1. ANALISIS LINGKUNGAN INDUSTRI Pertemuan 11
Matakuliah : J0134/ Manajemen Strategik
Tahun : 2006
ANALISIS LINGKUNGAN INDUSTRI Pertemuan 11

2. Industrial Organization (I/O) View – Performing External Audit
-- Industry factors more important than internal factors
Performance determined by industry forces

3. Competitive Forces Identifying Rival Firms Strengths Weaknesses
Capabilities
Opportunities
Threats
Objectives
Strategies

4. Key Questions Concerning Competitors
Their strengths
Their weaknesses
Their objectives and strategiesTheir responses to external variables
Their vulnerability to our alternative strategies
Our vulnerability to strategic counterattack
Our product/service positioning
Should we keep our strategies secret from employees&stakeholders?
Entry and exit of firms in the industry
Key factors for our current position in industry
Sales/profit rankings of competitors over time
Nature of supplier & distributor relationships
The threat of substitute products/services

5. Sources of Corporate Information
Asosiasi industri
Biro riset, exp: AC Nielson, SRI, SWA,dll
Moody’s Manuals
Standard Corporation Descriptions
Value Line Investment Surveys
Dun’s Business Rankings
Standard & Poor’s Industry Surveys
Industry Week
Forbes, Fortune, Business Week

6. 7 Characteristics of most Competitive U.S. Firms:
Market share matters
Understand what business you are in
Broke or not, fix it
Innovate or evaporate
Acquisition is essential to growth
People make a difference
No substitute for quality

7. The Five-Forces Model of Competition
Potential development
of substitute products
Rivalry among
competing firms
Bargaining power
of suppliers
Bargaining power
of consumers
Potential entry of new competitors

8. 1.Rivalry Among Competing Firms
Most powerful of the five forces
Focus on competitive advantage of strategies
Influences:
Number of competitors
Industry growth rate
Fixed costs, scale issues
Lack of differentiation
Low switching costs
High exit barriers (specialized assets, emotional commitment, restrictions)

9. 2.Potential Entry of New Competitors
Barriers to entry are important:
Economies of scale
Differentiation/brand loyalty
Capital requirements
Switching costs
Access to distribution channels
Other cost disadvantages:
Location
Raw materials
Proprietary technology
Quality, pricing, and marketing can overcome barriers

10. 3.Potential Development of Substitute Products
Pressures increase when consumer’s switching costs decrease
Firm’s plans for increased capacity & market penetration
Places an upper limit on prices
Consists of products with a similar function
Electronic security/security guards
DSL/Cable modem
Coffee/tea/cola
Fax/overnight delivery of documents

11. 4.Bargaining Power of Suppliers
Large number of suppliers & few substitutes affects intensity of competition
Backward integration can gain control or ownership of suppliers
Influences:
Their size
Number
Ability to switch
Availability of substitutes
Criticality of product
Ability to vertically integrate:
Suppliers vertically integrate forward

12. 5.Bargaining Power of Consumers
Customers concentrated or buy in volume affects intensity of competition
Consumer power is higher where products are standard or undifferentiated
Outcomes are a function of the relative bargaining power and dependencies of parties
Buyers vertically integrate backward
Bargaining power is evidenced through
Price
Quality
Service

13. Results of Industry Analysis
To one in the industry ---
Unattractive industry: intense rivalry, low entry barriers, strong suppliers and buyers, strong product substitutes
Attractive industry: little rivalry, high entry barriers, weak buyers and suppliers, weak product substitutes

14. Breadth of Product Line
The World Automobile Industry: Strategic Groups
High
Ferrari
Lamborghini
Porsche
Mercedes*
BMW
Toyota
Ford
General
Motors
Chrysler*
Honda
Nissan
Price
Hyundai
Kia
High
Low
Low
Breadth of Product Line