Up the Unusual Suspects; (3) Finding Small Solutions to Big Problems; and (4) Thinking Platform, Not Just Product.
- Examine an organization of your choice and briefly discuss how the organization used, or might use, one of these methods to capitalize on the opportunity found in adversity.
An example of the method of Thinking Platform, Not Just Product is Hewlett Packard’s Deskjet printer platform. In 1997, the company was able to design a printer that could be sold in both North America and Europe. The core engine was manufactured in Japan and shipped to the two. Before the change, the printer’s power supply was not a fit for both continents and had to be reconfigured before it could be sold. The improved design possessed a power supply that works in all countries. This change allowed the company to be able to ship products to anywhere in the world from anywhere in the world to keep supply and demand leveled. The cost of manufacturing, stocking, and delivering the finished product was reduced by 5% per year (1).
Reference
2nd person to respond to
Chad
Hello Dr. G. and Class,
Examine an organization of your choice and briefly discuss how the organization used, or might use, one of these methods to capitalize on the opportunity found in adversity.
Bhaskar Chakravorti’s four methods to turn adverse conditions into an advantage teach us that crisis breeds opportunity and for those that innovate, it can be a major competitive advantage (1). An organization that did this very well, is a company called Centr Fit (2). It is a fitness and lifestyle company founded by Chris Hemsworth, best known for playing Thor in the Marvel Movie franchise. Hemsworth started the company in 2019, and just sold it three weeks ago to Jeff Bezos founded company HighPost (3). The recent acquisition valued Centr Fit at $200 Million including debt in the deal (3). That is an amazing accomplishment, seeing as how the company was only founded three years ago, right before the global COVID-19 pandemic.
The COVID-19 pandemic created significant adversity, constraining the needs of consumers and impacting the lives of many people across the world (Chakravorti, 1). The lock-downs forced many people to stay home, businesses had to close and many could not operate due to the requirement of in-person interaction. Centr Fit was a new company, all app and platform-based, that matched an unmet resource, a home-based fitness application, to an unmet need, people not being able to visit gyms and still wanting to work out (1).
Centr “rounded up the usual suspects” by addressing the gap in the market (1). I can speak from direct experience, that as soon as the pandemic hit, by April 2020 Centr had marketed a specific six-week program for no charge (4). Centr connected with people who were looking for a new way to work out and offered a six-week trial program to try and entice new subscribers.
Chakravorti argues that small innovations can be huge (1), and I would absolutely agree in this context of Centr Fit. Centr was not the first company to create a home-based workout and fitness app, others like Beachbody had been on the market for years. However, what Centr did was create a new type of experience marketed to a new audience. Centr took the pandemic and geared its program and marketing to those looking for several types of home-based workouts, nutrition plans, meal plans, and lifestyle geared articles and content.
Centr was already thinking platform, not product in 2019 (1). The pandemic accelerated that and created an opportunity geared for a home-based application company such as Centr. Essentially, as Wired puts it, Centr is a well-thought-out and holistic approach to health and fitness (5). The platform is constantly changing and engaging with users, asking for feedback, and adding gamification by creating rewards for working out and interacting with the platform. For example, I won a lifetime subscription to the app for simply engaging with one of its contests (4).
Centr Fit is absolutely a company that capitalized on adversity and is thriving now because of it. The recent acquisition of the company proves that, as it expects an increase of 700,000+ subscribers over the next four years (Front Office Sports, 3).
Regards,
Chad
Source List:
- Bhaskar Chakravorti. 2010. Harvard Business Review. Finding Competitive Advantage in Adversity.
- Centr Fit. https://centr.com/centr
- Front Office Sports. 2022. https://frontofficesports.com/mark-bezos-firm-acquires-fitness-platform-centr/
- Chad Carriere. Personal Expérience.
- Wired. 2019. https://www.wired.co.uk/article/centr-app-review-fitness-chris-hemsworth
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JWI 540 – Lecture Notes (1214) Page 1 of 13
JWI 540: Strategy
Week Four Lecture Notes
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JWI 540 – Lecture Notes (1214) Page 2 of 13
ASSESSING RISK AND REWARD What It Means Strategy is about clearly defining what you will focus on and how you plan to “win” in your competitive
space. Your entire organization needs to understand it and bring it to life. Winning strategies need to be
action-driven, but they must be built around a realistic understanding of your organization’s core
competencies and how they stack up against the risks and rewards associated with a potential strategic
move. A winning strategy must not just identify the pathway with the greatest potential. It must be clear on
the risks in implementing the strategy, and what the potential downside is if things do not go as planned.
