{"product_id":"beating-low-cost-competition-isbn-9780470742976","title":"Beating Low Cost Competition","description":"Low cost competitors, who offer “good enough” products and services at very attractive prices, are currently significantly impacting the businesses of many leading companies, and some are starting to “move up” to challenge the traditional companies in their core markets. It’s only a matter of time before most companies will feel the pressure from these aggressive, cut-price competitors. \u003ci\u003eBeating Low Cost Competition\u003c\/i\u003e  offers a step–by–step structured approach to help executives in traditional companies with premium brands think through the options for responding to their low cost rivals and select the most appropriate strategy to win in their chosen markets.  \u003cp\u003eBy examining a wide-ranging group of companies from around the world, Adrian Ryans provides numerous examples of how different companies in different industries have responded to low cost competitors and analyses the effectiveness of their strategies. He also discusses the leadership and cultural challenges that many companies are facing as they take steps to respond to their low cost rivals.\u003c\/p\u003e \u003cp\u003eUltimately, the insights gained from this book will lead to better and more profitable business decisions. \u003c\/p\u003e \u003cp\u003eAdrian Ryans is Professor of Marketing and Strategy at IMD, Lausanne, Switzerland. He has designed and taught on executive programs for organizations in North America, Europe, Australia and Asia, including GE, Bank of Montreal, Medtronic, Deloitte, Borealis, Saurer, Vestas, IBM, Boeing, National Semiconductor, BioWare, ASML, Holcim, Varian, Hoechst, Amgen, Fluke, LSI Logic, Hutchison Port Holdings and Qualcomm. He has also acted as a consultant for a number of leading global corporations.\u003c\/p\u003e  Contents  \u003cp\u003e\u003ci\u003ePreface\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eAcknowledgments\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 The Growing Challenge from Low Cost Competitors\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Challenge is Real and It is Here to Stay\u003c\/p\u003e \u003cp\u003e\u003ci\u003eRetailing\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eAirlines\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBanking\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eFast-moving consumer goods\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eConsumer electronics\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBusiness-to-business products and services\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eIn Many Industries the Major Threat is Coming from Asia\u003c\/p\u003e \u003cp\u003eMany Customers Prefer Good Enough Products and Services\u003c\/p\u003e \u003cp\u003eLow Cost Competition Is Not All Bad News\u003c\/p\u003e \u003cp\u003eUnderstanding and Responding to the Challenge of Low Cost Competition\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Why the Threat from Low Cost Competition is Intensifying\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eValue Propositions Have Three Core Elements\u003c\/p\u003e \u003cp\u003e\u003ci\u003ePerformance value\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003ePrice value\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eRelational value\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eOne core value proposition is usually emphasized\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe relative size of the different value segments may evolve over time\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eProduct category life cycles are getting shorter\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eThe Traditional Integrated Business Model is Disintegrating\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThree core processes underpin any business\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eGiving balanced attention to all three core processes can lead to conflict\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eCompanies are leveraging the specialized players\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eCompanies with focused business models are playing a much bigger role in many industries\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eMany more companies are opening their business models\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBut there are significant risks in relying more on strategic partners\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eTotal solution coordinators are helping some companies leverage these networks\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eGrowing Support for Low Cost Competitors\u003c\/p\u003e \u003cp\u003e\u003ci\u003eLow cost entrants sometimes have powerful supporters\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eCustomers are increasingly willing to buy from low cost players\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eChallenge Questions\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 Understanding How Low Cost Competitors Play the Game\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRyanair\u003c\/p\u003e \u003cp\u003e\u003ci\u003ePerformance has been outstanding\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eValue proposition is crystal clear\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBusiness model is innovative and focused\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eExtreme focus on cost control\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eCreated a virtuous cycle\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eSo far . . . so good\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eING DIRECT USA\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBorrowed with pride\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eAppealing