Competitor Analysis for RSG Consulting
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This document summarizes research on RSG Consulting's competitors and the current market. It provides an overview of the research approach, which includes competitive strategy analysis and market analysis of dairies, wineries, and emerging policies like Proposition 39 that impact schools. The research analyzed investor-owned utility competitors, subsidiaries of a key competitor, and direct-to-customer competitors. Key findings include identifying the top market sectors and competitors in industries and utilities. The research will be further refined and next steps include additional direct-to-customer analysis and understanding RSG's strategic plan.
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1CHAPTER2THE EXTERNAL ENVIRONMENTOPPORTUNITIES, THREATS
1
CHAPTER
2
THE EXTERNAL ENVIRONMENT:
OPPORTUNITIES, THREATS, INDUSTRY COMPETITION
AND COMPETITOR ANALYSIS
Opening remarks
Company’s strategic actions are affected by
External environment
Internal environment
External environment is the source of:
Opportunities
Threats
The need for monitoring and analyzing external environment
The pace of change
Complexity
Uncertainty
2
The general, industry and competitor
analysis
3
General environment – broader society dimensions ( 7 dimensions)
Demographic, economic, political/legal, sociocultural, technological, physical and global
Out of firm’s control so must monitor and gather information
Industry environment – factors in competitive environment
Threat of new entrants, power of suppliers, power of buyers, threat of product substitutes, intensity of rivalry among competitors
Firm must assess industry’s opportunities for profit potential
Competitor analysis or competitive intelligence – the way firm’s can gather and analyze information on the industry competitors
Identifying their actions, responses and intentions
These three analyses influence and are influenced by the firm’s vision, mission and strategic actions
The general, industry and competitor environments
4
Three External Environments include:
General
Industry
Competitor
Segments of the general environment
5
DEMOGRAPHIC
Population size
Geographic distribution
ECONOMIC
Nature and direction of the economy in which a firm competes or may compete
SOCIO-CULTURAL
Refers to potential and actual changes in the physical environment and business practices that are intended to positively respond to and deal with those changes
Age structure
Ethnic mix
Income distribution
POLITICAL/LEGAL
PHYSICAL
TECHNOLOGICAL
GLOBAL
Arena in which organizations and interest groups compete for attention, resources, and a voice in overseeing the body of laws and regulations guiding the interactions among nations as well as between firms and various local governmental agencies
Concerned with a society's attitudes and cultural values
Includes the institutions and activities involved with creating new knowledge and translating that knowledge into new products, processes, and materials
Includes relevant new global markets, existing markets that are changing, important international political events, and critical cultural and institutional characteristics of global markets
External environmental analysis
6
The objective of this analysis is identification of
Opportunities and
Threats
Opportunity – a condition in the external environment that helps a company achieve strategic competitiveness, if exploited
Threat – a condition in the external environment that may diminish company’s efforts towards achieving strategic competitiveness
The four-step process includes
Scanning
Monitoring
Forecasting
Assessing
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Early signals of changes an ...
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Module 2 Assignment 2Use The LibraryUse the TextEvaluate I.docx
Module 2 Assignment 2
Use The Library
Use the Text
Evaluate Internet Sites
Check the Announcements and the Module 2 Assignment 1 discussion thread for additional information and tips
Assignment directions
Apply concepts and theories from the assigned reading; use unbiased sources; do not restate – analyze and explain
Assignment Directions
This assignment has you complete two parts of a strategic business plan.
To see how those parts fit into a full business plan, see the outline in the link for a strategic business plan outline in the assignment directions or under Doc Sharing and Module 2.
This paper has 3 Parts. The first 2 parts are based on your internal and external analysis (see next slide). The 3rd part includes your analysis of competitors.
Part 1: External Environment Analysis
Part 2: Internal Environmental Analysis
Part 3: Competitor Analysis
Assignment
Part 1: External Analysis
Identify driving forces in the industry
Analyze the dynamics of competition using Porter's Five Forces Model
Part 2 Internal Environment Analysis: Finance
Create a Balanced Scorecard
Conduct a Ratio Analysis based on Harley Davidson’s five-year financial performance
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Describe trends in financial performance over five years, and compare the trends to industry averages of the 2 competitors.
Provide statistics on the size of the Motorcycle Industry (revenue, growth rate, number of units sold by manufacturer/country, etc. )
Summarize issues and threats
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Identify and analyze the major driving forces for change in the external environment of the motorcycle industry.
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Today’s complex, global business environment requires more than just agreements with suppliers. The sources of parts and materials are no longer always procured locally. Supplier sourcing is more likely to be conducted globally, with the potential to impact people, communities, and cultures in ways that must be considered and addressed responsibly, legally, and ethically.
