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Chapter 2 Operations Strategy

The document discusses gaining competitive advantage through understanding customer wants and needs, highlighting the importance of order qualifiers and winners. It outlines the evaluation of goods and services based on search, experience, and credence attributes, as well as the five key competitive priorities: cost, quality, time, flexibility, and innovation. Additionally, it emphasizes the role of operations strategy in supporting business strategies and the importance of operation design choices and organizational infrastructure.

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57 views6 pages

Chapter 2 Operations Strategy

The document discusses gaining competitive advantage through understanding customer wants and needs, highlighting the importance of order qualifiers and winners. It outlines the evaluation of goods and services based on search, experience, and credence attributes, as well as the five key competitive priorities: cost, quality, time, flexibility, and innovation. Additionally, it emphasizes the role of operations strategy in supporting business strategies and the importance of operation design choices and organizational infrastructure.

Uploaded by

aasswe
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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OPERATIONS

STRATEGY
CHAPTER 2
GAINING COMPETITIVE ADVANTAGE
Competitive Advantage – denotes a firm’s ability to achieve market and financial
superiority over its competitors.

UNDERSTANDING CUSTOMER
WANTS AND NEEDS
Order Qualifiers– Basic customer expectations are generally considered the
minimum performance level required to stay in business
Order winners – are goods and service features and performance characteristics
that differentiate one customer benefit package from another and win the
customer’s business.
EVALUATING GOOD AND SERVICES
Search Attributes – are those that a customer can
determine prior to purchasing the goods and/or
services.
Experience Attributes – are those that can be
discerned only after purchase or during consumption
or use
Credence Attributes – are any aspects of a good or
service that the customer must believe in but cannot
personally evaluate even after purchase and
consumption.
EVALUATING GOOD AND SERVICES
Competitive Priorities – represent the strategic
emphasis that a firm places on certain performance
measures and operational capabilities within a value
chain

5 Key Competitive Priorities:


1. Cost
2. Quality
3. Time
4. Flexibility
5. Innovation
EVALUATING GOOD AND SERVICES
Operation Strategy – is the set of decisions across the value
chain that supports the implementation of higher-level
business strategies.
To illustrate how operations strategy can support competitive
priorities, consider two types of business strategies for
manufacturer:
1. Produce a well-defined set of products in a fairly stable
market environment as a low-cost leader.
2. Provide high product variety and customization in a
turbulent market that requires innovative designs to meet
customer-specific requirements.
A FRAMEWORK FOR OPERATIONS
STRATEGY
Operation Design Choices – are the decisions
management must make as to what type of process
structure is best suited to produce goods or create
services.
Infrastructure– focuses on the nonprocess features and
capabilities of the organization and includes the
workforce, operating plans and control systems, quality
control, organizational structure, compensation systems,
learning and innovation systems and support services.

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