Why It Matters
• Assessing risk and reward helps identify core competencies so your business can stay focused and avoid distractions.
• Evaluating risks and rewards forces organizations to challenge assumptions with the goal of defining what they can do better than their rivals.
• Businesses employing a proven strategic framework aren’t as likely to get lost in the euphoria of an exciting new vision and fail to assess the dangers of a potential move.
“If you don’t have a competitive
advantage, don’t compete.”
Jack Welch
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JWI 540 – Lecture Notes (1214) Page 3 of 13
YOUR STARTING POINT
1. How much thought does your organization give to what’s coming in the year ahead?
2. What concerns you the most about the year ahead? What possible shifts in the playing field
could threaten your business in a short time?
3. Are there potential changes to the macro environment (such as the overall economy, the
regulatory environment or the development of alternate technologies/solutions) that could
impact the entire playing field?
4. What new products could your rivals launch that could hurt your business?
5. Other than product advancements, what other moves could a competitor make that would hurt
your business?
6. Does your organization have a readiness plan to respond quickly to “trigger events” (such as
those identified in the preceding questions) if they were to occur?
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JWI 540 – Lecture Notes (1214) Page 4 of 13
UNDERSTANDING STRATEGIC RISK
What’s the difference between a strategic risk-reward assessment and a tactical risk-reward assessment?
This is a fundamental question that must be addressed. Yet, it often gets lost in the “upside versus
downside” calculus. Many business leaders approach risk-reward analysis from a tactical perspective
rather than a strategic one. They ask questions like “What will it cost us to invest in this new product, or
develop a new branding campaign, or try a new pricing model?” and “What happens if it doesn’t work
out?”
To be clear, these are the right questions to ask, but in many cases, the analysis they lead to is focused
too narrowly on tactical moves, not strategic ones. Analysis of strategic risk and reward must be viewed
from a longer-term perspective. It must focus on the costs to acquire, develop, and leverage core
competencies your competitors cannot easily duplicate. Assessing this balance is made clearer by
leveraging models like Porter’s Five Forces (more on this below).
The strategic risk-reward assessment is best framed as:
• What are the core competencies we must possess in order to create a sustainable competitive
advantage?
• What are the risks associated with building/buying/protecting these core competencies?
• What are the risks if we do not build/buy/protect these core competencies?
• What is the potential reward if we do?
Remember, you must assess risks and rewards in terms of both magnitude and probability. A potentially
huge payoff that is unlikely to actually occur would not justify taking a big risk.
Analysis of the strategic risk and reward must be approached in terms that are broader than a simple ROI
calculation. Strategic risk for a company involves many factors, including damage to the brand and the
opportunity costs associated with focusing on a particular direction and missing out on other
opportunities. Let us start by addressing the most important question any strategist can ask – how secure
is our competitive advantage?
WHAT CAN WE DO THAT OUR RIVALS CANNOT?
What can you do that your competitors cannot do, or cannot do as well as you can, is the central question
in assessing the risks your business faces and in building a winning strategy. You may have developed a
product or service that customers crave. You may do a terrific job of letting them know about it,
manufacturing or delivering it, and even providing them with excellent follow-up after their purchase. But if
your competitors can do the same thing, your first-class offering does you little good. If, however, rivals
are not able to match what you do in some important aspect, you enjoy competitive advantage. One of
the defining elements of business strategy is determining your source of advantage.
A company might get ahead of its rivals by providing, for example, better products (Apple), services
(Starbucks), or value (Walmart). Such an advantage typically goes to the very heart of a company’s
identity. It shapes everything from a company’s investments to its hiring, from its selection of suppliers to
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JWI 540 – Lecture Notes (1214) Page 5 of 13
its choice of distribution channels. For example, the strategy of a big pharmaceutical company like Merck
relies on its patents for unique and effective drugs. Consequently, every important strategic decision –
whether about R&D investments, advertising budgets, or relationships with regulators – is made with the
aim of reinforcing and protecting this advantage.
Competitive advantages, like strategies, sometimes originate with a blinding insight, an “Aha!” moment
about how you can meet the needs of a customer group better than anyone else in the marketplace.
Absent such inspiration, how do you systematically identify your organization’s current or potential
competitive advantages? You need to understand their source.
WHERE DOES COMPETITIVE ADVANTAGE COME FROM?
To evaluate the sources of competitive advantage, consider two major categories: assets and
capabilities.
• Assets are quantifiable, usually tangible resources that can be bought and sold. These include
physical assets like machines and buildings, as well as more intangible yet measurable assets
like patents and brands.
