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Strategic Management, 60 hp MASTER THESIS How can catering businesses achieve competitive advantages in Chinese market Using service differentiation strategy as marketing strategy Yuanjia Bao & Yanqing Li School of Business, Engineering and Science Halmstad University, May 2016
Yuanjia Bao & Yanqing Li: How can catering businesses achieve competitive advantages in Chinese market, Using service differentiation strategy as marketing strategy, c May 2016
ABSTRACT Title: How can catering businesses achieve competitive advantages in Chinese market —using service differentiation strategy as marketing strategy Authors: Yuanjia Bao & Yanqing Li. Level: Master thesis, 15 hp. Keywords: Differentiation Strategy, Service Differentiation, Competitive Advantage, Humanistic Management, Human Capital Resource, Customer relationship management Background: With the improving living standards of Chinese people, catering businesses in China have entered into a mature stage. Moreover, young generations are more willing to pay for the high quality services they experienced. Therefore, in today’s fierce competition environment, the traditional services are not enough to differ a business from its competitors. It is recognized that customers’ overall experience during consumption can be improved by service differentiation strategy. This makes it important to utilize the service differentiation in an optimal way, which can improve the chances for competitive advantage. Research Question: How can catering businesses work with service differentiation strategy in order to achieve competitive advantage in the Chinese market? Purpose: The purpose of this study is to explore how a catering business can achieve competitive advantages through service differentiation strategy in the Chinese market. The thesis investigate the interaction of service differentiation strategy with other factors, such as customer relationship management and human resource management, instead of studying service differentiation alone. Method: A qualitative research method with a case study design was used, by interviews with the respondents from the case company. Primary data is based on semi-structured interviews of employees and executives from different branches located in different cities of the case company. Theoretical Framework: Theories about the service differentiation as iii
a marketing strategy is presented. Then the definition of human capital resource from a resource-based view is introduced, it continues with the theories of human resource management. From customers’ point of view, we also discussed customer relationship management. Findings: The competitive success ultimately depends on customers’ perception of services, which can be categorized into two perspectives. The first is calculative perceptions. The second is emotional perceptions. Catering businesses earn more differentiation by strategically managing human resources to offer quality interactive services and to meet customers’ emotional perceptions. Overall, to implement a service differentiation strategy in a catering business requires positive interactions across customers, employees and company itself. iv
ACKNOWLEDGEMENTS First of foremost, we would like to send our greatest gratitude to the people work in the Strategic management at Halmstad University. Our scientific supervisor Pia Ulvenblad who was tremendously helpful and continuously gave us encouragement, support and guidance from the very beginning. She is not only a teacher, but also a good friend of us. Second, we would extend our gratefulness to Jonas Gabrielsson, this master thesis would not have been possible without his supports. Also we would like to show our appreciation to the respondents of the case company. They offered us valuable data. Last but not least, we extend our gratefulness to all our family members and friends, who have been supporting us during the whole thesis process. Thank you! v
CONTENTS 1 introduction 1 1.1 Problem Background 1 1.2 Problem Discussion 1 1.3 Research question 4 1.4 Research Purpose 4 1.5 Key concepts 5 1.5.1 Differentiation strategy 5 1.5.2 Service differentiation 5 1.5.3 Competitive advantage 5 1.5.4 Human capital resource 6 1.5.5 Customer relations 6 1.6 Disposition 6 2 theory 8 2.1 Marketing strategies 8 2.1.1 Categorizing generic strategies 9 2.1.2 Differentiation strategy 9 2.1.3 Service differentiation strategy 10 2.2 Resource-based view 10 2.2.1 Firm resources 11 2.2.2 The source of competitive advantage 11 2.2.3 Human capital resource 11 2.3 Human resource management (HRM) 12 2.3.1 HR activities 13 2.3.2 The theory of humanistic management 13 2.4 Customer relationship management (CRM) 13 2.4.1 Customer centricity 14 2.4.2 Customer life-cycle view 14 2.5 Analyse model 15 3 methodology 16 3.1 Research approach 16 3.1.1 Abductive approach 16 3.1.2 Qualitative research 17 3.1.3 Case study design 17 3.2 Empirical data 18 3.2.1 Company selection 18 3.2.2 Selection of respondents 19 3.2.3 Qualitative interviewing 19 3.2.4 Data analysis 20 3.3 Generalization 21 3.4 Validity 21 3.5 Ethics 22 4 empirical findings 23 vi
contents 5 6 a b 4.1 Competition and service differentiation 23 4.2 Customer relationship and life-cycle view 24 4.3 HR activities and Humanistic management 25 analysis 28 5.1 Human resource management (HRM) 28 5.2 Customer relationship management (CRM) 30 5.3 Service differentiation strategy 31 5.4 Discussion and development of framework 32 conclusions, implications and future research 6.1 Findings and conclusion 33 6.2 Theoretical implications 34 6.3 Practical implications 34 6.4 Limitations 35 6.5 Recommendations for future research 35 appendix i 36 a.1 Interview guide. Developed from the operationalization chart 36 appendix ii 38 b.1 Mail sent to respondents as preparation before interview 38 bibliography 39 33 vii
