Industry analysis 4
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1. The document outlines key factors for determining the attractiveness of an industry, including scope of competition, economic traits, competitive forces, and key success factors. 2. It identifies Porter's five competitive forces that shape industry competition and lists potential strategic moves by rivals, such as adopting offensive or defensive postures. 3. Success is analyzed in terms of factors like technology and production innovation, distribution capabilities, marketing skills, organizational strengths, and other considerations like location and customer service.
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Industry analysis 4
1. The document outlines key factors for determining the attractiveness of an industry, including scope of competition, economic traits, competitive forces, and key success factors.
2. It identifies Porter's five competitive forces that shape industry competition and lists potential strategic moves by rivals, such as adopting offensive or defensive postures.
3. Success is analyzed in terms of factors like technology and production innovation, distribution capabilities, marketing skills, organizational strengths, and other considerations like location and customer service.
Industry analysis 4
1. The document outlines key factors for determining the attractiveness of an industry, including the scope of competition, economic traits, competitive forces, and key success factors.
2. It identifies Porter's five competitive forces that shape industry competition as bargaining power of buyers, suppliers, potential new entrants, substitutes, and rivalry among existing competitors.
3. The document also lists possible strategic moves by rivals, such as having objectives to become the dominant leader, move into the top 5 players, or maintain their position through offensive, defensive, or risk-taking postures and strategies like low cost leadership, market niches, or differentiation.
Industry analysis 4
This document outlines key factors for analyzing industry attractiveness:
1. Economic traits like market size, growth cycle, and profitability.
2. Porter's five competitive forces including substitutes, suppliers, buyers, potential entrants, and rivalry among sellers.
3. Key success factors such as technology and product innovation capabilities, manufacturing skills, distribution networks, marketing abilities, and organizational competencies.
4. Potential strategic moves by rivals regarding market objectives, strategic posture, and competitive strategies.
Environ 3
The document discusses the environment and stakeholders of a business. It identifies key external factors such as the economy, technology, socio-cultural values, demographics, and legislation that influence a company. It also examines a company's immediate industry environment including suppliers, buyers, new entrants, and rival firms. Porter's five forces model is introduced to analyze competitive forces in an industry. Different generic competitive strategies such as cost leadership, differentiation, and focus are also outlined.
Strat generic 7
- Generic competitive strategies include cost leadership, differentiation, and focus. Cost leadership aims for low costs while differentiation creates a unique product or service. Focus targets a specific segment.
- Cost leadership requires efficiency while differentiation relies on innovation and individualism. An organization must choose to pursue either low costs or differentiation primarily.
- Attempting both cost leadership and differentiation can be unsuccessful since their cultures and requirements clash, risking being "stuck in the middle" without a clear strategy.
S10 comp nations
Porter argues that a nation's competitive advantage comes from 4 interlinked factors: factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry. Together these form a "diamond" shape that represents the national environment that influences industry success. Bangladesh ranks 106 out of 133 countries in global competitiveness due to weaknesses in basic requirements like infrastructure/education, and efficiency/innovation factors like higher education and technological readiness. To achieve higher income levels, Bangladesh needs to redirect investment towards these areas, though it will take time to realize returns, requiring long-term strategic planning over short-term gains.
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1. The document outlines key factors for determining the attractiveness of an industry, including scope of competition, economic traits, competitive forces, and key success factors.
2. It identifies Porter's five competitive forces that shape industry competition and lists potential strategic moves by rivals, such as adopting offensive or defensive postures.
3. Success is analyzed in terms of factors like technology and production innovation, distribution capabilities, marketing skills, organizational strengths, and other considerations like location and customer service.
Industry analysis 4
1. The document outlines key factors for determining the attractiveness of an industry, including the scope of competition, economic traits, competitive forces, and key success factors.
2. It identifies Porter's five competitive forces that shape industry competition as bargaining power of buyers, suppliers, potential new entrants, substitutes, and rivalry among existing competitors.
3. The document also lists possible strategic moves by rivals, such as having objectives to become the dominant leader, move into the top 5 players, or maintain their position through offensive, defensive, or risk-taking postures and strategies like low cost leadership, market niches, or differentiation.
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This document outlines key factors for analyzing industry attractiveness:
1. Economic traits like market size, growth cycle, and profitability.
2. Porter's five competitive forces including substitutes, suppliers, buyers, potential entrants, and rivalry among sellers.
