1. Company’s macroenvironment

2. Q1. what are the industry’s dominant economic features?

3. Market size
growth rate
the number & sizes of buyers and sellers
the geographic boundaries of the market
The degree of product differentiation
the speed of product innovation
the extent of vertical integration.
The extent of scale economies& experience/learning curve effects.

4. Learning/experience curve effects
Most goods or services show the experience curve effect.
Each time cumulative volume doubles, value added costs (including administration, marketing, distribution, and manufacturing) fall by a constant percentage.
The company can gain a cost advantage with largest cumulative production volume.

5. Recognizing these features helps..
managers to prepare for the analysis
managers to understand the kinds of strategic moves that industry members are likely to employ.

6. QUESTION 2: WHAT KINDS OF COMPETITIVE FORCES ARE INDUSTRY MEMBERS FACING, AND HOW STRONG ARE THEY?

7. The Five-Forces Model of Competition
Michael E. Porter
Tool for diagnosing the principal competitive pressure
Build the model of competition in 3 steps
· Step1: For each of the five forces, identify the different parties involve
· Step2: Evaluate how strong the pressures stemming form each forces are
· Step3: Determine whether the strength of the five forces is helpful to earning profits

8. The Five-Forces Model of Competition

9. Competitive Pressures Created by the Rivalry among Competing Sellers
Competitive pressures coming from other firms in the industry
· when one firm deploys a strategy that produces good results, its rivals respond with offensive and defensive countermoves of their own.
· competitive battle among rivals can assume many forms that extend well beyond lively price competition.
The intensity of rivalry varies from industry to industry and depends of many identifiable factors

10. Factors Affecting the Strength of Rivalry
Rivalry is stronger when:
Buyer demand is growing or falling off slowly
Sellers find themselves with excess capacity
Buyer costs to switch brands are low
Products are commodities
Firms have high fixed and storage costs
Competitors are numerous/similar(size, strength)
Rivals have diverse objectives/strategies/origin
Rivals have high exit barriers

11. Factors Affecting the Strength of Rivalry
Rivalry is weaker when:
Buyer demand is growing rapidly
Buyer costs to switch brands are high
Products are strongly differentiated
Customer loyalty is high
Fixed and storage costs are low
Sales are concentrated among a few sellers
Rivals are homogeneous
Exit barriers are low

12. Evaluating a company’s external environment
Crafting & Executing Strategy – Chapter 3
Evaluating a company’s external environment

13. Competitive Threat of new entrants
The ease of a firm entering a new market is dependent on 2 main factors:
Barriers to entry
Expected reaction of existing firms
The size of the barriers and expected reaction is a huge determinant of any potential new firms ability to survive in the market

14. Barriers to entry Economies of Scale Experience Customer loyalty
Intellectual barriers
Networks
Other cost advantages
Threat of entry can easily fluctuate as factors change

15. factors affecting threat of entry
Growth/Profit potential –
If this is high, firms will be less deterred to enter the market
Usually attracts larger, established firms with sufficient resources in related markets to enter
Potential entrants & capabilities –
Large existing companies with a strong brand image may be able to enter some markets easily
The bigger the pool of potential entrants with the capabilities to enter the market, the stronger the threat of entry

16. Competitive pressure of substitutes
Substitute products can adversely affect demand providing:
Good substitutes are available
They are attractively priced
Comparable/better features
Consumers have low costs in switching to substitute
Whether a substitute product is a threat can be determined by; sales growth comparison, addition of capacity and profit increases

17. Competitive Pressures Stemming from Supplier Bargaining Power.
: the relative ability of parties in a situation to exert influence over each other.
Suppliers with Bargaining Power
: can erode industry profitability.

18. Factors Determining the Strength of Suppliers’ Bargaining Power.
Suppliers’ bargaining power is stronger when
Supplier products are in short supply.
Supplier products are differentiated.
Supplier products are critical to industry.
High costs in purchasing alternatives.
No good substitutes.
Suppliers are not dependant on industry.
Suppliers industry is concentrated.