LIST OF FIGURES Figure 1 Figure 2 Figure 3 Figure 4 viii Porter’s generic competitive strategies 9 Analyze model, own construction. How the case company views their human capital resources, how the executives practically work with daily activities to manage their human resource and how they handle the interaction between customer centricity and service differentiation. If they integrate these factors to some extent will be analyzed. 15 Own construction. Relations of customers’ external perception and internal perception with company’s competitive position and pricing. 32 Own construction. Implementing service differentiation strategy through internal management and external management activities. 34
L I S T O F TA B L E S Table 1 Table 2 Table 3 Key concepts for achieving a differentiation strategy 3 Overview of the theoretical framework 8 Information of the respondents. 19 ix
1 INTRODUCTION In this chapter, we introduce the reasons of market changes happened in China over past three decades as well as the significance of this thesis. Afterwards, a research problem is raised, which guides the research question and the purpose. Finally, the chapter ends with the key concepts and disposition. 1.1 problem background With the improving living standards of Chinese people, catering businesses in China are entering into a mature stage. Therefore, in today’s fierce competition environment, the traditional services is not enough to differ a marketer from its competitors. However, big opportunities always come with high competition and food market conditions move from being simple to complex, from stable to dynamic, and from tame to hostile[80]. There is a growing concern over the area of customer services. Moreover, younger generations in China are more willing to pay premiums for high quality services. Thus, some restaurant businesses in China are becoming more customer-centric[64]. It is recognized that customers’ overall experience during consumption can be improved by service differentiation strategy. Restaurant business are adding more services which can better fit customer needs to their total offerings as part of a differentiation strategy[45]. Companies with greater reliance on the service part of their business reportedly achieve better return on sales and improve their value[37]. Based on high-quality products, companies incline to invest more in service differentiation to achieve competitive advantages. Services are not only being add-ons to products but also becoming the center of a company’s total offering. Therefore, this thesis focuses on how catering businesses achieve competitive advantages through service differentiation strategy in Chinese market. 1.2 problem discussion Previous related research in this area have mainly been focusing on exploring the relationship between differentiation strategy and company performance (I); evaluating the differentiation strategy and cost leadership strategy by comparison (II). Some studies also focus on devising a differentiation strategy (III). And some studies proved flaws of sticking on one strategy (IV). 1
2 introduction Many studies found significant association between differentiation strategy and organizational performance. The strategy literature reveals contradictory results on the link between singular generic strategy and performance. Empirical studies confirm that there are some relationships between strategy and performance measures in various dimensions[71, 93, 89]. To achieve sustained competitive advantage, firms can choose and implement a generic strategy[90]. One of generic strategies is the differentiation strategy which facilitate organization to concentrate more on customers’ effectively and secure better performance[56]. Parthasarthy describes strategy as a set of decisions and actions that managers make and take to attain superior company performance relative to rivals[95]. Company performance comprises six items as measures: return on investment, sales growth rate, cash flow from operation, customer satisfaction, product quality and market development. These items adapted from previous studies of Abu-Khadra and Rawabdeh[3]. Spencer and Salmon found empirical support for an indirect effect between differentiation strategic priorities and organization performance through the use of performance measurement systems, combining with the work of Hoque[62]. Hoque found an indirect effect between differentiation strategic priorities and organizational performance through the use of performance measurement systems. He also finds a significant and positive association between management’s strategic choice and performance through management’s high use of non-financial measures for performance evaluation. The business strategy choices are found to be significant in explaining firm profitability and its longterm performance[12]. A profit impact of marketing strategy (PIMS) study by Phillips, Chang, and Buzzell finds a significant and positive relationship between differentiation and market share[88]. Allen and Helms indicated a positive and significant relationship between differentiation strategy and organizational performance[4]. Prior studies also evaluated the advantages and disadvantages of differentiation strategy and cost leadership strategy comparatively. As Michael Porter who developed the generic strategies theory discussed the importance of choosing and focusing on one of the strategies. He stated that any attempt to combine or reconcile strategies would result in firms becoming stuck in the middle. The evaluation related to the manner of manifestation dealing with the preference for the two generic strategies engenders a base of information, which can substantiate a coherent approach for the competition systems in various industries. In this manner, a strategic option of a certain organization has a greater probability to come into fact, in order to gain a certain advantage and the needed economic performance. The cost advantages strategies are based on the use of economies of scale, economies of scope, learning effects, low labor cost, low labor content and low input costs[7]. However, the differentiation strategy is based
