1-1 chapter 4 industry and competitive analysis mcgraw-hill/irwin copyright © 2009 by the...
TRANSCRIPT
![Page 1: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/1.jpg)
1-1
Chapter 4Chapter 4
Industry and Industry and Competitive Competitive
AnalysisAnalysis
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
![Page 2: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/2.jpg)
4-2
Answering the Question, “Where are Answering the Question, “Where are We Now?”We Now?”
Two situational considerations
Company’s external industry andcompetitive environment
Company’s own market position and competitiveness
» Its competencies, capabilities,resource strengths and weaknesses, cost position, culture, and the strength of its leadership
![Page 3: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/3.jpg)
4-3
External Environmental Factors External Environmental Factors Shaping A Company’s Choice of Shaping A Company’s Choice of StrategyStrategy
![Page 4: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/4.jpg)
4-4
Assessing a Company’s Industry and Assessing a Company’s Industry and Competitive Environment: The Seven Competitive Environment: The Seven Key Questions to AnswerKey Questions to Answer
1. What are the industry’s business and economic traits?
2. What are the nature and strength of competitive forces?
3. What forces are driving industry change?
4. What market positions do industry rivals occupy?
5. What strategic moves are rivals likely to make next?
6. What are the key factors of competitive success?
7. Does the industry outlook offer good prospects for profitability?
![Page 5: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/5.jpg)
4-5
Assessing a Company’s Industry and Assessing a Company’s Industry and Competitive EnvironmentCompetitive Environment
1. What are the industry’s business and economic traits?
2. What are the nature and strength of competitive forces?
3. What forces are driving industry change?
4. What market positions do industry rivals occupy?
![Page 6: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/6.jpg)
4-6
Assessing a Company’s Industry and Assessing a Company’s Industry and Competitive EnvironmentCompetitive Environment
5. What strategic moves are rivals likely to make next?
6. What are the key factors of competitive success?
7. Does the industry outlook offer good prospects for profitability?
![Page 7: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/7.jpg)
4-7
Identifying the Industry’s Identifying the Industry’s Dominant Economic FeaturesDominant Economic Features
Market size and growth rate
Number of rivals
Scope of competitive rivalry
Pace of technological change
Degree of vertical integration
Need for economies of scale
Learning and experience curve effects
![Page 8: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/8.jpg)
4-8
Porter’s Five Forces Model of Porter’s Five Forces Model of CompetitionCompetition
ComplementorsComplementors
![Page 9: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/9.jpg)
4-9
When Is the BargainingWhen Is the BargainingPower of Buyers Power of Buyers Stronger Stronger ??
Buyers are large and can demand concessions
Buyer switching costs for substitutes are low
The number of buyers is small Buyer demand is weak or declining Buyers are well-informed about sellers’
products, prices, and costs Buyers threaten to
integrate backward
![Page 10: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/10.jpg)
4-10
When Is the CompetitionWhen Is the CompetitionFrom Substitutes From Substitutes Stronger Stronger ??
There are many good substitutes that are readily available
Substitutes are attractively priced
Substitutes have comparable or better quality and performance
End-users have low switching costs
![Page 11: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/11.jpg)
4-11
When Is the Bargaining When Is the Bargaining Power of Suppliers Power of Suppliers Stronger Stronger ??
Industry members incur high switching costs
Needed inputs are in short supply
Supplier provides a differentiated inputthat enhances the quality or performanceof sellers’ products
There are only a few suppliers of a specific input
Some suppliers threaten to integrate forward
![Page 12: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/12.jpg)
4-12
When Is the Threat of Entry When Is the Threat of Entry StrongerStronger ??
Industry growth is rapid and profit potential is high
Incumbents are unwilling or unable to contest a newcomer’s entry efforts
The pool of entry candidates is large
Entry barriers are low
![Page 13: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/13.jpg)
4-13
What Causes Rivalry to Be What Causes Rivalry to Be Stronger Stronger ??
Competing sellers regularly launch fresh actions to boost market standing
Declining demand or slow market growth
The products or services offered by rivals are standardized or weakly differentiated
One or more industry rivals becomes dissatisfied with their market standing
![Page 14: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/14.jpg)
4-14
What Causes Rivalry to Be What Causes Rivalry to Be Stronger Stronger ??
