 So ladies and gentlemen, we are now moving on to module 167, here we are going to discuss the predictor of success, prediction, predictor or to predict something. Can we predict success? Can you predict success? How can we predict success? Number one, target market recognition. Okay, product or service. The reason behind this brand loyalty, why customers prefer the particular product service? And then question comes in, the brand loyalty is gained through the developing a competitive advantage. Now what is competitive advantage? It is over the price. It is over the quality. It is about the innovation. Mainly, what is your cut down competition on the price? But if the price is the same, then what will be the price? For example, take a product, Pepsi Coke. The biggest competition. If the brand loyalty and brand awareness were not there, then the price would be the same. Then what is availability? Who will take advantage of the supply chain? Then from the back it will be decided that in 6 months it will be yours and in 6 months it will be ours. So this will have to be decided. Coke will be available in restaurants, Pepsi will not be available. The hidden arrangements are different. If you say there are fair arrangements, I doubt. But now we will tell you how competitive advantage is. How will we openly do by the design, by the size, by the amusement, by the innovation, by the product design, by the product material, by the functionality. When we look at these foundations, what is competitive advantage? So there are two big things. One is differentiation and second is low-cost leadership. So you are playing on two things. Now to explain this, be very careful. In fact, you apply blinders and listen carefully to me. Low-cost leadership means, this is what you gave the term. Low-cost leadership means that you have to come to the competition according to the competitive price of the message. For example, let's take names, let's take HP, let's take Dell, let's take this kind of 4-5, let's take the rate. So some of the products of the same processing units are of the same price. But here competition is of some price, some of the tax, some of the process, some of the things, some of the graphics will be good, some of it will be good. But where will it come from? In low-cost leadership. But there was a time when Apple came, it didn't understand the system, it didn't understand the IOS system, what is Macintosh? How to open the window? I didn't even know. And I still don't know. But what to do now? So when it came in that time, it came on differentiation. Who says differentiation? Now I will explain two things here. Low-cost leadership means cut-throat competition. Neck-to-neck competition on the price, on the sales, on the outcome, on the return on investment. Market lardy yeh, aapaswa share pe lardy yeh, stocks pe lardy yeh. Here competition, it's called red ocean strategy. Here comes differentiation. Where there is no competition is differentiation strategy. Where there is no competition, there is a competition, there is no competition. When there is no competition it is a differentiation. So there was no differentiation before Apple. Then the price doesn't matter on differentiation. No, but let me give you another example. Bata hai, aur service leh leh jeh, aur jhuton ke leh leh jeh. Yeh market aati yeh, to competitive price tekhne pattein ko. Agar usne sales offer kardi, usko bhi sale offer karne padegi. Usse 70% off karna padega, usko bhi karna padega. Design change karna padega to usko bhi karna padega. So yeh competition mein aare hai. Uske production line kaan se aari yeh? Uske production line ka aari yeh? Internal matter yeh ki apni cost kaise kum karein yeh? Apni cost kaum kise karein? But competition mein besha mark hain ya naak hain. 70% off agar usne ekne laga di, usne ne laga nahi laga nahi yeh. Lekin up point yeh hai. Mainin ki dono ki market, ya das ki market, ya jhute banane wale sarau ki market bharbat karne yeh. So main kya karo? Ek to main pahse nahi. Dhusra, mere pas takri ban 800 million ki game bhi nahi. Mere pas vicinity bhi nahi. Manufacturing unit bhi nahi. Mere pas sarfa-sarfa do mas door hain. Aur rangrogan ki log hain. Chamla le hain ke. Aur main ek juta banaate haun. Main lehder ka juta banaate haun. Uske indar point yeh rakht haun. Ke main exact size har kasmer ko tailor made doon ga. Ab main standard se customise maa gaya. So jab competition hote to standardise product hain. Aur jab tailor made maa gaya. To mainin higher satisfaction di. Higher, yani, kustomer hain boh zhzada khush ho gaya. Aur ek hazaar mujhe zhzada de gaya. Market ladai hai 2000 ke jute pe. Main tera hazaar ka juta de rhum. Main banaagar 5000-6000 pe rhum. To retail market