1.2 problem discussion Table 1: Key concepts for achieving a differentiation strategy on the theory of the industrial economy. This strategy includes both horizontal differentiation and vertical differentiation of products. Hotteling enounced in 1929 that the horizontal differentiation is based on the spatial distribution of providers[113]. And Schmalensee stated that the vertical differentiation is based on the distinct quality[99]. The key step of devising a differentiation strategy is to determine what makes a company different from its competitor. To be effective, the message of differentiation must reach the clients (McCracken, 2002), as the customer’s perceptions of the company are important[74, 14]. Van Raaij & Verhallen suggest bending the customer’s will to match the company’s mission through differentiation[40]. Chen argued that a company can achieve differentiation by enhancing product attributes in a way that adds value to buyers. This differentiation can be achieved through technology, brand usage, additional features, and unique services such as, pre and after sales. In addition, companies need to adopt a "dominant design" and create bonds with their customers through the superiority of their product and services[24]. Similarly, Deise stated that companies can gain differentiation by offering better product quality, improved service quality, pricing, and 3
4 introduction fulfillment time[32]. We summarize the previous literature and find key concepts for achieving a differentiation strategy (Table 1). Additionally, some researchers have found that sticking on only one strategy is flawed for a business. Evidence suggests that Porter’s conceptualization is oversimplified. Although Porter recognized that firms can pursue both low cost and differentiation strategies successfully only in three temporary circumstances: when all competitors are stuck in the middle, when cost is strongly affected by share or interrelationships, and when a firm pioneers a major innovation. The first aspect which can be a flaw is that differentiation strategy is not inconsistent with cost leadership strategy. Some business can achieve a low-cost position through a differentiation strategy. Hall observed that there are more and more situations proving that companies need to combine both low-cost and differentiation strategies to pursue competitive advantages as there is no unique low-cost position in many industries[49]. Companies those that successfully emphasize both differentiation and low cost strategies will be rewarded by superior performance[55]. A study by White of 69 businesses units produced similar findings that 19 of the 69 units had a competitive advantage based on a combination of both low cost and differentiation[111]. However, we found a knowledge gap in that most researchers study the service differentiation strategy in isolation from other firm activities[58, 81]. By doing so, they neglect the interaction of service differentiation with other antecedents that may affect success, such as customer relationship and resources or capabilities of the companies. Combining service differentiation with factors such as resourcesbased view and customer centricity, versus service differentiation alone, can sustain above-industry average performance. Only the combination of service differentiation with other factors can translate into valuable resources that are neither perfectly imitable nor easily substitutable[60]. A few studies have taken a large-scale study approach[36, 44], but none of them has investigated service differentiation in relation to other firm activities. To address this gap, we will combine other factors that may affect success with service differentiation strategy instead of studying service differentiation alone. 1.3 research question How can catering businesses work with service differentiation strategy in order to achieve competitive advantage in Chinese market? 1.4 research purpose The purpose of this study is to explore how a catering business can achieve competitive advantages through service differentiation strategy in the Chinese market. The thesis investigate the interaction of
1.5 key concepts service differentiation strategy with other factors, such as customer relationship management and human resource management, instead of studying service differentiation alone. 1.5 1.5.1 key concepts Differentiation strategy According to definition of dictionary, differentiation strategy is a firm aims to develop and market unique products for different customer segments[2]. Usually employed where a firm has clear competitive advantages, and can sustain an expensive advertising campaign. It is one of three generic marketing strategies (see focus strategy and low cost strategy for the other two) that can be adopted by any firm. In this thesis we focus on service differentiation. In this study, the definition of differentiation strategies will be divided into three substrategies since we focus on how a catering business implement service differentiation strategy. 1.5.2 Service differentiation This concept was proposed by Edward Chamberlin in his 1933 Theory of Monopolistic Competition. In marketing, service differentiation (or simply differentiation) is the process of distinguishing a product or service from others, to make it more attractive to a particular target market[22]. The strategy targets customers in most or all segments based on attributes other than price (e.g., via higher product quality or service) to command a higher price. It is attempting to differentiate itself along these dimensions favorably relative to its competition. This involves differentiating it from competitors’ products as well as a firm’s own products. We would use this definition as how a catering business offers services differently compares to other competitors in order to attract and sustain the customers. 1.5.3 Competitive advantage Competitive advantage is generally defined in terms of achieving returns relative to competitors[86]. Porter has identified 2 basic types of competitive advantage: cost and differentiation advantage: cost advantage and differentiation advantage. Porter argued that a company could achieve superior performance by producing similar quality products or services but at lower costs. Differentiation advantage is achieved by offering unique products and services and charging premium price for that[90]. For example, Apple’s distinguishing factor when developing products is the seamless integration between them which creates a competitive advantage in the form of a strategic 5