3. Key success factors such as technology and product innovation capabilities, manufacturing skills, distribution networks, marketing abilities, and organizational competencies.
4. Potential strategic moves by rivals regarding market objectives, strategic posture, and competitive strategies.
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The document discusses the environment and stakeholders of a business. It identifies key external factors such as the economy, technology, socio-cultural values, demographics, and legislation that influence a company. It also examines a company's immediate industry environment including suppliers, buyers, new entrants, and rival firms. Porter's five forces model is introduced to analyze competitive forces in an industry. Different generic competitive strategies such as cost leadership, differentiation, and focus are also outlined.
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- Generic competitive strategies include cost leadership, differentiation, and focus. Cost leadership aims for low costs while differentiation creates a unique product or service. Focus targets a specific segment.
- Cost leadership requires efficiency while differentiation relies on innovation and individualism. An organization must choose to pursue either low costs or differentiation primarily.
- Attempting both cost leadership and differentiation can be unsuccessful since their cultures and requirements clash, risking being "stuck in the middle" without a clear strategy.
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Porter argues that a nation's competitive advantage comes from 4 interlinked factors: factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry. Together these form a "diamond" shape that represents the national environment that influences industry success. Bangladesh ranks 106 out of 133 countries in global competitiveness due to weaknesses in basic requirements like infrastructure/education, and efficiency/innovation factors like higher education and technological readiness. To achieve higher income levels, Bangladesh needs to redirect investment towards these areas, though it will take time to realize returns, requiring long-term strategic planning over short-term gains.
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2) Industry life cycles moving from growth to maturity and decline, though some industries experience "creative destruction" and recombination.
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- PEST analysis which evaluates the political, economic, sociocultural and technological external factors affecting an industry.
- Porter's Five Forces model which assesses the competitive environment through analyzing the bargaining power of suppliers and customers, threat of new entrants and substitutes, and competitive rivalry.
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This document discusses various factors and methods for analyzing competitors. It outlines categories for assessing competitors like size, growth potential, and product life cycle stage. It also discusses Porter's 5 Forces model and evaluating the threat of new entrants, rivalry, and bargaining powers. Secondary sources for gathering competitor information are listed like annual reports, websites, and trade associations. Primary sources include sales teams, employees, and consultants. The document also covers assessing a competitor's objectives, strategy, technological approach, and differential abilities.
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The document discusses industry analysis frameworks including:
1) PEST analysis to evaluate political, economic, social and technological factors impacting industries. Porter's 5 forces is also discussed to analyze competitive intensity.
2) Industry life cycles moving from growth to maturity and decline, though some industries experience "creative destruction" and recombination.
3) Factors that determine industry attractiveness for startups such as size, growth rates, profitability and barriers to entry.
How competitive forces shape strategy?
Forces governing competition in an industry:
The nature and degree of competition in an industry hinge on five forces:-
The threat of entry
The bargaining power of customers
The bargaining power of suppliers
The threat of substitute products
The jockeying among current competition
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Wu Mart's main sources of competitive advantage in China include its large store network, knowledge of the local Chinese market, strong brand recognition in northern China, and close relationships with the Chinese government and local suppliers. These resources allow Wu Mart to procure products effectively, tailor its offerings to local customers, and expand rapidly through acquisitions. However, many of these advantages are not easily transferable to new international markets and may not be sustainable long-term as China's economy develops and foreign competitors establish a stronger presence. To protect its position, Wu Mart will need to continuously monitor competitors, diversify its offerings, and acquire new resources over time.
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The document discusses the evolution of industries over their life cycle from introduction through growth, maturity, and potential decline. Key points covered include the drivers of industry evolution such as technology diffusion and demand growth. It also examines how industry structure, competition, and success factors change at different stages of the life cycle. Finally, the document discusses how understanding industry life cycles can help companies anticipate changes and shape their future using tools like scenario planning.
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This document discusses Porter's five forces framework for analyzing industry competition and profitability. It explains the five competitive forces - competitive rivalry, threat of new entry, bargaining power of suppliers, bargaining power of buyers, and threat of substitutes. It provides examples of how these forces impact industry profitability. Strategies are presented for differentiating products to minimize competitive forces, including using perceptual maps to identify brand positioning opportunities.
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This document discusses the environment of business and identifies key stakeholders and components of a company's macroenvironment and competitive environment. The main stakeholders are stockholders who want returns, customers who want quality products and services, and employees who want jobs, wages and growth opportunities. The macroenvironment includes political/legal, economic, technological, and socio-cultural factors that influence companies. The competitive environment consists of a company's direct competitors and other forces in its immediate industry.