value proposition\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eEarly success\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eCompetition finally responds and ING DIRECT raises the stakes\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eLearning from Low Cost Competitors\u003c\/p\u003e \u003cp\u003e\u003ci\u003eQuestion every element of the traditional business model\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eHave very simple and straightforward value propositions\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eAvoid complexity at any cost\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBreak through the communication clutter\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBe a cost innovator\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eRemember that the customer is not always right\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eHave the courage to drop prices significantly below competition\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eTraditional Players Can Learn from Low Cost Competitors\u003c\/p\u003e \u003cp\u003eChallenge Questions\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Realistically Assessing the Threat\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSome Industries Are Less Vulnerable to the Low Cost Threat\u003c\/p\u003e \u003cp\u003eWhy Companies Fail to Respond to the Low Cost Threat in a Timely Manner\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe low cost threat is underestimated\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe low cost threat often takes time to gain momentum\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eSometimes it is the second-order effects that have the biggest impact\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eRealistically Assessing the Threat ... and the Opportunity\u003c\/p\u003e \u003cp\u003e\u003ci\u003e“Beat my business” exercises can be a useful tool\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eIdentifying actual and potential low cost competitors is key\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eUnderstanding what is driving the strategy of the low cost competitors\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eCore capabilities, distinctive resources and major gaps are often key drivers of a low cost competitor’s strategy\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eLow cost competitors can overcome critical gaps in creative ways\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eHow might a low cost competitor significantly enhance its position?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eLow cost competitors often follow similar strategies to improve their position\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eIt is a challenge to anticipate the moves of unconventional competitors\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eMost Business Models Have Limited Reach\u003c\/p\u003e \u003cp\u003eDeveloping a Worst Case Scenario Can Provide a “Burning Platform”\u003c\/p\u003e \u003cp\u003eFraming the Financial Analysis as a Comparison of Two Futures is Critical\u003c\/p\u003e \u003cp\u003eChallenge Questions\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Confronting Low Cost Competitors in the Price Value Segment of the Market\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCompeting at All Levels in the Market is Usually Not Necessary\u003c\/p\u003e \u003cp\u003eThe Challenge Decision Requires Thinking Through Many Issues\u003c\/p\u003e \u003cp\u003eArguments for Entering the Price Value Segment\u003c\/p\u003e \u003cp\u003e\u003ci\u003e“Good enough” products can meet a real market need\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eOpportunity to engage price value customers and develop better solutions to their needs over time\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eOpportunity to grow with customer as their strategies evolve\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eMay provide an opportunity for “up-selling”\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eGives traditional players some “control” over low cost competitors\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eArguments For Not Entering the Price Value Segment\u003c\/p\u003e \u003cp\u003e\u003ci\u003eConflicts with the traditional value proposition of the business\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eEncourages cannibalization of high-end products\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eLacks resources and capabilities to successfully compete\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eValue Chain Members Can Impact Decisions\u003c\/p\u003e \u003cp\u003eAn Alternative Way to Provide a Price Value Solution to the Market\u003c\/p\u003e \u003cp\u003eMaking the Decision in a Timely Manner\u003c\/p\u003e \u003cp\u003eShould the Price Value Business Be Independent?\u003c\/p\u003e \u003cp\u003e\u003ci\u003eIntegration has several potential advantages\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eAdvantages of independence often outweigh the advantages of integration\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eSome Major Tactical Decisions\u003c\/p\u003e \u003cp\u003e\u003ci\u003eMake versus buy\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBrand choice is a critical decision\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eDeveloping new sales and distribution channels is often necessary\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eNeed to evolve channels over time\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eNokia Developed a Strong Position in the Entry Mobile Phone Segment\u003c\/p\u003e \u003cp\u003e\u003ci\u003eLocal Chinese competitors emerged quickly\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eNokia responded rapidly to the