6 introduction lock-in which builds on path-dependency and imitability and creates high switching costs for the consumer[21]. Therefore, we will use this definition to analyze the core competence of the catering business. 1.5.4 Human capital resource Human capital resources is described as a measure of the economic value of an employee’s skill set[41]. In this thesis, human capital resources is considered as all the attributes of the individuals in the company; their skills, knowledge, attitudes, personal networks, motivation, competencies, commitment and experience This is chosen because of the fact that all these attributes could lead to a company’s competitive advantage, and that is one of the focuses in the thesis. 1.5.5 Customer relations Customer relations refers to the process and manner in which a business develops, establishes and maintains relationships with its customers. On a practical level, customer relations is effectively communicating with your customers and promptly addressing complaints and treating them as opportunities for improvement. In other words, listen to your customers. The relationship is measured by the degree of customer satisfaction through the buying cycle and following receipt of goods or services. See also customer relationship management. In this thesis the concept is on a more strategic level—placing customers at the center of all the business activities, including services, product quality, and pricing, which is a central component of building effective customer relations. 1.6 disposition Chapter 2 provides relevant theories for the research problem of this study. This chapter starts with a presentation of marketing strategies. Resource-based view, customer centricity theory and human resource management are introduced followed by. And it ends up with an analyze model from our own illustration by combining some criterias of theories above. Chapter 3 introduces the approaches we used in our study that include the research approach, research strategy, data collection, analysis, company selection and ethical considerations. In each subsection, the reliability of each method is provided. Chapter 4 presents the findings we collected from our interviews and the content of respondents’ answers to our questions, which are derived from previous researches and theories we presented in chapter 2.
1.6 disposition Chapter 5 In this chapter, we analysis the empirical data that collected from the interviews. The analysis will be performed based on the analyze model in Chapter 2. The empirical evidence from how service differentiation strategy operated by the case company will be discussed with the basis from the central parts; Human capital resources, humanistic management, customer centricity theory will be put into relation to our theoretical framework. Chapter 6 is synthesis that focus on the research results and real life, conclusion and discussion in the previous two chapters. At the same time, it conclude all thesis and give implications, limitations of the study and suggestions for further research. 7
2 T H E O RY This chapter provides relevant theories for the research problem of this study. How those relevant theories relate to our study. This chapter starts with a presentation of Firms’ marketing strategies. Resourcebased view, human resource management and customer centricity theories are introduced followed by. And it ends up with an analyze model from our own illustration by combining some criterias of theories above. Table 2 is the overview of our theoretical framework. 2.1 marketing strategies Chandler defines marketing strategy as the determinator of the basic long-term goals of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals[23]. Marketing strategy has the fundamental goal of increasing sales and achieving a sustainable competitive advantage[75]. Mintzberg states that strategy is a mediating force between the organization and its environment: consistent patterns in streams of organizational decisions to deal with the environment[76]. Prahalad explains that marketing strategy is more then just fit and allocation of resources[50]. It is stretch and leveraging of resources Porter Strategy is about being different[91]. It means deliberately choosing a different set of activities to deliver a unique mix of value. Table 2: Overview of the theoretical framework 8
2.1 marketing strategies Figure 1: Porter’s generic competitive strategies 2.1.1 Categorizing generic strategies Michael Porter defines a category scheme consisting of three types of generic strategies that are cost leadership strategy, differentiation strategy and focus strategy, which can be applied to products or services in all industries, also to organizations of all sizes[90]. It is shown in figure 1. This theory describes how a company pursues competitive advantage across its chosen market scope. These three generic strategies are defined along two dimensions: strategic scope and strategic strength. Porter also claimed that a company must only choose one of the three or risk that the business would waste precious resources. Since different strategies appeal to different groups of customers. 2.1.2 Differentiation strategy To better understand service differentiation strategy, a clarification of the concept of differentiation is needed. Porter argues that there are two types of competitive advantage: lower cost or differentiation relative to its rivals[90]. According to Porter, a firm following the differentiation strategy provides something unique that is valuable to buyers beyond simply offering a low price. This allows the firm to command a premium price (a price above the average price in the industry); to sell more of its product at a given price; or to gain equivalent benefits such as greater buyer loyalty during cyclical or seasonal downturns. Edward Chamberlin states that differentiation is the process of distin- 9