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This document discusses Porter's theory of national competitive advantage. Porter argued that a nation's competitive advantage comes from 4 interlinked factors: factor conditions, demand conditions, related and supporting industries, and firm strategy/rivalry. These factors form a "diamond" shape that represents the national environment that influences industry success. The document also discusses Bangladesh's global competitiveness ranking and areas it needs to improve such as higher education, innovation, and technological readiness to achieve higher income levels. It stresses the need for Bangladesh to redirect its development strategy through long-term strategic planning rather than short-term gains.
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This document outlines various strategic options for a company including Porter's generic strategies of low cost, differentiation, and focus. It also discusses complementary alliances, mergers and acquisitions, integration, and outsourcing. Different strategic approaches are suggested depending on whether the environment is offensive, defensive, involving first movers, late movers, blue oceans, or red oceans.
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Environ 3
This document discusses the environment of business and identifies key stakeholders and components of a company's macroenvironment and competitive environment. The main stakeholders are stockholders who want returns, customers who want quality products and services, and employees who want jobs, wages and growth opportunities. The macroenvironment includes political/legal, economic, technological, and socio-cultural factors that influence companies. The competitive environment consists of a company's direct competitors, suppliers, substitutes, buyers and new entrants in an industry.
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Comp analysis 5
This document discusses factors that contribute to competitive advantage for companies, including quality, customer responsiveness, efficiency, and innovation. It identifies different types of resources and capabilities that strengthen competitive advantage, such as financial, physical, human, and technological resources as well as tangible and intangible assets. Sustaining competitive advantage over time depends on barriers to imitation, the capabilities of competitors, and the dynamism of the industry. Companies can fail if they are unable to change strategies and structures to adapt to shifting competitive conditions.
Environ 3
The document discusses the environment and stakeholders of a business. It identifies key external factors such as the economy, technology, socio-cultural values, demographics, and legislation that influence a company. It also examines a company's immediate industry environment including suppliers, buyers, new entrants, and rival firms. Porter's five forces model is introduced to analyze competitive forces in an industry. Different generic competitive strategies such as cost leadership, differentiation, and focus are also outlined.
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2. It discusses the importance of developing a clear vision and mission, setting specific and measurable objectives, crafting the strategy based on organizational strengths and the external environment, and implementing through leadership, culture, policies and programs.
3. Evaluation requires assessing both financial and non-financial measures of performance, as well as balancing short-term results with long-term strategic goals using tools like the balanced scorecard.
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This document summarizes the performance of an organization against objectives set in four perspectives of a Balanced Scorecard: Financial, Customer, Internal Business Process, and Learning and Growth. In the Financial perspective, the organization fell short of its new market and sales targets. In the Customer perspective, it achieved a high customer satisfaction rate. For Internal Business Process, delivery time was slightly over target. And in Learning and Growth, the organization exceeded its goal of empowering frontline workers.
Porter five forces model
Group G is comprised of 5 members with their student IDs listed. The document then summarizes Porter's five forces model and analyzes each force as it applies to an industry:
1. Risk of entry is affected by brand loyalty, economies of scale, and government regulations that make entering difficult.
2. Rivalry depends on industry structure, demand conditions, and exit barriers that keep competitors in the market.
3. Buyer power is greatest when there are few buyers and many suppliers, and buyers can play suppliers against each other.
4. Supplier power is highest when suppliers' products are differentiated and important to the industry.
5. Substitute threats are stronger when substitutes are
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This document discusses strategies for competing in different types of industries. It describes fragmented industries as having many small companies and low barriers to entry. Strategies for fragmented industries include franchising and mergers. Embryonic and growth industries are in early stages of development and strategies depend on attracting different customer groups. Mature industries are consolidated with interdependent companies trying to manage competition. Declining industries have shrinking demand, so strategies include focusing on niche markets or harvesting cash flow. The nature of an industry and a company's capabilities determine the best strategic options.
INDUSTRY ANALYSIS One of the major competences that str.docx
INDUSTRY ANALYSIS
One of the major competences that strategic managers need is the ability to define their business, conduct an effective industry analysis,
and identify the "key success factors" for firms competing in their industry. This brief note discusses the steps most often found in a
solid analysis of an industry.
A.DEFINE THE INDUSTRY.
