You must reload the page to continue. The goal is to produce goods or services at the lowest possible cost by organizing every potential resource around the current production methods. Focused Cost Leadership and Focused Differentiation 15 January, 2016 - 09:21 Available under Creative Commons-NonCommercial-ShareAlike 4.0 International License . Cost leadership occurs when a company is the category leader for low pricing. That strategy will ultimately lead to failure. The Nature of the Focus Cost Leadership Strategy. In other words, it’s a company’s ability to maintain lower prices than its competitors by increasing productivity and efficiency, eliminating waste, or controlling costs. A firm following a cost leadership strategy offers products or services with acceptable quality and features to a broad set of customers at a low price (Figure 5.3 “Cost Leadership”). Focused cost leadership is the first of two focus strategies. Focused cost leadership strategy • A focused cost leadership strategy requires competing based on price to target a narrow market. is the first of two focus strategies. LEARNING OBJECTIVES Describe the nature of focused cost leadership and focused differentiation. Focused cost leadership A generic business strategy that requires competing based on price to target a narrow market. These latter strategies are known as focus Cost leadership does not mean that a company produces goods which are of inferior quality at comparatively cheap rates. To deploy this strategy, a company has to produce goods which are of acceptable quality and specific to a set of customers at a price which is much lower or competitive than other companies producing the same product. Then, by achieving the lowest possible cost, the leader can place their team or organization into a position where the lowest price in the market is charged for needed goods or services. Content is out of sync. 1, Choose a delete action Empty this pageRemove this page and its subpages. An organisation implements this strategy; it offers products or services at low prices than their competitive companies. New page type Book TopicInteractive Learning Content, Textbooks for Primary Schools (English Language), Textbooks for Secondary Schools (English Language), Creative Commons-NonCommercial-ShareAlike 4.0 International License, The Nature of the Focus Cost Leadership Strategy, The Nature of the Focused Differentiation Strategy, Advantages and Disadvantages of the Focused Strategies, Strategic Management: A Core Concern for Apple, Defining Strategic Management and Strategy, Intended, Emergent, and Realized Strategies, Understanding the Strategic Management Process, Pursuing the Vision and Mission through SMART Goals, Organizational Performance: A Complex Concept, Measuring Performance Using the Triple Bottom Line, The Value of Thinking and Acting Entrepreneurially, The Relationship between an Organization and Its Environment, The Elements of the General Environment: PESTEL Analysis, The Rivalry among Competitors in an Industry, The Threat of Potential New Entrants to an Industry, The Threat of Substitutes for an Industry’s Offerings, Four Characteristics of Strategic Resources, From the Value Chain to Best Value Supply Chains, Beyond Resource-Based Theory: Other Views on Firm Performance, Understanding Business-Level Strategy through “Generic Strategies”, The Nature of the Cost Leadership Strategy, Advantages and Disadvantages of Cost Leadership, The Nature of the Differentiation Strategy, Developing a Differentiation Strategy at Express Oil Change, Advantages and Disadvantages of Differentiation, Focused Cost Leadership and Focused Differentiation, Developing a Focused Differentiation Strategy at Augustino LoPrinzi Guitars and Ukuleles, The Challenge of Following a Best-Cost Strategy, Developing a Best-Cost Strategy at Plain Ivey Jane, Pursuing the Best-Cost Strategy through a Low-Overhead Business Model, Stuck in the Middle: Neither Inexpensive nor Differentiated, Doing Everything Means Doing Nothing Well, Supporting the Business-Level Strategy: Competitive and Cooperative Moves, Being a First Mover: Advantages and Disadvantages, Advantages and Disadvantages of Competing in International Markets, Drivers of Success and Failure When Competing in International Markets, Options for Competing in International Markets, Horizontal Integration: Mergers and Acquisitions, Portfolio Planning and Corporate-Level Strategy, Executing Strategy through Organizational Design.

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