• Capabilities are intangible and difficult to quantify, buy, or sell. They include such attributes as
effective management processes, operational or leadership skills, and a distinct ability to attract
and retain talent, create and maintain a stellar corporate reputation, or continuously innovate.
You can develop capabilities over time, or you can hire or acquire the people or companies that have
them. Remember, though, that people may not bring the full value of their capabilities with them when
they join you. Their capabilities may be based on something, such as an innovative corporate culture or a
complex ordering system, which they leave behind at their former employer.
So, competitive advantage can arise from what a company has (its assets) or what a company does (its
capabilities). It can also arise from what a company does with what it has. For example, Merck’s patents
(an asset) and its management of relationships with healthcare professionals (a capability) together
create tremendous value.
One caveat: simply possessing or investing in assets or capabilities does not guarantee a competitive
advantage. Sears had an iconic brand in the early 2000s, but the company was not able to create a
strategy around its brand that gave it an advantage over similar retailers.
HOW DO YOU KNOW IF YOU HAVE AN ADVANTAGE?
There is an elusive quality that all organizations strive to capture – sustainable competitive advantage.
These are the long-lasting strengths that allow a company to become a permanent market leader; they
are the ultimate strategic goal. In reality, nothing is permanent. But some advantages are definitely longer
lasting than others.
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JWI 540 – Lecture Notes (1214) Page 6 of 13
Sustainable competitive advantage does not come easy. It results from the coordination of activities,
decisions, and processes across an organization. It lasts over long periods of time and holds up in the
face of uncertainty and changing environments. The aim of that coordinated effort is to use your
capabilities and assets in a way that (a) creates value, (b) is distinctive or even unique, and (c) is difficult
or even impossible to imitate.
To gain an advantage, a company must develop a strategy that creates value either by increasing
revenue (getting more customers to pay for its goods or services), or by decreasing costs (thereby
generating greater profit from each unit of revenue) more effectively than its rivals. This sounds pretty
obvious, but there are countless examples of companies pursuing a strategy that makes the company
better than it was in the past, but not better than its competitors. For example, despite significant
improvements in costs, product selection, and inventory turns in recent years, Sears did not achieve a
competitive advantage because its moves improved on its historical performance but did not create more
value than its rivals. By contrast, GE’s strategy under Jack to have each of its businesses become first or
second in its industry improved the performance of those businesses relative to competitors.
An effective strategy for your business is unlike anyone else’s. It is tempting to follow successful
companies with a “me-too” strategy. But while it makes sense to pay attention when a rival discovers a
new way to create value in your industry, it does not make sense to simply copy it. Doing so may allow
you to tie the game, but not win it.
Taken together, creating value and being unique can get you closer to sustainable competitive
advantage. Blockbuster’s value came from providing convenient video rentals in an easy-to-navigate
store format. It created something unique when it became the only large company among many small
mom-and-pop video rental shops, giving it economies of scale to lower costs and the power to negotiate
special deals with movie distributors. While it failed to anticipate the threats posed by advances in digital
technology exploited by Netflix, it was still able to operate a highly profitable business for many years.
Value-creating advantages that are not only unique, but are also difficult to copy, are the holy grail of
strategy. Unique strategies can be a source of tremendous competitive advantage, but that leg up is
usually temporary. If you have a successful strategy, others will eventually try to copy it. And while the
benefits for the copying company are limited, the loss of benefit to your company is substantial because
your strategy is no longer unique. But when a company’s capabilities are difficult or costly to replicate –
even though rivals see their value – they can create sustained competitive advantage. Advantages that
are not immediately obvious to outsiders, that are costly or time-consuming to create, or that are
organization-specific, are the most difficult to imitate. For example, companies can often hide key aspects
of their strategy.
• They keep their special sauce a secret – think of Google’s search algorithm.
• Strategies with many interdependent parts may be too costly for rivals to replicate – Ritz-Carlton’s
unique employee training program is one.
• Strategies anchored in the specific history of an organization or in the personality of its leaders
are nearly impossible to imitate – Virgin Group’s CEO Richard Branson is just such a charismatic
leader.
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JWI 540 – Lecture Notes (1214) Page 7 of 13
As Sherman explains in chapter 4 of If You’re in a Dogfight, Become a Cat!, it is not an inevitability that
behemoth companies will eventually lose the basis of their competitive advantage. Such assumptions are
based on the belief that large companies will eventually exhibit strategic inertia. While there are many
examples of companies like Blockbuster, Sears, and Kodak who may have succumbed to this inertia, it is
not necessarily the final chapter. Still, Sherman notes that “It is true that if a company, whether small or
large, focuses more on defending current market positions than on renewing its basis of competitive
advantage with meaningfully differentiated innovative products and services, it will fail…” (pp. 98-99)
WHO ELSE HAS AN ADVANTAGE?