Number of rivals increases
Buyer costs to switch brands are low
Industry conditions tempt rivals use price cuts or other competitive weapons to boost volume
Outsiders have recently acquired weak firms in the industry and are trying to turn them into major market contenders
![Page 15: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/15.jpg)
4-15
When the Five Competitive Forces When the Five Competitive Forces Result in Attractive Market Result in Attractive Market ConditionsConditions
An industry’s competitive environment tends to be attractive from a profit-making standpoint when
Rivalry is moderate
Entry barriers are highand no firm is likely to enter
Good substitutesdo not exist
Suppliers and customers arein a weak bargaining position
thereby producing competitive pressures that are very weak!
![Page 16: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/16.jpg)
4-16
When the Five Competitive Forces When the Five Competitive Forces Result in Unattractive Market Result in Unattractive Market ConditionsConditions
An industry’s competitive environment tends to be unattractive from a profit-making standpoint when
Rivalry is strong
Entry barriers are lowand new competitors are likely to enter
Good substitutes exist
Suppliers and customers arein a strong bargaining position
thereby producing competitive pressures that are very intense or fierce!
![Page 17: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/17.jpg)
4-17
Analyzing Driving ForcesAnalyzing Driving Forces
1. Identify forces likely to reshape industry competitive conditions
Changes likely to take place within next 1 – 3 years
Usually no more than 3 - 4 factors qualify as real drivers of change
![Page 18: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/18.jpg)
4-18
Analyzing Driving ForcesAnalyzing Driving Forces
2. Assess impact of driving forces on industry attractiveness
Are the driving forces causing demand for product to increase or decrease?
Are the driving forces acting to make competition more or less intense?
Will the driving forces lead to higher or lower industry profitability?
3. Determine what strategy changes are needed to prepare for impact of driving forces
![Page 19: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/19.jpg)
4-19
Common Driving ForcesCommon Driving Forces
Changes in long-term industry growth rate
Increasing globalization of the industry
Changes in who buys the product and how they use it
Product innovation
Technological change
Entry or exit of major firms
![Page 20: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/20.jpg)
4-20
Identifying the Market Positions of Identifying the Market Positions of RivalsRivals
![Page 21: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/21.jpg)
4-21
What Can Be Learned from What Can Be Learned from Strategic Group MapsStrategic Group Maps
Driving forces and competitive pressures often favor some strategic groups and hurt others
Competitive pressures may cause the profit potential of different strategic groups to vary
Identification of competitive “white spaces” or “blue ocean” opportunities
![Page 22: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/22.jpg)
4-22
Blue Ocean StrategiesBlue Ocean Strategies
Cirque du Soleil has attracts 10 million people annually to its shows by “reinventing the circus”—its audience typically doesn’t attend circus events
Blue ocean strategies offer growth by discovering or inventing new industry segments that create altogether new demand
![Page 23: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/23.jpg)
4-23
Predicting the Next StrategicPredicting the Next StrategicMoves Rivals Are Likely to MakeMoves Rivals Are Likely to Make
Profiling key rivals involves gathering competitive intelligence about
Thinking and leadership styles of top executives
Identifying trends in the timing of new product launches and marketing promotions
Considering which rivals have the motivation and capability to make major strategy changes
![Page 24: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/24.jpg)
4-24
Pinpointing the Key FactorsPinpointing the Key Factorsfor Future Competitive Successfor Future Competitive Success
Key Success Factors (or KSFs) are competitive factors most affecting every industry member’s ability to prosper.
KSFs include:Specific product attributesNecessary resources,
competencies, and capabilitiesSpecific intangible assetsCompetitive capabilities
![Page 25: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/25.jpg)
4-25
Three Questions to Ask in Three Questions to Ask in Identifying Industry Key Success Identifying Industry Key Success FactorsFactors
1. On what basis do buyers choose between brands?
2. What resources are needed to compete successfully?
3. What shortcomings are almost certain to put a company at a competitive disadvantage?
![Page 26: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/26.jpg)
4-26
Common Types of Industry Key Common Types of Industry Key Success FactorsSuccess Factors
Expertise in a particular technology
Scale economies or experience curve benefits
High capacity utilization
Strong network of wholesale distributors
Brand building skills
Convenient retail locations
![Page 27: 1-1 Chapter 4 Industry and Competitive Analysis McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved](https://reader035.vdocuments.mx/reader035/viewer/2022062516/56649d355503460f94a0bfc0/html5/thumbnails/27.jpg)
4-27
Deciding Whether the IndustryDeciding Whether the IndustryPresents an Attractive OpportunityPresents an Attractive Opportunity
Involves assessing whether the industryand competitive environment is attractive or unattractive for earning good profits
Draws upon all the previous analysis The industry’s growth potential
The intensity of competition
Whether the impacts of the driving forcesare positive or negative
The company’s competitive position in the industry relative to rivals
How well the company performs the industry’s key success factors