10 theory guishing a product or service from others, to make it more attractive to a particular target market[22]. Differentiation makes customers in a given segment have a lower sensitivity to other features (non-price) of the product[102]. Differentiation strategies are based on providing buyers with something that is different or unique, that makes the company’s product or service distinct from that of its rivals. The key assumption behind a differentiation strategy is that customers are willing to pay a higher price for a product that is distinct (or at least perceived as such) in some important way. A successful differentiation strategy need good research, development and innovation; the ability to deliver high-quality products or services; effective sales and marketing, so that the market understands the benefits offered by the differentiated offerings[31]. 2.1.3 Service differentiation strategy Companies have started adding more services to their total offerings as part of a differentiation strategy[46, 81, 82]. Companies with greater reliance on the service part of their business reportedly achieve better return on sales and improve their value[36]. Service differentiation includes service business development, servitization, service infusion, high-value solutions, and transition from products to services [101]. According to Heskett, a common rationale involves using service differentiation to take advantage of strategic, financial, and marketing opportunities[54]. The fact that services are less visible and more labor-dependent makes them a strategic opportunity and a sustainable source of competitive advantage. 2.2 resource-based view The resource-based view (RBV) purposed by Jay Barney at Ohio State University: that the competitive advantage and superior performance of an organisation are explained by the distinctiveness of its capabilities. A company or an organization could be viewed as a collection of resources, and the development of new and existing resources is essential for businesses’ growth according to Penrose[85]. Penrose proposed a distinction between physical resources and human resources in 1959, where physical resources are representing buildings, land, equipment etc. and human resources are defined as labor skills, technical knowledge etc. Resource-based view explains how a company through its internal competencies and resources could gain sustainable competitive advantages over its competitors. Wernerfelt argued for the need to consider both intangible and tangible resources[110]. According to Porter a competitive advantage is created when the customer experiences a higher value based on price, uniqueness or the combination of the two compared to what is offered by the
2.2 resource-based view competitors[90]. Barney (1991) states that in order to form a base for a competitive advantage the resources possessed by the firm needs to be: valuable, rare, imperfectly mobile and non-substitutable[9]. 2.2.1 Firm resources Ansoff defined different types of resources as physical, monetary and human[5]. He acknowledged that configuring and manage these resources effectively is a vital part of the process of achieving the goals and objectives of the business. How a firm or manager perceives the availability of resources and the actual resource availability, does affect the outcome for companies over time[20]. According to Barney (1991) the resources includes all assets, capabilities, organizational processes, firm attributes, information, knowledge etc. controlled by a firm. He divides the resources of a firm into three categories[9]: 1) Capital resources: equipment, location, finances and raw materials. 2) Organizational capital resources: systems for control, planning. 3) Human capital: the individuals in the firm, and their knowledge, intelligence, skills. 2.2.2 The source of competitive advantage The source of competitive advantage for firms is a major area of research in the field of strategic management[90]. A resource is considered valuable if it contributes to the creation of strategies that enhances the firms’ effectiveness[9]. Barney also claims that to create a competitive advantage, companies need to acquire, combine, develop its resources in a way that makes it difficult for competitors to imitate and that creates a unique value. The constraint of valuable resources is a challenge to small firms according to Welsh and White, which makes utilization of the resources, possessed an important issue[109]. The human capital is often seen as the main source of competitive advantage for firms. Most research on the sources of competitive advantage has focused either on isolating a firm’s opportunities and threats[90], describing its strengths and weaknesses[57, 104], or analyzing how these are matched to chosen strategies. 2.2.3 Human capital resource When looking at a firm from the resource-based perspective, one basic assumption is that the human resources are control of the other resources in the firm, and how they are utilized[114]. Wickham concludes that human resources are the people in the organization and their behavior and skills regarding how to acquire, develop and strategica
1.5.1 Differentiation strategy 5 1.5.2 Service differentiation 5 1.5.3 Competitive advantage 5 1.5.4 Human capital resource 6 1.5.5 Customer relations 6 1.6 Disposition 6 2 theory8 2.1 Marketing strategies 8 2.1.1 Categorizing generic strategies 9 2.1.2 Differentiation strategy 9 2.1.3 Service differentiation strategy 10 2.2 Resource-based view 10
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