Most great strategists are experts in their industry. They understand who the players are, what the key
challenges are, and what the rules are. For example, industries that are capital-intensive are quite
different from those that are not. Each industry has a value chain that determines how raw materials are
transformed into products and services, even though this chain may change over time. The computer
value chain prior to Dell’s entry into the market, for example, involved middlemen who bought computers
from manufacturers and sold them to consumers, usually in brick-and-mortar stores. Dell pioneered a
different model in which customers had their computers built to order, and they usually placed their order
directly with the manufacturer, first by telephone and later over the Internet. Dell shook up the entire
industry’s value chain.
Who is gunning to shake up your industry? Industries are complicated, so to perform this kind of strategic
analysis efficiently, we need to know what we are looking for. One well-known industry analysis tool is
Michael Porter’s 5 Forces model:
• Force 1: Rivals
These are the companies directly competing with you for the hearts and minds of your target
customers. A few well-chosen questions can help identify challenges and opportunities: How
large are your competitors? Are there many of them or few? How mature are they in the space?
In what ways are you better or different from them? Rivals are central to your industry analysis.
They compete with you both for raw materials from suppliers (Force 2) and for customers (Force
3). At the same time, you and your rivals may share a common enemy, in the form of a substitute
product (Force 4) or a new market entrant (Force 5).
• Force 2: Suppliers
Look at the supply chain in your industry – start by analyzing suppliers. Are the suppliers large
and few in number, or do many small players predominate? Which critical types of goods are
most scarce?
• Force 3: Customers
Then, you need to look to the other end of the supply chain, toward your customers. Are they
fragmented into multiple types, or is there a dominant buying group? What are the switching costs
they would incur to move to or away from your products?
• Force 4: Substitutes
Unlike direct rivals, these represent indirect competition for your product or service. What other
goods and services are close substitutes for yours? Whom might suppliers sell to, or from whom
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JWI 540 – Lecture Notes (1214) Page 8 of 13
might customers buy, instead of you? For example, watching movies at home and going to live
plays are both substitutes for seeing movies at a public theater. Competitors to theaters would
want to understand the price difference or delivery mechanism that might prompt customers to
choose one form of entertainment over another.
• Force 5: New Entrants
You need to be on the lookout for new direct competitors. Which players, or types of companies,
might enter your market and compete against you? Do they represent an opportunity as well as a
threat? Say you were a delicatessen selling sandwiches and salads in 1988. At the time, large
supermarkets were beginning to experiment with prepared foods. They might have been seen as
a new entrant threatening to steal many of your customers. Conversely, they might have
represented customers for your prepared foods, thereby expanding your business.
As you analyze your industry in terms of Porter’s Five Forces, ask yourself: Where is the power? If you
have it, how can you exploit it? If not, how can you defend yourself? Can you develop a strategy that will
improve your position and make you the biggest, the best, or the most distinctive in your market?
Remember our earlier admonition: strategic frameworks like this one are only a means to an end. They
are intended to illuminate business situations and reveal new insights for managers. They are intended to
show you how to win.
HOW DO WE CAPITALIZE ON OUR CORE COMPETENCIES?
Returning to our core theme of assessing risk against potential reward, you must be crystal clear in
identifying where your competitive advantage comes from and how defensible that advantage is to
attacks from your competitors. Asking how you can match your competitors in certain capabilities,
qualities, or price points can be important, but it is a “me-too” approach that will not lead to market
domination by itself. The real key in formulating an effective strategy is to focus on what you can do better
than anyone else.
What enables a company to do something really well? Sometimes, it is just plain hard work. Sometimes, it
is timing or luck. But at the core of every successful organization are a handful of capabilities that result in
high performance. These capabilities are known as core competencies. The phrase, coined by Gary
Hamel and C.K. Prahalad (1994), refers to an organization's complementary value-creating skills or
activities that other companies cannot easily imitate. They typically extend across an entire organization
and contribute to success across markets or industries. Examples include technical know-how, a reliable
manufacturing process, close relationships with customers or suppliers, or a culture that fosters employee
loyalty. Technologies, by themselves, are not core competencies. But the distinctive way that a company
exploits a technology may be.
A company’s core competencies can be difficult to isolate and identify. In fact, sometimes, they are not
appreciated until after they have eroded or the people responsible for creating them have left the
company. That is why it is worth figuring out your company’s core competencies. If you do not know what
they are, you can’t maintain and strengthen them.
