Porter 5+ Force Model Suppliers Buyers Potential Entrants Substitutes The Industry Rivalry among existing firms Threat of new entrants Threat of substitute.

Slides:



Advertisements
Similar presentations
Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1998 Chapter 2 Environmental Analysis Marketing Gilbert A. Churchill, Jr. J. Paul Peter.
Advertisements

2 External Analysis: The Identification of Industry Opportunities and Threats.
Porter’s Five-Force Model (P5CFM) Rev: Sep, 2013 Euiho (David) Suh, Ph.D. POSTECH Strategic Management of Information and Technology Laboratory (POSMIT:
COMPETITIVE STRATEGY  Why Strategy?  What is Strategy?
Industry Analysis - Porter's Five Forces
Why Do a Situation Analysis
Preview: Environmental Analysis 4 PEST Analysis 4 Industry & Market 4 Porter’s Five Forces Model 4 Generic Strategies 4 Environmental Analysis Overview.
A Framework for Industry Analysis
Michael Porter’s Five Forces Model.
 Write down the types of businesses where you have worked or volunteered  List the parts of your job are you really good at?  List the classes that.
Porter’s Five Forces Michael Porter
STRATEGIC MANAGEMENT Alex Miller THIRD EDITION
Strategic Planning Chapter 9
from Competitive Advantage: Creating and Sustaining
1 5 FORCES DRIVING INDUSTRY 5 FORCES DRIVING INDUSTRY COMPETITION COMPETITION ( Porter, 1980 ) INDUSTRY POTENTIAL ENTRANTS BUYERS SUBSTITUTES SUPPLIERS.
Components of the General Environment
2 Chapter 2: External Analysis: The Identification of Industry Opportunities and Threats BA 469 Spring Term, 2005 Professor Dowling.
The Strategic and Operational Planning Process
2 External Analysis: The Identification of Industry Opportunities and Threats.
External Analysis. Introduction  Internal analysis helps to identify the core competences of the business, while external analysis, particularly of the.
Fall 2000MGTO L1 & L2 (Dr. JT Li)1 Lecture #3: Analyzing the Industry Environment The objectives of industry analysis Porter’s Five Forces Model.
1 COMP5331: Web Pub and Web Ad 8. External Analysis Dickson K.W. Chiu PhD, SMIEEE.
CHAPTER 5: Category Attractiveness Analysis
The Marketing Environment and Competitor Analysis
External Environment External environments are uncontrollable, multifaceted. They frame your firm’s opps/threats, your strategic options. You must understand.
REDHAT: Identifying Competitive Advantage and Revenue Streams.
Define the environment in the context of business Learn the difference between the general environment and the industry Explain how PESTEL analysis is.
Sources of Organizational Capabilities
Marketing Marketing Planning
SWOT ANALYSIS.
3. Competitive Forces Model Companies must contend with five competitive forces which you need to analyse (Figure 4-6) : 1Threat of new entrants 2Bargaining.
Strategic ManagementEnvironmental Scanning, Corporate & Business Strategy 1 Assignment for Session 4  Dell articles. Link will be posted on web.
Learning Objectives To learn to identify the different types of environments that affect a firm To learn to identify the different types of environments.
Strategic analysis: searching for opportunities and threats Focus: Daisytek  Assignment: Study H&W Ch 3 Environmental scanning and industry analysis and.
ANALYSING THE BUSINESS ENVIRONMENT Failing to plan is planning to fail! The only constant in the modern world is change!
Social Biz Nuts and Bolts Environment Analysis General / External / Internal.
1 Chapter 5 Defining Service Strategies 1 Chapter 5 DEFINING SERVICE STRATEGIES McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
CH 2 STRATEGY ANALYSIS. Strategy Analysis Strategy analysis is an important starting point for the analysis of financial statements –Allows the analyst.
External Environment Analysis STRATEGY Environment Firm External analysis searches for conditions and trends that could affect the success of the firm.
3-1 Strategic Information Systems 3-2 Elements of Strategic Management Innovation Role of IT Competitive intelligence.
MGT492: Managing People & Organizations : The Strategic and Operational Planning Process Lecture 11:Chapter 5: The Strategic and Operational Planning Process.
L 3 – continuation of the „Marketing Environment“ lesson L 4 „Marketing planning“
Strategic ManagementEnvironmental Scanning, Corporate & Business Strategy 1 Session 4: Today’s agenda  Put directional and business strategy in context.
Theories on Strategy IT & Business Models Chp. 3.
1 4.6 The relationship between businesses and the competitive environment.
STRATEGIC MANAGEMENT II Porter’s five forces module.
Ch 3 -1 Copyright 2007 Prentice Hall Chapter 3 The External Assessment Strategic Management: Concepts & Cases 11 th Edition Fred David.
MANAGING INDUSTRY COMPETITION.  The focal firm’s performance critically depends on the degree of competitiveness of the five forces within an industry.
F Designed to give you knowledge and application of: Section B: Key environmental influences & constraints on business & accounting B1. Political.
PORTERS FIVE FORCES - CLASSIC Your own sub headline Your own footer Your Logo RIVALRY Buyers power Supplier power Barriers To entry Threat of substitutes.
Strategic Management I RECAP. What is strategy? Vision and Mission Statement Components of a good Mission statement.
Analysis Frameworks for Business Roberta Tipton Dana Library.
Assignment for Session 4
Strategy Formulation and Implementation
Creating Business Advantage with IT
8 Strategic Management Digital Business Strategies: Leveraging Internet and E-business Capabilities.
The Marketing Environment and Competitor Analysis
YOUR LOGO YOUR COMPANY NAME COMPETITIVE ANALYSIS.
Strategic Management I
Strategic Management B O S.
Who is more competitive? Why?
The external environment
Strategic Alignment IST 297A School of Information Sciences
Quick and Dirty Strategic Planning
External Diagnostic Individual Assignment Templates Hilti
Michael Porter’s Five Forces Model.
Strategic Analysis.
Strategy and Technology: The Five Forces
Competitive Advantage
Strategic Impact of Information Technology
Presentation transcript:

Porter 5+ Force Model Suppliers Buyers Potential Entrants Substitutes The Industry Rivalry among existing firms Threat of new entrants Threat of substitute products Bargaining power of buyers External Forces: Political & legal, Technological, Demographic, Macroeconomic Bargaining power of suppliers Karen Schnatterly, Carlson School of Management, University of Minnesota, 2/2005

Competitive Advantage Competitive Advantage comes from: –Core Competencies –that Address the Strong Forces –and are Difficult to Imitate

Strength Indicators - 1

Strength Indicators - 2

References Porter, M. How competitive forces shape strategy. Harvard Business Review, March/April Porter, M. How competitive forces shape strategy. McKinsey Quarterly, Spring 1980, pp Porter, M. (1980) Competitive Strategy, Free Press, New York, Porter, M. What is Strategy? Harvard Business Review, Nov-Dec 1996, pp

Feedback: Privacy Policy Feedback
Do Not Sell My Personal Information
About project: SlidePlayer Terms of Service

© 2024 SlidePlayer.com Inc. All rights reserved.