2. The Environment of Global Trade capital movements (not trade) are driving forces of the world economy production is ‘uncoupled’ from employment e.g security guards in India using webcams primary products have become uncoupled from the industrial economy e.g steel from South America into Europe the world economy is in control 75-year contrast between capitalism and socialism is over

3. Barriers to Trade Tariff barriers - direct taxes on imports Bahamas has 30% on all goods Australia and US impose on cars and agricultural goods e.g Japanese manufacture in Australia Average now 5% was 25% in1945 Non-tariff Barriers Increased govt. participation, US wheat subsidy Customs entry procedures Quotas (quantitative restriction) US textile imports from China

4. Forms of Market Agreement Free Trade Area - remove all tariffs amongst members e.g NAFTA USA/Canada Mexico e.g EEA (European Economic Area) EU, EFTA and LAFTA Customs Unions - as above but with common external barriers e.g EC prior to 1993.

5. Common Market - as above but also the free flow of all factors of production e.g EU since 1993 Economic Union - common market characteristics are combined with the harmonisation of economic policy. Supranational authority to design policy for a group of nations objective of Maastricht Treaty in 1991. EU was formed in 1993.Monetary Union commenced in 1999. Now political union in 2000’s? More convergence and less national autonomy?

6. Source: Adapted from M. E. Porter, Competitive Strategy, Free Press, 1980, p. 4. Copyright by The Free Press, a division of Macmillan Publishing Co., Inc. Reproduced with permission. Threat of substitutes Potential entrants Threat of entrants Suppliers Bargaining power power Substitutes Buyers Bargaining power power COMPETITIVE RIVALRY Five forces analysis

7. Competitive Rivalry Entry is likely Substitutes threaten Buyers or suppliers exercise control Competitors are in balance There is slow market growth Global customers increase competition There are high fixed costs in an industry Markets are undifferentiated There are high exit barriers

8. Competitive Rivalry - motor industry

9. Buyer power There is a concentration of buyers There are many small operators in the supplying industry There are alternative sources of supply Components or materials are a high percentage of cost to the buyer leading to “shopping around” Switching costs are low There is a threat of backward integration

10. Bargaining power of buyers - Wal-Mart

11. Supplier power There is a concentration of suppliers Switching costs are high The supplier brand is powerful Integration forward by the supplier is possible Customers are fragmented and bargaining power low

12. Bargaining power of suppliers - Bill Gates - Microsoft

13. Threat of substitutes Substitutes take different forms: Product substitution - Bt for Orange Substitution of need - international not local calls (satellites not wires) Generic substitution - mobiles for land based telephones Doing without - no communication

14. Threat of substitutes - KFC China

15. The threat of entry Dependent on barriers to entry such as: Economies of scale Capital requirements of entry Access to distribution channels Cost advantages independent of size (eg the “experience curve”) Expected retaliation Legislation or government action Differentiation

16. New Entrants - Citibank

17. Citibank - ‘Firstmover’ High brand recognition More positive brand image More customer loyalty More distribution Longer market experience

18. Country- Specific Advantages (CSAs) E.g low cost production of Volkswagens in Portugal Comparative advantage - e.g France apples, UK lamb International Product Cycle (IPC) - Raymond Vernon 1966 USA production shifted over time to new locations USA begins to export goods and technology Countries such as Korea then become low cost producers and export back to USA

19. Porter’s Determinants of National Advantage (1990) Firm strategy, structure, and rivalry Factory conditions Demand conditions Related and supporting industries

20. National Competitive Advantages Factor conditions e.g skilled labour, infrastructure Demand conditions e.g. ‘home’ demand for the product of service Related and supporting industries e.g raw materials, components Firm strategy, structure and rivalry