This document discusses concepts related to industry and competitive analysis. It defines situation analysis as considering both a company's external macro-environment (industry and competitive conditions) and internal micro-environment (competencies and resource strengths/weaknesses). It describes analyzing a company's industry using models like the five competitive forces and experience curves. It also covers assessing industry attractiveness by evaluating factors like rivalry among existing competitors, threat of new entrants, bargaining power of suppliers and buyers, and availability of substitute products.
This document discusses frameworks for analyzing industries and competition. It begins by outlining Porter's five forces model for understanding competitive dynamics within an industry. It then examines key considerations for analyzing an industry's structure like economic traits, competitive forces, drivers of change, competitors, and success factors. The document provides guidance on assessing these industry-level and firm-level factors to identify attractive strategic options for a company.
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.
Analysis is critical for strategic thinking. Understanding a company's situation involves assessing its external/macro environment including industry/competitive conditions, and internal/micro environment like market position and capabilities. Diagnosing requires scanning the external environment to identify important developments and adapt strategy accordingly.
This document outlines the key steps and considerations for conducting a thorough situation analysis to inform strategic decision making. It involves analyzing the external industry environment through identifying dominant economic traits, competitive forces, drivers of change, and key success factors. It also involves assessing the competitive positions of rivals and predicting their likely moves. The overall goal is to evaluate the attractiveness of the industry and identify opportunities and threats to frame a company's strategic options.
This document discusses analyzing a company's external environment including the general environment, industry environment, and competitor environment. It defines opportunities and threats as conditions in the general environment that could help or hinder strategic competitiveness. It also describes Porter's five forces model for industry environment analysis and discusses analyzing competitors, strategic groups, and key success factors.
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.
This document provides an overview of analyzing a company's external environment. It discusses key questions to consider regarding a company's industry and competitive environment, including:
1. The dominant economic traits of the industry.
2. The competitive forces facing industry members using Porter's Five Forces model.
3. The key factors driving change in the industry and their potential impacts.
4. The market positions occupied by competitors and their relative strengths.
The document provides frameworks and checklists to guide answering these questions to thoroughly understand the strategic situation facing a company.
This document discusses frameworks for analyzing industries and competition. It begins by outlining Porter's five forces model for understanding competitive dynamics within an industry. It then examines key considerations for analyzing an industry's structure like economic traits, competitive forces, drivers of change, competitors, and success factors. The document provides guidance on assessing these industry-level and firm-level factors to identify attractive strategic options for a company.
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.
Analysis is critical for strategic thinking. Understanding a company's situation involves assessing its external/macro environment including industry/competitive conditions, and internal/micro environment like market position and capabilities. Diagnosing requires scanning the external environment to identify important developments and adapt strategy accordingly.
This document outlines the key steps and considerations for conducting a thorough situation analysis to inform strategic decision making. It involves analyzing the external industry environment through identifying dominant economic traits, competitive forces, drivers of change, and key success factors. It also involves assessing the competitive positions of rivals and predicting their likely moves. The overall goal is to evaluate the attractiveness of the industry and identify opportunities and threats to frame a company's strategic options.
This document discusses analyzing a company's external environment including the general environment, industry environment, and competitor environment. It defines opportunities and threats as conditions in the general environment that could help or hinder strategic competitiveness. It also describes Porter's five forces model for industry environment analysis and discusses analyzing competitors, strategic groups, and key success factors.
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.
This document provides an overview of analyzing a company's external environment. It discusses key questions to consider regarding a company's industry and competitive environment, including:
1. The dominant economic traits of the industry.
2. The competitive forces facing industry members using Porter's Five Forces model.
3. The key factors driving change in the industry and their potential impacts.
4. The market positions occupied by competitors and their relative strengths.
The document provides frameworks and checklists to guide answering these questions to thoroughly understand the strategic situation facing a company.
The document discusses conducting an industry and competitor analysis. It provides an overview of what industry analysis involves, including reviewing economic, political and market factors that influence industry development. It also outlines Porter's five forces model for analyzing industry competition and lists the major factors considered in an industry analysis. The document then defines what a competitor analysis is and provides details on identifying competitors, sources of information, Porter's framework, and steps to conduct a competitor analysis.
