analisis persaingan akp

8/13/2019 Analisis Persaingan AKP

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Business plan outline

Executive Summary Company Description

Including product/service

& technology/coreknowledge

Industry Analysis &Trends

Target Market

Competition Strategy/Business Model Marketing and Sales Plan Production/Operations

Plan

Technology Plan

Management &Organization

Social Responsibility

Development & Milestones

Financials Including Capital

Requirements & FinancialStatements

Appendix


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Strategy funnel industry side

Customer &

Benefits

CompetitiveDynamics

CompetitiveSpace

Segment,SizeChannels

StrategicPositioning

ValueProposition

Industry

Structure

Environmental Trends

IndustryMarket

PerceptualSpace


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Industry-side goal

Describe, in detail, the competitive, industry, andenvironmental landscape in which your firm will

operateto find a defensible space you might occupy.

0

10

20

30

40

50

60

70

Return on

Equity (%)

Business Landscape


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Business as supply chain

Financial Management

People Management

Dig clay Throw clay into pots Sell pots

Technology

Infrastructure & Logistics

R & D

The supply chain traces processes and transformations. As thesebecome more complex, they tend to differentiate into variousfunctions.


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Business as value chain

Dig clay Throw clay into pots Sell pots Margin

The value chain maps value added andcaptured onto the supplychain. Each step in the supply chain contributes different amountsof value.

Effective management involves both identifying new sources ofvalue and tying together pieces to create more than the sum of theparts.


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Markets & industries

Each cluster of competitors is an industry, industry segment orstrategic group

Supply chains and industries evolve over time as do their rules,cultures, technologies and sources of value


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Book selling commerce chain

Author Publisher Wholesaler ReaderRetailerAgent

Sales groups

Direct marketing

Packager


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Book selling value chain

Author Publisher Wholesaler ReaderRetailerAgent

Sales groups

Packager

$0.50

Promotions

$0.05

$0.50

$1.00

$0.375

$5.50

$1.25

$0.375

$10.00$3.50

From trade sales, a publisher might keep 7% for salaries etc though the amountsand percentages do increase with print runs and cover prices.

From direct mail, a publisher might keep 12.5% or so, but without as many economiesof scale (since so much goes to logistics).


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Exercise:Draw the chain,identify your industry

Who sells what to whom? Ask industry informants Look at customer and supplier lists

Look at industry magazines Draw what you see Circle your industry

The related functional cluster of firms

Identify sources of competition direct competitors from within the industry indirect competitors from related supply chains

Note the supply market Note the demand market


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I. Environmental Scanning:STEEP analysis

Macro-environment

Economic

Forces

Ecological

Forces

Socio-culturalForces

TechnologicalForces

PoliticalForces

Firm/Organization

StructureCulture

CompetenciesResources

Operating

Environment

TradeAssociation

Regulators

Union/employees

Competitors

Creditors Suppliers

Customers

Communities

Stockholders


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Stakeholders shape theoperating environment

Macro-environment

Firm/Organization

StructureCulture

CompetenciesResources

Operating

Environment

TradeAssociation

Regulators

Union/employees

Competitors

Creditors Suppliers

Customers

Communities

Stockholders

Economic

Forces

Ecological

Forces

Socio-culturalForces

TechnologicalForces

PoliticalForces


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Stakeholder management

Importance to Firm

Low Average HighLow

Averag

e

High

Influence

onI

niti

ative

SH1SH3

SH2


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II. Industry structure

Industries are clusters of firms that serve the same function in acommerce chain. These sets of firms operate in the same space andcompete to control enough space to capture value.

Industries all have structure, history, trajectories and competitivedynamics that constrain entry options and are shaped in part bymacro-environmental conditions.


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Industry power: Bookstores

Threat from Substitutes:High: multimedia, web

distribution

Suppliers Power:Reduced but still

significant

Threat from New EntrantsMinimal at scale eg.

warehousing, leases

Buyers Power:Mild local

monopoly but options

Rivalry:

Oligopoly

Other Stakeholders:Minimal domestic,some international,

financial concerns


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2. Substitutes

Industries with few substitute products aremore attractive than those with many

substitutes. Effective substitutes can often provide

ways in for upstarts.

The threat of substitutes is often theweakest of the forces -- except duringtimes of high demand or fast change, wheninterlopers may see opportunities.


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3. Buyer power

Attractive industries feature disorganized,small customers, with little purchasing andnegotiating power.

Buyers gain power when: They are large, relative to the seller

(superstores). They are organized (eg., a coop). It is easy to switch to another supplier (eg., when

products are standard). They could integrate backwards and so take over

a supplier.


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4. Supplier power

Attractive industries feature small anddisorganized suppliers.

Suppliers gain power when: They are large, relative to the buyers. (Alcoa).

It is difficult for buyers to switch to competingsuppliers. (Custom products, proprietary

information). They pose a credible threat of integrating

forward and taking over the buyers functions.


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5. Rivalry

Attractive industries are controlled by monopoliesor gentlemanly oligopolies. On the other hand, the more the players, and the more

equally matched, the closer the industry approximatesperfect competition and minimum profits.

Rivalry is reduced when: Power is concentrated (C4 Index ) Competitors can truly differentiate.

It is easy to exit. Demand is stable and predictable. Regulation takes the edge off.


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Profit pools

OperatingM

argin

Acquisition Funding Servicing 100%0

20%

Share of Industry Revenue

Banking

OperatingM

argin

Funding Servicing 100%0

20%

Share of Industry Revenue

Banking

Acquisition

Operating margin:Industry reports, interviews

Share:Profit amount x total sales in sub-segment


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While useful, the five forces, value chainand profit pool models are essentially static.

It is critical to make guesses about thefuture -- especially about when trendsmight stop and the existing power structureshift. STEEP and technology life cycle

analyses can help with this. If you need a more dynamic model, ask me

later about the 4 Arenas analysis.

Industry dynamics


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Exercise:Industry power structure

Threat from

Substitutes

SuppliersPower

Threat fromNew Entrants

BuyersPower

Rivalryof

Firms

Power of other

Stakeholders


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Company competitive analysis

How does each firm compete? Quality, service, low price, something else?

How effective is each? How well designed are they to compete as they do? How powerful?

What resources do they control? Money, people,

influence... How aggressive? How hard do they compete? Whats their

trajectory?


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Competitor response profile

Future Goals

Vision statement

Managerial

behavior

Critical

Assumptions

Key beliefs

Blind spots

Response ProfileSatisfied or ambitious?

Likely next moves?

Vulnerabilities?

Sensitive spots?(What will provoke

retaliation?)

Current Strategy

Price, quality,

distribution,

resources

Capabilities

Strengths &

weaknesses

Drivers Abilities


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Competitors table

Organizes competitors using crucialdimensions of competition, plus effectiveness,power, trajectory, likely changes...

Market

ShareQuality Cost Effective-

ness

Aggres-

siveness

Competitor1 15% H H M

Competitor2 25% L L H very

Competitor3 5% M M L

Competitor4 20% L L H slipping

Competitor5 15% M M H

Power

M

H

L

H

L


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Groups of firms that pursue similarstrategies with similar resources

Strategic groups

Price

Selection

Fast Food

Upscale Chains

Diners/Family Style


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Example: Variation on GartnersMagic Quadrant


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analisis persaingan akp

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