mein tera hazaar ka milega. Wahi juta aur aage chara jayega. Main naam nahi lehne laga. Kyunke unki marketo aur ho jayegi. To uswhe tk griban 18-20 log aap marketo hain. Jo tailor made hain. Acha fahida kaya? Mera ek point paun jo hain. Aur 9-5 ka hain. Aur 8-7 ka hain. Itna difference har pair mein hote hain. Aur phir agar main niche medicated de ditaun. Aur kayaatun ke 277 points hain. Jo ke medicated aapke paun ke talve ke niche hote hain. Acha anguthe ke an niche. Aapke kuch points hain. Jo aapke liver ko attach karne unge. Phir aapke jo shatega pain kahaan se nikalte hain. Iske and pressure acupuncture point hote hain. Usko agar main rakhtun. Jiske echo 70,000 peh leta. Ek brand hain. Acco medicated jutaun ke andar. To wo 70-90,000 takke medicated jutaun. Aur wo acupuncture point jab usko set krta hain. To phir kya krta hain? Wo aapko de rahe. Phir istri ke se 277 points hain. Koi aapki vain ke sat connect hain. Yane it is like a electrical aapka jo main switch board hain. Po laga wa hain. Aur aap agar isko heal karke rakhte hain. Aur sara din jute mein rahin hain. Aur aapka medicated bhi de diya. Aapke size par bhi de diya. Flex bhi ho gya. Leather bhi aapka naram hain. Aur yeh sari jeez hain. Agar jitani comfort aapko paun ko mila hain. Uttana aapka dima agar puri body relax rahin hain. So yeh main jab competition aapko diya. To yeh differentiation mein aayega. Competition mein aayega. Iske liye aap pay kya kar hain? Iske liye aap 70,000 bhi pay kar sakte hain. 90,000 bhi pay kar sakte hain. Uski longative agar main banaadun ke bada derpa chalega. To 6-7 saal chalne ke liye aap 90,000 ka juta bhi leh lein ke. So aap bata survey sur baaki product se Nikal kar aap cut-throat competition se hatge. Standardize se hatge. Tailor pe aage. Differenciation pe aage. What we call it? Blue ocean strategy. Khota kya jhe? Client better and great value. Advertising product to service with a low price or a high quality interest consumer. Michelle Porter kya kya tain ji? Define the two types of competitive advantage on the organization can achieve relative to the rivals. Low cost or differentiation already discussed. Now in Porter view strategic management should be concerned with the building to sustaining competitive advantage. So now these two focus, now the third area that I have talked about, low cost paper I have detailed, I have clarified it on differentiation, now focus is on differentiation strategy, what would be that emphasize should need to be the best at the thing to offer something unique, better, move valuable then what the competition provides. I am normal is equal to my hand Kadre Lambe, when Kadre Lambe, then this standardized fitting will not come, so just to tell you that to satisfy me, tailored made he will come, now I will have to pay his price and that company will follow the differentiation, now all the big brands are also coming, or low price comes, maximum price comes, its subject is low cost leadership, so we have to focus on one of them and then align yourself, examples are in front of you, IKK example is in front of you, then if you look at price sensitive, we can see that you can see the example of starbucks, there is no competition of starbucks till now, now if you look at payless shoe source, look at supercut website market, now in front of you, Fedex example comes, Morton Salt comes, Offer Searcher Hot Wheels cars comes, Nike athlete comes, but you go ahead of this, if the jogger comes for certain specific problem of athlete, or he will be tailored, now you have such pair, which is known as spot change, for that you will not have standardized product, if they are ordering, then they will become that thing for you, Adidas has started to give you super fit tailored things, then is the what disney, you do not have any competition, then moving on to the red box, rent dvd, then it came, papa Murphy came to you, then you have big taste comes, you have a cheque drive, then you have a lot of things in the circus, so these are the different products, these are the different focus on the cost leadership examples, so in competitive price, for example if you take mctonnell also, then he will go into low cost leadership, there is no time for debate, but with kfc, all the burgers will be unique, but if the price is similar, then he will come into low cost leadership, but if I give a unique product and it will be tailored, then it comes in the differentiation, very thin line difference, try to understand or we will accumulate, it will be more, low cost leadership, differentiation, low cost leadership, red ocean strategy, differentiation is the blue ocean strategy, and when you understand these two, then the subject will be clear, thank you very much.