CHAPTER 3EVALUATING A COMPANY’S EXTERNAL ENVIRONMENT.docxwalterl4
CHAPTER 3
EVALUATING A COMPANY’S
EXTERNAL ENVIRONMENT
McGraw-Hill/Irwin
Copyright ®2012 The McGraw-Hill Companies, Inc.
3–*
Gain command of the basic concepts and analytical tools widely used to diagnose the competitive conditions in a company’s industry.Learn how to diagnose the factors shaping industry dynamics and to forecast their effects on future industry profitability.Become adept at mapping the market positions of key groups of industry rivals.Understand why in-depth evaluation of a business’s strengths and weaknesses in relation to the specific industry conditions it confronts is an essential prerequisite to crafting a strategy that is well-matched to its external situation.
3–*
3.1
From Thinking Strategically about the Company’s Situation to Choosing a Strategy
Chapter 3
Chapter 4
Thinking
strategically
about a firm’s
external
environment
Thinking
strategically
about a firm’s
internal
environment
Forming a
strategic
vision of
where the
firm needs
to head
Identifying
promising
strategic
options
for the firm
Selecting the
best strategy
and business
model for
the firm
3–*
3.2
The Components of a Company’s Macro-Environment
3–*
3.1
The Seven Components of the Macro-EnvironmentComponentDescriptionDemographicsThe size, growth rate, and age distribution of different sectors of the population. It includes the geographic distribution of the population, the distribution of income across the population, and trends in these factors.Social forces Societal values, attitudes, cultural factors, and lifestyles that impact businesses. Social forces vary by locale and change over time. Political, legal, and regulatory factors Political policies and processes, as well as the regulations and laws with which companies must comply—labor laws, antitrust laws, tax policy, regulatory policies, the political climate, and the strength of institutions such as the court system.Natural environment Ecological and environmental forces such as weather, climate, climate change, and associated factors like water shortages.Technological
factors The pace of technological change and technical developments that have the potential for wide-ranging effects on society, such as genetic engineering, the rise of the Internet, changes in communication technologies, and knowledge and controlling the use of technology, Global forces Conditions and changes in global markets, including political events and policies toward international trade, sociocultural practices and the institutional environment in which global markets operate.General economic
conditions Rates of economic growth, unemployment, inflation, interest, trade deficits or surpluses, savings, per capita domestic product, and conditions in the markets for stocks and bonds affecting consumer confidence and discretionary income.
3–*
THINKING STRATEGICALLY ABOUT A COMPANY’S INDUSTRY AND COMPETITIVE ENVIRONMENT
Does the industry offer attractive opportunities for growth?
What k.
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.
This document discusses evaluating a company's external environment. It covers:
1. The five forces model of competition - analyzing rivalry, threat of new entrants, substitute products, supplier power, and buyer power. Key factors that influence each force are identified.
2. Common drivers of industry change such as growth rates, technology, regulations. Their impact on industry attractiveness must be assessed.
3. Key success factors - the strategic elements, attributes, resources necessary for competitive success in an industry.
4. Strategic groups - clusters of rivals with similar competitive approaches and positions. Strategic group maps can assess competitors' market positions.
The document discusses Michael Porter's five competitive forces model and its application to strategy development. It covers the five competitive forces: rivalry among existing competitors, threat of new entrants, bargaining power of suppliers, bargaining power of buyers, and threat of substitute products. For each force, it provides examples of Starbucks' strategies to manage competition over time, such as developing brand loyalty, establishing long-term contracts with suppliers, and differentiating its products.
How competitive forces shape strategy?Ashish Verma
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
This document discusses evaluating a company's resources, capabilities, and competitive strategy. It covers identifying a company's strengths, weaknesses, opportunities, and threats through a SWOT analysis. Key parts of the analysis include determining core competencies, distinctive competencies, and correcting areas that result in higher costs compared to competitors through various options like negotiating prices, reengineering processes, or investing in cost-saving technology. The overall document provides a framework for assessing a company's internal resources and competitive positioning in the market.
Porters 5 Forces Model identifies 5 competitive forces that shape an industry: (1) threat of new entrants, (2) bargaining power of suppliers, (3) bargaining power of customers, (4) threat of substitute products, and (5) competitive rivalry. This model helps analyze an industry's weaknesses and strengths. For IKEA, rivalry is intense but barriers to entry are high. Customer bargaining power is strong while supplier power is low. Substitute threats are also low. For Coca-Cola Enterprises, economies of scale are a barrier to entry while supplier relationships are strong. Customer switching costs are low and competitive rivalry is high.