19. Suppliers’ bargaining power is weaker when
A large entity of suppliers.
The item is available from many suppliers.
Low costs for finding alternatives.
Good substitutes.
Industry members account for a big fraction of suppliers’ sales.
No suppliers with large market shares.
Possibility for industry members to integrate into the supply business. (self-manufacturer)

20. Competitive Pressures Stemming from Buyer Bargaining Power and price sensitivity
= price elasticity
: It is a measure of responsiveness of the quantity of a good or service demanded to changes in its price.

21. Buyers with strong bargaining power : can limit industry profitability
Buyers with strong bargaining power : can limit industry profitability. Buyer price sensitivity : limits the profit potential of industry members.

22. Factors Determining the Strength of Buyers’ Bargaining Power.
Buyer bargaining power is stronger when
Low costs in switching to other product.
Products are undifferentiated.
Large number of buyers. Few relation with industry.
Buyers demand is weak.
Buyers are well-informed.
Buyers with ability to integrate into the business of sellers.
Buyers with ability to postpone purchase
Buyers are price-sensitive.

23. Buyer bargaining power is weaker when
High costs in switching to competing products.
Sellers’ products are differentiated.
Buyers are small and numerous relative to sellers.
Sufficient supply for satisfying buyers demand.
Limited information about sellers.
Buyers are not price-sensitivity.

24. Is the collective strength of the five competitive forces conducive to good profitability?
The effects that each of the five competitive forces set the stage for evaluating whether the strength of the five competitive forces is conducive to good profitability.

25. Competitively Unattractive Industry
When all five forces are producing strong competitive pressures, the competitively unattractive industry occurs.
Rivalry among sellers is vigorous.
Low entry barriers.
Competition from substitutes in intense.
Suppliers and buyers can exercise considerable leverage.

26. Attractive Industry When the overall impact of the five competitive forces is moderate to weak, the attractive industry occurs. The members of the industry can expect to earn good profits and a nice return on investment.

27. Questions 3: what factors are driving industry change, and what impacts will they have?

28. Analyzing industry dynamics
1 step: Indentifying the drivers of change. 2 step: Assessing whether the drivers of change are, individually or collectively, acting to make the industry more or less attractive. 3 step: Determining what strategy changes are needed to prepare for the impacts of the anticipated change.

29. Identifying an industry’s drivers of change
Changes in an industry’s long-term growth rate
Increasing globalization
Change in who buys the product and how they use it
Technological change
Emerging new internet capabilities and applications
Product and marketing innovation

30. Identifying an industry’s drivers of change
Entry or exit of major firms
Diffusion of technical know-how across companies and countries
Improvements in efficiency in adjacent markets
Reductions in uncertainty and business risk
Regulatory influences and government policy changes
Changing societal concerns, attitudes, and lifestyles

31. Assessing the impact of the factors driving industry change
Overall, are the factors driving change causing demand for the industry’s product to increase or decrease?
Is the collective impact of the drivers of change making competition more or less intense?
Will the combined impacts of the change drivers lead to higher to lower industry profitability?
Key Question: whether a new strong force is emerging or whether forces that are strong presently are beginning to weaken

32. Developing a strategy that takes the changes in industry conditions into account
What strategy adjustments will be needed to deal with the impacts of the changes in industry conditions.

33. What strategic moves are rivals likely to make next?
Competitive intelligence
- latest action & announcement
- financial performance
- strength & weakness
- thinking & leadership style

34. What strategic moves are rivals likely to make next?
Prepare defensive countermoves
Craft it’s own strategic moves
Exploit any openings

35. What are the key factors for competitive success?
Particular strategy elements
Product attributes
Operational approaches
Resources
Competitive capabilities

36. What are the key factors for competitive success?
Should consider three question
On what basis do buyers of the industry’s product choose between the competing brands of sellers?
What resources and competitive capabilities must a company have to be competitively successful?
What shortcomings are almost certain to put a company at a significant competitive disadvantage?

37. Q7. Does the outlook for the industry offer the company a good opportunity to earn attractive profits?

38. if an industry’s overall profit prospects are above average
→industry environment is attractive
If an industry profit prospects are below average
→industry environment is not attractive
BUT! This attractiveness or unattractiveness is not same for all industry participants and all potential entrants.

39. If company decided that industry is attractive, it should invest aggressively to capture the opportunities and to improve its long-term competitive position in the business.
If company decided that industry is unattractive, it should protect its present position, invest cautiously, and try to find opportunities in other industries.