The boundaries for an industry analysis are determined by the markets and products that best describe the domain of the industry. Once
you fully understand the business segment that is to be analyzed, you are in a position to identify the capabilities required to participate
successfully in that industry, and the competitors that are likewise able to effectively target the same business segments. These
elements set the parameters for understanding and analyzing the industry. As industries converge and shift, business definitions become
more difficult. In virtually all industries, consumers are becoming more demanding for customized products and services. These
demands encourage the development of innovations, products, and competitors.
B. DESCRIBE THE INDUSTRY STRUCTURE.
For each product-market segment, an industry analysis will describe the "five-forces" of competition. The five forces discussed briefly
below predict the long run profitability of an industry and are an important first step in analyzing the industry once it has been identified.
1. Bargaining Power of Buyers: This primary force comes from the customer segments that make up the markets in which firms
compete. The size and importance of customers influences their power to negotiate prices and terms that reduce the overall
profitability of the industry. The sizes and types of buyers present in an industry determine their potential influence on product
development and influence the level of competition to be found in the industry.
2. Intensity of Rivalry: A second force comes from the competitors and the ways they compete. Each competitor offers a set of
products and services that attempts to provide higher value to the product-market segments they address. Strategies can be
designed to provide combinations of higher performance, more fashion and features, higher quality, or lower price. Increased
rivalry always leads to price or service competition that reduces the profitability of the industry.
3. Bargaining Power of Suppliers: A third influence on the profitability of an industry comes from its suppliers. In some industries,
suppliers might control critical inputs that can affect all firms’ ability to compete. Analogous to Bargaining power of Buyers,
whenever suppliers are large or few, their leverage tends to be high. Limited access to critical factors of production, equipment,
materials, or components can increase prices and accordingly limit profit potential.
4. Threat of New Entrants; a fourth force represents the ease with which a new competitor can compete for exi ...
Five forces industry analysis
This document provides an overview of Michael Porter's Five Forces industry analysis framework. It describes the objective of the framework as identifying the profit potential and competitive forces in an industry. The five forces are: the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the degree of rivalry among existing competitors. The document explains each of these forces and provides examples. It also outlines how to conduct a Five Forces analysis through collecting information, assessing each force, and developing strategy.
International Marketing
The document discusses various aspects of international marketing and strategies for companies to go global. It covers drivers and restraints in emerging markets, segmentation issues, conducting competition analysis, adapting the marketing mix, and organizational structures for global enterprises. Key success factors mentioned include continuous commitment to global markets, having a high cultural quotient, pursuing economies of scale, and innovating new competitive strategies.
Handout_on_Market_Attractiveness.pdf
The document provides an overview of concepts for understanding market attractiveness and a company's position within an industry value chain. It includes:
1. An example value chain for personal computers and questions for analyzing different stages.
2. Porter's Five Forces framework and factors for identifying opportunities and constraints firms face.
3. A taxonomy of market structures ranging from perfectly competitive to winner-take-all based on returns to scale and demand drivers.
4. Frameworks for assessing a company's vantage point based on industry attractiveness and competitive position, and how scope and governance contribute to value.
Incumbency Advantages
This document discusses various barriers to entry that give incumbent firms competitive advantages over new entrants. It describes several types of incumbency advantages, including scale advantages from large production volumes, cumulative investment advantages from past innovations and advertising, and consumer loyalty advantages. It also discusses network effects and demand-side increasing returns, where the value of a good or service increases as more users adopt it, creating "winner-take-all" markets and strong barriers to entry for new competitors.
Strategic management
Internal and Resource Analysis
An overview of SWOT analysis ,resource analysis , core competency and competitors analysis .
Mba 1 mm-1 u-4.3 international market entry strategies
The document discusses various global market entry strategies for companies. It covers 10 different entry strategies - exporting, licensing, franchising, contract manufacturing, joint ventures, wholly owned subsidiaries, strategic alliances, and their benefits and challenges. It also discusses factors to consider for target market selection and choosing the right entry mode based on market characteristics. Lastly, it summarizes different product, promotion, pricing and distribution strategies companies can adopt for global marketing.
Mba 1 mm-1 u-4.3 international market entry strategies
This document discusses strategies for entering global markets. It covers selecting target markets, choosing an entry mode, and different options like exporting, licensing, franchising, contract manufacturing, joint ventures, wholly owned subsidiaries, and strategic alliances. For each option, it outlines the benefits and challenges. It also discusses factors that influence choosing an entry mode like market size, risk, regulations and developing successful international joint ventures and alliances. The document provides an overview of developing global marketing strategies for products, promotion, pricing and place.
