POWER OF SUPPLIERS IS HIGH WHEN:

Slides:

Advertisements

Similar presentations

SM Winter Industry Rivalry Entrants Substitutes SuppliersBuyers Porter.

Advertisements

COMPETITIVENESS ANALYSIS AN INTRODUCTION. FORCES DRIVING INDUSTRY COMPETITION.

Copyright ©2003 by South-Western, a division of Thomson Learning. All rights reserved. Slide 2-1 The Competitive Environment: Assessing Industry Attractiveness.

PORTERS FIVE FORCES: A guide to industry analysis

Industry Analysis - Porter's Five Forces

A Framework for Industry Analysis

Industry Analysis Chapter 03. Industry Analysis Chapter 03.

COMPETITIVE STRATEGY - Dolly Dhamodiwala.

Michael Porter’s Five Forces Model.

Chapter 2 The External Environment:

Porter’s Five Forces Michael Porter

Tutorial 5 Five forces and PEST analysis

© 2006 by Nelson, a division of Thomson Canada Limited.3-1 The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis.

Robert E. Hoskisson Michael A. Hitt R. Duane Ireland

Cola Wars Key Take-aways.

Components of the General Environment

External Analysis BUSI 7130/7136 Dr. Shook. What’s an Environment? What’s an Environment? Analyzing the Industry Analyzing the Industry v Five Forces.

Competition. Direct Competitors - Firms likely to gain or lose a substantial share of customers from each other over time because they serve the same.

Figure 11.3: Sales and Profit Life Cycles

Topic 2 The External Environment

Strategic Elements of Competitive Advantage

Conducting an Industry Analysis. Seven Questions for Industry Analysis 1. What are the industry dominant economic traits? 2. What competitive forces are.

Fall 2000MGTO L1 & L2 (Dr. JT Li)1 Lecture #3: Analyzing the Industry Environment The objectives of industry analysis Porter’s Five Forces Model.

STRATEGIC MANAGEMENT. The Dynamics of Strategic Planning Strategy Strategy –large-scale action plan that sets the direction for an organization Strategic.

Michael Porter Checklist Businesses as systems within systems of systems* *Brian Berry’s classic paper "Cities as Systems Within Systems of Cities" Papers.

Chapter 5 Industry, Market & Competitive Feasibility Analysis: Evaluating Industry Attractiveness via Porter’s Five Forces Model Diane M. Sullivan, Ph.D.,

IT Strategic Planning.

Norwegian School of Entrepreneurship Master of Science Program in Innovation and Entrepreneurship ENT 4000 Group work session 3 – 09/09-08.

Competitive Forces Model and Knowledge Management Jason C. H. Chen, Ph.D. Professor of MIS School of Business Administration Gonzaga University Spokane,

External and Internal Analyses General Environment GeneralEnvironmentGeneral Environment Sociocultural Global Technological Political/Legal Demographic.

Learning Objectives To learn to identify the different types of environments that affect a firm To learn to identify the different types of environments.

Ch2-1 Chapter 4: Competitor Analysis “What are they going to do?”

COM333 – IS3 IS and Competition. A number of techniques exists that support the analysis and assessment of Organisations’ competitive position from an.

Business Strategy and Policy

Chapter 2, Part II The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis Diane M. Sullivan, Ph.D., 2014 Sections.

Strategic Management Coke & Pepsi: Industry Analysis and Firm Performance.

Recap Chapter 1 & 2. CHAPTER 1 The 3 Basic Functions of Business Organizations Operations Finance Marketing Organization.

CH 2 STRATEGY ANALYSIS. Strategy Analysis Strategy analysis is an important starting point for the analysis of financial statements –Allows the analyst.

Industry Structure— Porter’s 5 forces

Forces Driving Industry Competition. Structural Determinants of the Intensity of Competition Competition in an industry continually works to drive down.

P ORTERS F IVE F ORCES. I NTRODUCTION Devised by Harvard Professor Michael Porter The five forces analysis is a framework used by strategist’s and consultants.

Module 10 Competitive Environment. Industry Analysis – Forces Influencing Competition Industry – group of firms that produce products that are close substitutes.

THE EXTERNAL ENVIRONMENT Chapter 2. The Organization Owners & Directors Managers Employees The Task Environment Gov’t agencies Competitors Unions Suppliers.

A Summary of Porter’s Main Points in His Article Created by Samantha Wong, Northeastern University 2009.

STRATEGIC MANAGEMENT II Porter’s five forces module.

The Porter Framework McIntire Investment Institute Presented by Michael Rosete.

INTERNAL INDUSTRY RIVALRY

F Designed to give you knowledge and application of: Section B: Key environmental influences & constraints on business & accounting B1. Political.

Chapter 4 Santiago Ibarreche © S. Ibarreche

The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 1.

BUSINESS LEVEL STRATEGY ANALYSIS

Porter’s Five Forces Model

PORTER’S FIVE FORCES MODEL

The External Environment

EXTERNAL (TASK) ENVIRONMENTAL SCANNING 1

The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 1.

Porter’s Competitive Forces dan Value chain

The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 1.

CHAPTER 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis © 2007 Thomson/South-Western. All rights reserved.

The External Environment

The external environment

EXTERNAL ENVIRONMENT ANALYSIS (Competitive analysis)

Chapter 2 The External Environment:

Chapter 2, Part II The External Environment:

external environment: the five forces model

The external environment

Chapter 2, Part II The External Environment:

STRATEGIC ANALYIS OF BUSINESS

Chapter 2, Part II The External Environment:

Michael Porter’s Five Forces Model.

Presentation transcript:

POWER OF SUPPLIERS IS HIGH WHEN: Concentration relative to buyer industry is… Availability of substitute products is… Importance of customer to the supplier is… Differentiation of the supplier’s products and services is… Threat of forward integration by the supplier is…

POWER OF BUYERS IS HIGH WHEN: Concentration of buyers relative to suppliers is… Volume of purchase is… Product differentiation of suppliers is… Threat of backward integration by buyers is… Percentage of total buyer’s cost spent on the supplier’s input is…

THREAT OF NEW ENTRANTS IS HIGH WHEN: Economies of scale are… Product differentiation is… Capital requirements are… Switching costs are… Established firm’s proprietary knowledge is… Established firm’s access to raw materials is… Established firm’s control of distribution channels is…

INTENSITY OF COMPETITIVE RIVALRY IS HIGH WHEN: Number of competitors is… Industry growth rate is… Storage costs are… Product differentiation is… Exit barriers are… Switching costs are…

THREAT OF SUBSTITUTE PRODUCTS IS HIGH WHEN: Profitability of industry producing substitute is… Rate of improvement in price-performance relationship of substitute product is…