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Copyright?2001HoughtonMifflinCompany.Allrightsreserved.Chapter3

ExternalAnalysis:TheIdentificationofIndustryOpportunitiesandThreats

Strategic

CharlesW.L.Hill

Management

GarethR.JonesFifthEditionPowerPointPresentationbyCharlieCookAnIntegratedApproachCopyright?2001HoughtonMifflinCompany.Allrightsreserved.3-2AnalyzingIndustryStructureOpportunitiesandthreatsarecompetitivechallengesarisingforchangesinindustryconditions.Analytictoolssuchasthe

fiveforcesmodelhelp

managersformulate

appropriatestrategic

responses.Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-3Source:AdaptedandreprintedbypermissionofHarvardBusinessReview.Anexhibitfrom“HowCompetitiveForcesShapeStrategy”byMichaelE..Porter(March-April1979),Copyright?1979bythePresidentandFellowsofHarvardCollege:allrightsreserved.TheFiveForcesModelFIGURE3.1Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-4PotentialCompetitorsNewentrantsintoanindustrythreatenincumbentcompanies.Barrierstoentry:BrandloyaltyAbsolutecostadvantagesEconomiesofscaleSwitchingcostsGovernmentregulationEntrybarriersreducethethreat

ofnewandadditionalcompetition.Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-5RivalryAmongEstablishedCompaniesTheintensityofcompetitiverivalryinanindustryarisesfrom:Industry’scompetitivestructure.Demand(growthordecline)conditionsinindustry.Heightofindustryexitbarriers.Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-6CompetitiveStructureContinuumof

IndustryStructuresFragmentedManyfirms,nodominantfirm

Fewfirms,shareddominance

(oligopoly)ConsolidatedOnefirmoronedominantfirm(monopoly)Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-7TheBargainingPowerofBuyersBuyersaremostpowerfulwhen:Therearemanysmallsellersandfewlargebuyers.Buyerspurchaseinlargequantities.Asinglebuyerisalargecustomertoafirm.Buyerscanswitchsuppliersatlowcost.Buyerspurchasefrommultiplesellersatonce.Buyerscaneasilyverticallyintegratetocompetewithsuppliers.Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-8TheBargainingPowerofSuppliersSuppliershavebargainingpowerwhen:Theirproductshavefewsubstitutesandareimportanttobuyers.Thebuyer’sindustryisnotanimportantcustomertothesupplier.Differentiationmakesitcostlyforbuyerstoswitchsuppliers.Supplierscanverticallyintegrateforwardtocompetewithbuyersandbuyerscan’tintegratebackwardtosupplytheirownneeds.Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-9SubstituteProductsThecompetitivethreatofsubstituteproductsincreasesastheycomeclosertoservingsimilarcustomerneeds.CloseFarCopyright?2001HoughtonMifflinCompany.Allrightsreserved.3-10ASixthForce:ComplementorsComplementors:Companieswhoseproductsaresoldintandemwithanothercompany’sproducts.Increasedsupplyofacomplementaryproductcollaterallyincreasesdemandfortheprimaryproduct.Example:FasterCPUchipsfuelsales

ofpersonalcomputers.Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-11TheRoleoftheMacroenvironmentFIGURE3.2Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-12StrategicGroupsWithinIndustriesTheconceptofstrategicgroupsWithinanindustry,acompetitorgroupingusingsimilarstrategiesthatdifferfromotherindustrygroups.ImplicationsofstrategicgroupsTheclosestindustrycompetitorsarethoseinthegroup.Thevariousindustrygroupsaredifferentiallyandcompetitivelyadvantagedandpositioned.Mobilitybarriersinhibitthemovementofcompetitorsfromonestrategicgrouptoanother.Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-13FIGURE3.3StrategicGroupsinthePharmaceuticalIndustryCopyright?2001HoughtonMifflinCompany.Allrightsreserved.3-14LimitationsoftheFiveForcesandStrategicGroupModelsBothmodelsarestaticandignoreinnovation.Theirfocusisonindustryandgroupstructuresratherthanindividualcompanies.Innovationcreateschangein

industrystructures,alteringthe

competitiveenvironment.Industrystructurecannot

fullyexplaintheperformance

differencesbetweenindustry

competitors.Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-15FIGURE3.4Punctuated

Equilibrium

and

Competitive

StructureCopyright?2001HoughtonMifflinCompany.Allrightsreserved.3-16FIGURE3.5TheIndustryLifeCycleModelStagesintheindustrylifecycle:Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-17FIGURE3.6GrowthinDemandandCapacityCopyright?2001HoughtonMifflinCompany.Allrightsreserved.3-18NetworkEconomicsAsaDeterminantofIndustryConditionsThedemandforprimaryindustryproductsdependsonthesizeofthetotalmarketforcomplementaryproducts.Networkeconomicsresultin

positivefeedbackloopsthat

fosterrapiddemandincreases.Marketcompetitorsare

protectedbyswitching

costentrybarriers.Copyright?2001HoughtonMifflinCompany.Allrightsreserved.3-19FIGURE3.7PositiveFee

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