1. Chapter 2

2. Why External Analysis? External analysis allows firms to:
• discover threats and opportunities
• see if above normal profits are likely in an industry
• better understand the nature of competition in
an industry
• make more informed strategic choices

3. General External Environment
Technological
Change
Specific
International
Events
Demographic
Trends
Entry
Complementors
Rivalry
Focal
Firm
Industry
Buyers
Substitutes
Legal/Political
Conditions
Suppliers
Cultural
Trends
Economic
Climate

4. General External Environment
Technological
Change
Specific
International
Events
Demographic
Trends
PDA’s &
Cell Phones
European Union Ban on
Hormone-Treated U.S. Beef
Hispanic Population Growth
Focal
Firm
Changing Policy toward Oil
Exploration on Public Lands
Changing Image of SUV’s
Rising
Interest
Rates
Legal/Political
Conditions
Cultural
Trends
Economic
Climate

5. Industry Analysis The Structure – Conduct – Performance Model
• originally developed to spot anti-competitive conditions
for anti-trust purposes
• came to be used to assess the possibilities for
above normal profits for firms within an industry
• Porter’s Five Forces Model was developed from
this economic tradition

6. Types of Competition Perfect Competition (competitive parity)
Large number of firms
Homogeneous products
Low-cost entry and exit
Monopolistic Competition
Heterogeneous products

7. Types of Competition Oligopoly Monopoly Small number of firms
Homogeneous products
Costly entry and exit
Monopoly
One firm
Costly entry

8. Porter’s Five Forces Model
Threat of Substitutes
• substitutes fill the same need but in a different way
- Coke and Pepsi are rivals, milk is a
substitute for both
• substitutes create a price ceiling because consumers
switch to the substitute if prices rise
• substitutes will likely come from outside the
industry—be sure to look

9. Porter’s Five Forces Model
Threat of Suppliers
• powerful suppliers can ‘squeeze’ (lower profits)
the focal firm
Industry conditions that facilitate supplier power:
• small number of firms in supplier’s industry
• highly differentiated product
• lack of close substitutes for suppliers’ products
• supplier could integrate forward
• focal firm is an insignificant customer of supplier

10. Porter’s Five Forces Model
Threat of Buyers
• powerful buyers can ‘squeeze’ (lower profits)
the focal firm by demanding lower prices and/or
higher levels of quality and service
Industry conditions that facilitate buyer power:
• small number of buyers for focal firm’s output
• lack of a differentiated product
• the product is significant to the buyer

11. Porter’s Five Forces Model
Threat of Buyers
Industry conditions that facilitate buyer power:
• buyers operate in a competitive market—they are
not earning above normal profits
• buyers can vertically integrate backwards
• many small buyers can be united around an issue
to act as a block

12. Porter’s Five Forces Model
Entry
Industry
Buyers
Rivalry
Focal
Firm
Threat
Suppliers
Substitutes
If all threats are high
expect normal profits
If all threats are low
expect above normal profits
Most industries are somewhere between the extremes

13. Complementors As Another Force
Complementors Increase the Value of
the Focal Firms Product
• customers perceive more value in the focal firm’s
product when it is combined with the complementor’s
product
• complementors may be found outside the focal firm’s
industry
Example: Goodyear Tires on Corvette

14. Responding to Environmental Threats
Neutralizing Threats
• most firms cannot unilaterally change the
threats in an industry
• by altering relationships in an industry, firms
may reduce threats and/or create opportunities,
thereby increasing profits
Examples: Regional Healthcare System, Building
Contractor, and the Bakery

15. Exploiting Industry Structure Opportunities
Generic Industry Structures
• at any point in time, the structure of most
industries fits into one of four generic categories
• each industry structure presents opportunities
that may be exploited
• firms can choose to exploit an industry structure,
continue business as usual, or exit the industry

16. Exploiting Industry Structure Opportunities
Fragmented Industry Structure
Industry Characteristics
Opportunity
Consolidation
• large number of small firms
• buy competitors
• no dominant firms
• no dominant technology
• build market power
• commodity type products
• exploit economies
of scale
• low barriers to entry
• few, if any, economies of scale

17. Exploiting Industry Structure Opportunities
Emerging Industry Structure
Industry Characteristics
Opportunity
• new industry based on break
through technology or product
• first mover advantages
• technology
• no product standard has
been reached
• locking-up assets
• creating switching
costs
• no dominant firm has emerged
• new customers come from non-
consumption not from competitors

18. Exploiting Industry Structure Opportunities
Mature Industry Structure
Industry Characteristics
Opportunities
• slowing growth in demand
• refine current products
• technology standard exists
• improve service
• increasing international
competition
• process innovation
• industry-wide profits declining
• industry exit is beginning

19. Exploiting Industry Structure Opportunities
Declining Industry Structure
Industry Characteristics
Opportunities
• industry sales have sustained
pattern of decline
• market leadership
• niche
• some well-established
firms have exited
• harvest
• firms have stopped investing
in maintenance
• divest

20. International Opportunities
Approaches to International Markets
• international markets present opportunities that
vary depending on market characteristics
• external analysis should include an assessment
of international market characteristics
• firms can improve the probability of above
normal profits by exploiting the opportunities
presented by international market characteristics

21. International Opportunities
Multinational Opportunity
Market Characteristics
Structural Response
• replicate headquarters
functions in multiple
markets
• no global product standard
• tastes and preferences vary
• give local managers
autonomy to respond
• transportation of finished
product is cost prohibitive
• modify product to local
tastes & preferences
• governments impose
local content rules

22. International Opportunities
Global Opportunity
Market Characteristics
Structural Response
• global product standard
• minimal replication of
headquarters functions
• governments allow importation
• centralized decision
making at headquarters
• significant economies
of scale exist
• centralized manufacturing
• little responsiveness
to local tastes &
preferences
• product development costs
are significant

23. International Opportunities
Transnational Opportunity
Market Characteristics
Structural Response
• product standardization differs
from region to region
• headquarters functions
are replicated in some
but not all regions
• government policy varies
from region to region
• high degree of coordi-
nation between regions
and headquarters
• local tastes and preferences
vary from region to region
• this is a combination of a
multinational and global
approach

24. General External Environment
Technological
Change
Specific
International
Events
Demographic
Trends
Entry
Complementors
Rivalry
Focal
Firm
Industry
Buyers
Substitutes
Legal/Political
Conditions
Suppliers
Cultural
Trends
Economic
Climate

25. Summary External Analysis: • takes time and effort
• should include consideration of international markets
• helps firms recognize threats and opportunities
• provides assessment of likely levels of
industry profitability (normal, above, below)
• can be applied at the individual level to professional
and personal environments