Scenario
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You serve as Chief Procurement Manager for the Medical Devices Products at J&J, a position that pays $189,000 annually. You have been with the company for 11 years, and your team works closely with several functions in the organization, including Finance, Marketing, IT, and R&D. One key aspect of your job is to identify reputable supply chain partners that can move product to healthcare providers around the world. In your leadership role, you find it important to follow the J&J Credo, especially the part stating the following: “Customers’ orders must be serviced promptly and accurately. Our suppliers and distributors must have an opportunity to make a fair profit.”
Allied Distributors, Inc. (AD)has approached your office about becoming a worldwide distributor for medical devices. These products are delivered to healthcare professionals in fields like orthopedics, neurology, cardiology, minimally invasive surgery, wound management, and ...
Image annotation - Segmentation & Annotation
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1CHAPTER2THE EXTERNAL ENVIRONMENTOPPORTUNITIES, THREATS
1
CHAPTER
2
THE EXTERNAL ENVIRONMENT:
OPPORTUNITIES, THREATS, INDUSTRY COMPETITION
AND COMPETITOR ANALYSIS
Opening remarks
Company’s strategic actions are affected by
External environment
Internal environment
External environment is the source of:
Opportunities
Threats
The need for monitoring and analyzing external environment
The pace of change
Complexity
Uncertainty
2
The general, industry and competitor
analysis
3
General environment – broader society dimensions ( 7 dimensions)
Demographic, economic, political/legal, sociocultural, technological, physical and global
Out of firm’s control so must monitor and gather information
Industry environment – factors in competitive environment
Threat of new entrants, power of suppliers, power of buyers, threat of product substitutes, intensity of rivalry among competitors
Firm must assess industry’s opportunities for profit potential
Competitor analysis or competitive intelligence – the way firm’s can gather and analyze information on the industry competitors
Identifying their actions, responses and intentions
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The general, industry and competitor environments
4
Three External Environments include:
General
Industry
Competitor
Segments of the general environment
5
DEMOGRAPHIC
Population size
Geographic distribution
ECONOMIC
Nature and direction of the economy in which a firm competes or may compete
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Ethnic mix
Income distribution
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PHYSICAL
TECHNOLOGICAL
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6
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Opportunity – a condition in the external environment that helps a company achieve strategic competitiveness, if exploited
Threat – a condition in the external environment that may diminish company’s efforts towards achieving strategic competitiveness
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Forecasting
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Module 2 Assignment 2Use The LibraryUse the TextEvaluate I.docx
Module 2 Assignment 2
Use The Library
Use the Text
Evaluate Internet Sites
Check the Announcements and the Module 2 Assignment 1 discussion thread for additional information and tips
Assignment directions
Apply concepts and theories from the assigned reading; use unbiased sources; do not restate – analyze and explain
Assignment Directions
This assignment has you complete two parts of a strategic business plan.
To see how those parts fit into a full business plan, see the outline in the link for a strategic business plan outline in the assignment directions or under Doc Sharing and Module 2.
This paper has 3 Parts. The first 2 parts are based on your internal and external analysis (see next slide). The 3rd part includes your analysis of competitors.
Part 1: External Environment Analysis
Part 2: Internal Environmental Analysis
Part 3: Competitor Analysis
Assignment
Part 1: External Analysis
Identify driving forces in the industry
Analyze the dynamics of competition using Porter's Five Forces Model
Part 2 Internal Environment Analysis: Finance
Create a Balanced Scorecard
Conduct a Ratio Analysis based on Harley Davidson’s five-year financial performance
Part 2 Internal Environment Analysis: Competitors
Describe 2 Main Competitors and perform Ratio Analysis
Describe trends in financial performance over five years, and compare the trends to industry averages of the 2 competitors.
Provide statistics on the size of the Motorcycle Industry (revenue, growth rate, number of units sold by manufacturer/country, etc. )
Summarize issues and threats
Address metrics and measures for Financial ; Customer; Internal Business Process; Learning and Growth
Part I – Analysis of the External Environment
As part of the Strategic Business Plan, you have been asked to:
Identify and analyze the major driving forces for change in the external environment of the motorcycle industry.
Analyze the dynamics of competition using Porter's Five Forces Model of Competition.
Correctly assess the dynamics of competition.
Provide at least three statistics about the size of the motorcycle industry such as revenue, growth rate, number of units sold by manufacturer/country, etc.
Summarize the strategic issues firms in this industry face and identify their biggest threats.
Content Information to use as a research and analysis Guide
I. Industry and Competitive Analysis
Questions
involved
What are the boundaries of the industry?
2. What is the structure of the industry?
3. Which firms are our competitors?
4. What are the major determinants of
competition?
Three stages in Porters external analysis
Analyze industry structure
How concentrated is it?