threat\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eNokia’s results to date in the entry-level business have been very good\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eDow Corning Decided to Compete Aggressively for Price Seeking Customers\u003c\/p\u003e \u003cp\u003e\u003ci\u003eDow Corning faced a very tough situation in 2000\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eDow Corning launched a new business unit\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eAnd the strategy seemed to work well\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eAer Lingus Played a Price Value Game in a Different Segment\u003c\/p\u003e \u003cp\u003e\u003ci\u003eCompeting in Ryanair’s home market\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eA difficult balancing act between cost cutting and differentiation\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eSome initial successes but is it sustainable?\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eChallenge Questions\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Avoiding Head-to-Head Competition with Low Cost Competitors by Playing a Different Game\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEnhancing Performance Value\u003c\/p\u003e \u003cp\u003e\u003ci\u003eElectrolux was not well positioned for the emerging market environment\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eElectrolux responded to the challenge on multiple fronts\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eElectrolux has made some progress but the challenges still loom large\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eMaintaining Performance Leadership is a Challenge Today\u003c\/p\u003e \u003cp\u003e\u003ci\u003eRising costs and shortening windows represent a significant issue\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eUsing open business models can help\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003ePerformance value leadership requires constant innovation\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eGetting beyond the strategic breakpoint can create real competitive advantage\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eStressing Relational Value\u003c\/p\u003e \u003cp\u003e\u003ci\u003eOrica was facing total commoditization of its core products\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eOrica began moving toward providing solutions for its customers\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eOrica leveraged its global leadership position to stay ahead\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eTesco built relational value in a mass-market\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eTesco combated the threat of the hard discounters by creating customer value\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eTesco also managed its costs very effectively\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eTesco is the clear leader in the UK and expanding aggressively into new markets\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eChallenge Questions\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 The Leadership Challenge\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCompaq Failed to Make a Successful Transition\u003c\/p\u003e \u003cp\u003eMeeting the Challenge of Low Cost Competition Often Requires a Corporate Transformation\u003c\/p\u003e \u003cp\u003e\u003ci\u003eNumbers can support the need for change\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eBuilding and Managing a Successful Price Value Business\u003c\/p\u003e \u003cp\u003e\u003ci\u003eProduct and service design challenge\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eMarketing, sales and distribution challenge\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eThe cost control challenge\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eCreating and Managing a Relational Value Business\u003c\/p\u003e \u003cp\u003e\u003ci\u003eDesigning an organization that will encourage building relational value\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eDeveloping and using deep customer and market knowledge\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eInculcating a customer focused culture throughout the organization\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBuilding relational value is not a quick fix\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003eChallenge Questions\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 An Even More Challenging Future\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCost Innovation Must be Part of Everybody’s Game\u003c\/p\u003e \u003cp\u003eThe Threat From Low Cost Competition Will Intensify\u003c\/p\u003e \u003cp\u003eTraditional Companies Can Leverage Networks to Try to Stay Ahead\u003c\/p\u003e \u003cp\u003eLow Cost Competitors Face Their Own Challenges\u003c\/p\u003e \u003cp\u003eAnticipate Possible Future Competitive Moves and Proact\u003c\/p\u003e \u003cp\u003eBe Willing to Re-think Traditional Business Wisdom\u003c\/p\u003e \u003cp\u003ePut the Customer on Center Stage\u003c\/p\u003e \u003cp\u003e\u003ci\u003eReferences\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003eIndex\u003c\/i\u003e\u003c\/p\u003e  \u003cp\u003e\"...what this book does very well is to act as a checklist of how to gain a significant and meaningful understanding.\" (\u003cem\u003eAdmap,\u003c\/em\u003e June 2009)  Adrian Ryans is Professor of Marketing and Strategy at IMD, Lausanne, Switzerland. He has designed and taught on executive programs for organizations in North America, Europe, Australia and Asia, including GE, Bank of Montreal, Medtronic, Deloitte, Borealis, Saurer, Vestas, IBM, Boeing, National Semiconductor, BioWare, ASML, Holcim, Varian, Hoechst, Amgen, Fluke, LSI Logic, Hutchison Port Holdings and Qualcomm. He has also acted as a consultant for a number of leading global corporations.  \u003ci\u003eBeating Low Cost Competition\u003c\/i\u003e is a practical guide that will help executives in traditional companies develop winning strategies to meet the growing challenge from low cost competitors.  \u003c\/p\u003e\u003cp\u003eMany companies are being severely challenged by low cost competitors – competitors that offer “good enough” products and services at very attractive prices. In many industries the low cost threat is coming from companies based in developing countries, particularly in Asia. Some of these companies have huge, rapidly growing, highly competitive domestic markets, which help to create low cost competitors that can rapidly become formidable challengers for the established Western and other developed market players. In other industries it is home-grown companies, such as Ryanair, Aldi, and ING Direct that are the challengers.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eBeating Low Cost Competition\u003c\/i\u003e helps executives develop winning strategies for dealing with the low cost threat. Drawing on examples from both business-to-business and business-to-consumer companies, the book helps executives:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eDevelop a deeper understanding of why the low cost threat is rising to the top of senior managements’ agenda\u003c\/li\u003e \u003cli\u003eUnderstand the advantages and disadvantages of the three fundamental options traditional companies have to respond to these competitors and to seize new growth opportunities.\u003c\/li\u003e \u003cli\u003eLearn strategies and tactics from low cost competitors that they might be able to apply to improve the competitiveness of their traditional business.\u003c\/li\u003e \u003cli\u003eSee how some leading companies are coping with some of the key leadership and cultural challenges that companies face in responding to low cost competitors.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe insights gained from the book will lead executives to make better and more profitable business decisions.\u003c\/p\u003e  \u003ci\u003e“A very useful step-by-step approach to guide managers towards creating their own answers for winning against low-cost competition.”\u003c\/i\u003e  \u003cp\u003e\u003cb\u003eYves Serra, President and CEO\u003c\/b\u003e\u003ci\u003e,\u003c\/i\u003e \u003cb\u003eGeorg Fischer\u003c\/b\u003e\u003ci\u003e,\u003c\/i\u003e \u003cb\u003eSchaffhausen,\u003c\/b\u003e \u003cb\u003eSwitzerland\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003e“Low cost competition has moved from being an out-of-the-box concept to changing the way business gets done. It is an issue for every industry and this book has insights that are practical and relevant for every manager. Adrian Ryans has put together a compelling storyline that is a must read for tomorrow’s successful leader.”\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eArkadi Kuhlmann, CEO, ING Direct, Wilmington, Delaware, USA\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003e“The single biggest competitive threat faced by multinational companies operating in low cost environments, does not come from the Low Cost Competitors, but rather from your company's ability to fully grasp the massive threat in time and understand how to deal with it successfully. This book – your survival guide for dealing with low cost competitors – will enable you to understand and devise an execution-focused strategy to meet your specific competitive challenge. Make sure your CEO and country managers read this book from cover to cover.”\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eLars A. Andersen, President, Vestas China, Beijing, China\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003e“Adrian Ryans has clearly highlighted the challenges of competing to win in the global economy. Competitors from Asia are no longer producing low cost, low quality products that are not competitive. Rather the same companies that needed help from market leaders ten years ago and were used as low cost suppliers are now world-class competitors in their own right.\u003c\/i\u003e Beating Low Cost Competition \u003ci\u003eframes the nature of the competitive game for the next generation of executives. Answer the questions at the end of each chapter of\u003c\/i\u003e Beating Low Cost Competition\u003ci\u003e; if the answers don’t scare you today, they might tomorrow!”\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eDavid Churchill, Vice President and General Manager, Agilent Technologies, Inc, Colorado Springs, Colorado, USA\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003e“Whether or not you believe you are vulnerable to low cost competition is irrelevent –you are! Low cost competitors can be beaten, if companies apply the principles of speed and imitation to their own business models and strategies. Beating Low Cost Competition provides concrete tools and concepts to help you do it”.\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eRichard Brook, President – Europe, Middle East \u0026amp; Africa, Cochlear Limited, Lane Cove, NSW, Australia\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003ci\u003e“Our volume business was being seriously challenged by low cost competitors. The tools, concepts and examples described by Adrian Ryans helped us develop a new, innovative strategy to beat the competition.”\u003c\/i\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eRené Lenggenhager, General Manager, Mettler Toledo, Greifensee, Switzerland\u003c\/b\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47988795998437,"sku":"NP9780470742976","price":42.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470742976.jpg?v=1761781620","url":"https:\/\/k12savings.com\/products\/beating-low-cost-competition-isbn-9780470742976","provider":"K12savings","version":"1.0","type":"link"}