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JWI 540 – Lecture Notes (1214) Page 9 of 13
IDENTIFYING YOUR CORE COMPETENCIES
To clarify further, all core competencies are advantages, but all advantages are not necessarily core
competencies. As you identify the core competencies that contribute to your company’s success, ask
yourself some questions:
• Does it truly create value? Although your company may boast a world-class capability, that
does not mean it creates value for customers or your company. For example, your company’s
renowned
designers may boast incredible design skills, but your customers may prefer convenience over
style. Or competitors may match your design abilities, giving you a competency that you clearly
cannot rely on for your success. Or your design strength can be undermined through an
inefficient distribution network that hinders your ability to get your stylish products to market.
• Is it difficult to imitate? You want a sustainable advantage over rivals. That is more likely when
a competency relies on a complex combination of activities and knowledge. Even if the
competition figures out how you create value, it will take considerable time for them to imitate
you. They will have a reasonably high chance of getting it wrong, as well. Think about how major
airlines launched low-cost carriers in an attempt to match the initial success of Southwest
Airlines. It was easy to replicate Southwest’s routes, fares, and policy of not assigning seats, but
the skills and activities needed to profitably run an airline with low ticket prices – everything from
pilot training to getting passengers to help clean the plane between flights – proved extremely
difficult to copy.
• Does it further your strategy? It sounds obvious, but a core competency should be closely
linked to your strategic advantage. You don’t want to invest heavily in providing superior service,
for example, if you don’t intend to position yourself in your chosen market segments as the best
service provider.
DEVELOPING A CORE COMPETENCY
Building up a core competency from scratch isn’t easy. You first need to be sure that you’re creating
something that is truly superior to the industry standard. You should try to quantify what will make your
capability clearly superior, being sure to use current and relevant data. For example, simply hiring more
researchers than your rivals won’t just make R&D one of your core competencies.
You also want to ensure that the part of the business where the new competency will reside holds a
position of true power in the organization. At Procter & Gamble, for instance, the core consumer-
marketing skill resides in advertising, and brand managers from that department have traditionally shaped
decisions across the entire company. Although several departments may be candidates to house the new
competencies, only one can be chosen. Resources shouldn’t be diluted in the pursuit of too many paths
to greatness. If the right area is chosen, it will be the only one you need.
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JWI 540 – Lecture Notes (1214) Page 10 of 13
And only the best managers should be working in core areas. These managers champion programs and
follow through on them, have a laser-sharp ability to keep their priorities straight, are great
communicators about the company’s priorities, and see the connections between their own area and
other parts of the business.
There are two basic ways to develop a competency in-house.
1. The most common way is to shift resources and decision-making power to the competency you
want to develop. For example, if you were trying to develop strategic capability in the area of
product miniaturization, the engineering department may play a larger role in marketing decisions
or may relocate some of its people to work more closely with IT on their plans and priorities.
2. Alternatively, some companies will allow or encourage a group of individuals to leave their normal
work for a while and focus only on development of the new competency. Ideally, this “skunk work”
team will be isolated from day-to-day operations and given the chance to nurture the competency
until it is strong enough to be integrated into the organization. In this case, a separate engineering
team of miniaturization specialists might work with marketing, IT, operations, and logistics experts
to develop processes and products that would otherwise not be likely to survive in the business.
To get more traction, an incubator should be protected from unnecessary meddling. But it still
faces big challenges when it tries to bring the new capability back into the business.
Sometimes, it pays to employ both approaches at the same time. When Jack launched GE's Six Sigma
initiative, he systematically shifted resources and decision-making power from the old-line quality control
managers, who had been excluded from the power centers within GE businesses, to a new cross-
business hierarchy of influential executives that reported to one of GE's most senior corporate officers. At
the same time, Jack freed up a number of people from their day-to-day responsibilities so that they could
devote their energies to acquiring the competencies needed to become Master Black Belts. Thereafter,
they assumed responsibility for teaching the tools and skills of Six Sigma to tens of thousands of other
GE employees.
ACQUIRING A CORE COMPETENCY
Buying another company is a common and relatively speedy way to gain the skills you seek, which we will
address in greater detail in Week 8. However, in order to get the desired set of skills, you may also have
to buy a set that you don’t necessarily want. Getting rid of lines of business or geographies should also be
done quickly so that resources can be redirected toward the core value-creating activities.
Keep in mind that in many cases, competencies are embedded in a company’s culture or rely on a
complex set of activities or a team. One of the risks in trying to acquire a competency is that this
embeddedness is disrupted. Before breaking up the acquired company, be sure you understand the true
sources of value so that the wrong people or assets are not removed.
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JWI 540 – Lecture Notes (1214) Page 11 of 13
DEFENDING A CORE CO
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