What are the dynamics
Analyze the industry
Are there powerful buyers?
Are there powerful suppliers?
Analyze its long term viability
Will more firms enter?
Will substitute products or services be found?
Section 2 up to barriers to entry
The Firm’s External E ...
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Background
Efficient and effective Supply Chain Management (SCM) is integral to business success. SCM encompasses the end-to-end business processes necessary for a company to produce goods for delivery to the end consumer. Integration between the processes and collaboration among the entities involved in the processes is critical. While Although there is no single solution to implementing SCM, most companies have a strategy or approach for managing the various components of SCM.
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Today’s complex, global business environment requires more than just agreements with suppliers. The sources of parts and materials are no longer always procured locally. Supplier sourcing is more likely to be conducted globally, with the potential to impact people, communities, and cultures in ways that must be considered and addressed responsibly, legally, and ethically.
Scenario
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Allied Distributors, Inc. (AD)has approached your office about becoming a worldwide distributor for medical devices. These products are delivered to healthcare professionals in fields like orthopedics, neurology, cardiology, minimally invasive surgery, wound management, and ...
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- 1. Research Insights Strategy for RSG Consulting May 15, 2013 Presented by: GSM , UC Davis, IMPACT Team
- 2. Executive Summary We are thrilled to present the details of our initial research for RSG’s competitors and current market sectors. Research Insights is a midpoint check of our analysis. The goal is to provide RSG a general sense of direction of our research and any key findings. Our approach is as follows : § Competitive Strategy § Current Market Analysis of Dairies & Wineries. § Emerging Policies such as Proposition 39 and impact to schools We eagerly await the opportunity to further refine this research and quickly align on a plan to help RSG succeed. Thank You, UC Davis Team
- 3. 1. Competitor Analysis 2. Agriculture 3. Schools & Prop 39. 4. Next Steps 5. Questions & Answers Table of Contents
- 5. Competitors
- 6. Competitor Analysis - Approach RSG Competitors & Partners Investor Owned Utility Current Areas Potential Direct to Customer Clear Result Subsidiaries
- 7. Research • Researched & analyzed competitors across all 4 Investor Owned Utilities (IOUs) looking at the winners of bids. • Researched & analyzed Subsidiaries of Clear Result • Researched & analyzed major direct to Customer competitors
- 8. Analysis
- 10. IOU Competitors
- 11. IOU Competitors
- 12. IOU Competitors Where these competitors are active?
- 13. Top Competitors in Current Sector Competitors / Partners in Current SectorsAgriculture Competitors in Agriculture Global Energy Partners EnSave BASE Energy Richard Heath and Assoc. Pumping Efficiency Testing Services Vacom Schools&Colleges Competitors in Schools & Colleges Matrix Energy Services (2 programs) Trane (2 programs) LIIF - Low Income Investment Fund (2 programs)
- 14. Investor Owned Utility (IOU)
- 15. Top Three IOU Areas Commercial 11% Industrial 19% Retail 16%
- 16. Top Industrial Competitors 0 0.5 1 1.5 2 2.5 3 3.5 Lockheed Martin (Aspen Systems) Onsite Energy Corp. Global Energy Partners Quantum Energy (Quest) Enovity Air Power Ecos Air Global Energy Partners & Nexant Nexant Lockheed Martin (Aspen Systems) Onsite Energy Corp. Global Energy Partners Quantum Energy (Quest) EnovityAir PowerEcos Air Global Energy Partners & Nexant Nexant IOU Programs 332111111 Top Competitors in Industrial Sector
- 17. Big Companies Upcoming & across IOUs Mul:ple Programs In same IOU TEXT New Partners Matrix Energy Services Onsite Energy Corp. KeySegments Wildan Lockheed Martin Honeywell PECI Trane QuEST Ecology Action Enovity Intergy KEMA LIIF Rich. H & Assoc. EnerNOC Global Energy Partners & Nexant
- 19. Subsidiaries
- 20. Subsidiary Areas
- 22. Direct to Customer Competitors
- 23. Direct to Customer Analysis
- 24. Hypothesis & Initial Conclusions ● Industrial, Retail & Commercial are the top market sectors in IOUs that RSG should penetrate. ● Majority of Direct to Customer companies have software capability (energy management - analytics & reporting). RSG should partner up or develop skills in software. ● Demand Response & Management is another upcoming area where competitors are looking into. RSG should leverage its sister company Willis Energy’s experience and case studies.
- 25. Summary Next Steps • More analysis on Direct to Customer competitors. • Analyzing training & development initiatives. • Understanding aspects of Strategic Plan. Types of Recommendation • Major market areas to consider for growth. • Potential partners for a given market sector. • Main competitors in a given IOU/Geography