Chapter 5 The External, Industry, and Competitive Analysis.ppt
This document discusses analyzing a firm's external environment and industry competition. It covers performing external environmental analysis to identify opportunities and threats. Key parts of the analysis include scanning, monitoring, forecasting and assessing the general environment. The document also discusses Porter's five forces model of competition and how the bargaining power of suppliers and buyers, threat of substitutes, and intensity of rivalry impact industry attractiveness and profit potential. It defines strategic groups within an industry and notes the importance of competitor analysis.
Topic5 Tailoring Strtgs
The document discusses strategies for different types of companies based on their industry and market position. It describes strategies for industry leaders to sustain their position, strategies for runner-up companies to build market share or lower costs, and strategies for weak companies in declining industries to focus on growth segments or product differentiation. The key factors discussed are the life cycle stage of the industry, the competitive dynamics, and a company's capabilities and market position.
Offensive defensive strategy, key success factor, strategic group mapping
This document discusses key success factors (KSFs) and defensive marketing strategies. It defines KSFs as the competitive elements that most affect a company's ability to prosper in the marketplace, such as specific strategies, product attributes, resources, and capabilities. KSFs determine the difference between profit and loss. The document identifies common types of KSFs and provides examples. It also discusses strategic group mapping to analyze competitors and competitive positions. Finally, it outlines several defensive strategies companies can employ to discourage potential competitors, such as signaling retaliation, fortifying defenses, and continuously improving.
Topic2 Str Analysis
This document summarizes key aspects of analyzing a company's external environment, including the macroenvironment, industry environment, and competitive forces. It discusses Porter's five forces model and how to assess the competitive intensity and attractiveness of an industry based on factors like rivalry, threat of new entry and substitution, and bargaining powers of suppliers and buyers. Key drivers of change and their impact on competitive dynamics are also addressed.
Strategic Management Lecture 2
The document discusses analyzing a company's external environment. It covers:
1. Diagnosing a company's situation involves assessing external/macro factors like general economic conditions and internal/micro factors like market position.
2. The macroenvironment includes societal, technological, political/legal, and cultural forces that influence a company. Important variables to analyze include economic, technological, political, and socio-cultural trends.
3. Understanding driving forces of change like globalization, innovation, and regulations is important to assess their impact on industry and competitive conditions.
Competitors Analysis
This document provides an overview of competitor analysis and competitive strategies. It discusses identifying competitors through industry concepts of competition and market share. Key aspects of analyzing competitors are their strategies, objectives, strengths, weaknesses and reaction patterns. The document also outlines designing a competitive intelligence system through collecting, evaluating and disseminating competitor data. Competitive positions like market leaders can pursue strategies of expanding the total market or defending market share. Other strategies discussed include those of market challengers, followers and market niches. The document concludes with balancing customer and competitor orientations.
Strategy to fit specific industry and company situations
The document provides an overview of strategies for tailoring strategy to different industry and company situations. It discusses strategies for competing in emerging industries, turbulent markets, maturing industries, stagnant/declining industries, and fragmented industries. It also outlines strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. The document contains chapter roadmaps and discusses features, options, risks, and definitions for each of these strategic situations.
Generation and Screening of Project Ideas
It is contain all about Generation of ideas, How to monitoring the environment, corporate appraisal, Profit potential of industries, Porter Models, Scouting of projects ideas, preliminary Screening, Project rating Index, sources of Positive Net present Value, On being an Entrepreneur
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INDUSTRY ANALYSIS One of the major competences that str.docx
INDUSTRY ANALYSIS One of the major competences that str.docx
Mba 1 mm-1 u-4.3 international market entry strategies
Mba 1 mm-1 u-4.3 international market entry strategies
Mba 1 mm-1 u-4.3 international market entry strategies
Mba 1 mm-1 u-4.3 international market entry strategies
Chapter 5 The External, Industry, and Competitive Analysis.ppt
Chapter 5 The External, Industry, and Competitive Analysis.ppt
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Offensive defensive strategy, key success factor, strategic group mapping
Strategy to fit specific industry and company situations
Strategy to fit specific industry and company situations
Industry analysis 4
- 6. #2 Porter’s Five Forces Substitute Products (of firms in other industries) Suppliers of Key Inputs Buyers Potential New Entrants Rivalry Among Competing Sellers