This document discusses concepts related to industry and competitive analysis, including: 1. Categorizing the objectives and strategies of competitors as local, regional, national, multicountry, or global. 2. Identifying key factors for competitive success (KSFs), such as product attributes, resources, and competitive capabilities. 3. Assessing whether an industry is attractive or unattractive based on factors like market size, competitive conditions, potential for entry/exit of firms, and risk/uncertainty.

1. INDUSTRY AND COMPETITIVE ANALYSIS CHAPTER -3 Mohammad Mizenur Rahaman Ph.D Researcher Assistant Professor Shahjalal University of Science & Technology, Sylhet Published by Lecturesheet.iiuc28a9.com

2. Q-1: Categorizing the Objectives and Strategies of Competitors Local Be dominant leader Aggressive expansion via acquisition & internal growth Getting stronger; on the move Mostly offensive Regional Overtake industry leader Well-entrenched Mostly defensive National Be among industry leaders Expansion via internal growth Stuck in the middle of the pack Combination of offensive & defensive Multicountry Move into top 10 Expansion via acquisition Going after a different position Aggressive risk-taker Global Move up a notch in rankings Hold on to present share Struggling; losing ground Conservative follower Maintain current position Give up present share to achieve short-term profits Retrenching to a position that can be defended Just survive Striving for low-cost leadership Mostly focusing on a market niche Pursuing differentiation based on Quality Service Technology superiority Breadth of product line Image & reputation More value for the money Other attributes Competitive Scope Strategic Intent Market Share Objective Competitive Position Strategic Posture Competitive Strategy

3. Question 2: What Are the Key Factors for Competitive Success? KSFs are competitive elements that most affect every industry member’s ability to prosper in the marketplace Specific strategy elements Product attributes Resources Competencies Competitive capabilities KSFs spell difference between Profit and loss Competitive success or failure

4. Identifying Industry Key Success Factors Answers to three questions pinpoint KSFs On what basis do customers choose between competing brands of sellers? What must a seller do to be competitively successful -- what resources and competitive capabilities does it need? What does it take for sellers to achieve a sustainable competitive advantage? KSFs consist of the 3 - 5 really major determinants of financial and competitive success in an industry

5. Example: KSFs for Apparel Manufacturing Industry Fashion design -- to create buyer appeal Low-cost manufacturing efficiency -- to keep selling prices competitive

6. Example: KSFs for Tin and Aluminum Can Industry Locating plants close to end-use customers -- to keep costs of shipping empty cans low Ability to market plant output within economical shipping distances

7. Strategic Management Principle A sound strategy incorporates efforts to be competent on all industry key success factors and to excel on at least one factor!

8. Question 3: Is the Industry Attractive or Unattractive and Why? Develop conclusions about whether the industry and competitive environment is attractive or unattractive, both near- and long-term, for earning good profits Objective Principle A firm uniquely well-suited in an otherwise unattractive industry can, under certain circumstances, still earn unusually good profits

9. Things to Consider in Assessing Industry Attractiveness Industry’s market size and growth potential Whether competitive conditions are conducive to rising/falling industry profitability Will competitive forces become stronger or weaker Whether industry will be favorably or unfavorably impacted by driving forces Potential for entry/exit of major firms Stability/dependability of demand Severity of problems facing industry Degree of risk and uncertainty in industry’s future

10. Conducting an Industry and Competitive Situation Analysis Two things to keep in mind: 1. Evaluating industry and competitive conditions cannot be reduced to a formula-like exercise-- thoughtful analysis is essential 2. Sweeping industry and competitive analyses need to done every 1 to 3 years