External Analysis: The Identification of Industry Opportunities and ThreatsSoe Lu Kyaw
This document summarizes concepts from strategic management theory related to analyzing industry structure and competitive forces. It discusses potential competitors, barriers to entry, industry life cycles, strategic groups, and how globalization and a nation's attributes can impact competitive advantage. Key factors like demand conditions, bargaining power of buyers/suppliers, substitutes, and complementors are examined in the context of Porter's five forces model.
The document discusses factors in a firm's external environment including remote, industry, and operating environments. It covers economic, social, political, technological, and ecological factors. It also discusses analyzing industries and competitors through examining industry structure, boundaries, competitive forces, and profiles of customers, suppliers, and creditors.
Porter’s Five Forces Model of Competitive AnalysisHitaksha Puthran
The document provides an overview of Porter's Five Forces analysis framework. It describes the five competitive forces as threats of new entry, power of suppliers, power of buyers, threat of substitutes, and competitive rivalry. For each force, it outlines factors that determine the degree of competitive pressure, and provides examples of how each force applies to industries like fast food, automotive manufacturing, and telecommunications. The purpose of Porter's model is to help companies assess the competitive environment of an industry in order to develop effective business strategies.
Chapter 03 Evaluating a Company’s External Environment.pptxMehediHasan944698
This document discusses evaluating a company's external environment through external analysis. It covers assessing the industry environment using Porter's Five Forces model and analyzing strategic groups and industry life cycles. It also covers analyzing the macroenvironment, including social, government, technological, economic, political and legal factors. The purpose is to identify opportunities and threats in the operating environment that will affect how the company pursues its mission.
Porter's Five Forces model is used to analyze the competitive environment in an industry and determine its profitability. The five forces are: 1) threat of new entrants, 2) bargaining power of suppliers, 3) threat of substitutes, 4) rivalry among existing competitors, and 5) bargaining power of customers. The model helps firms understand the industry structure and develop corporate strategies accordingly. For example, in the auto industry, there are many substitute options for sedans which increases the threat of substitutes. Suppliers also have strong bargaining power which affects industry profitability.
The document discusses various concepts related to environmental scanning and industry analysis for strategic planning purposes. It defines environmental scanning as monitoring external factors to avoid surprises and ensure long-term success. Industry analysis techniques discussed include Porter's Five Forces model and PEST analysis. Porter's model assesses rivalry, barriers to entry, supplier and buyer power, and substitution threats. PEST analyzes political, economic, social and technological factors. The document also covers strategic groups which identify competitors pursuing similar strategies, and strategic types like defenders, prospectors and analyzers.
The document discusses analyzing a company's external environment using Porter's Five Forces model. It describes the microenvironment as internal and close forces like management, suppliers, and customers. The macroenvironment includes larger demographic, economic, natural, technological, cultural, and political/legal forces outside a company's control. Porter's Five Forces model assesses industry competition and profitability based on five forces: rivalry, potential new entrants, substitution threats, supplier power and buyer power.
The document discusses analyzing a company's external environment including opportunities and threats. It describes analyzing the general environment factors like demographic, economic, political/legal, socio-cultural, technological, and global influences. It also discusses analyzing the industry environment including the five competitive forces that shape industry competition and profitability: threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. Finally, it discusses analyzing competitor environments through assessing competitors' objectives, strategies, assumptions, capabilities, and responses.
1) The document discusses Porter's five forces model for analyzing industry competition. The five competitive forces are the threat of new entrants, rivalry among existing competitors, bargaining power of buyers, bargaining power of suppliers, and threat of substitute products.
2) Within Porter's framework, strong competitive forces are threats that depress profits while weak forces are opportunities to earn greater profits.
3) The document provides details on each of the five competitive forces, how to assess their strength, and their implications for industry competition and company profitability.
This document discusses strategies for competing in different types of industries and market situations. It begins with an overview of strategies for emerging industries, turbulent markets, maturing industries, and stagnant or declining industries. It then covers strategies for competing in fragmented industries, sustaining rapid growth, and strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. Specific strategy options are provided for each situation along with considerations for crafting successful business strategies.
Michael Porter developed the Five Forces model for analyzing industry competition and profitability. The five competitive forces are the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the intensity of rivalry among existing competitors. The model helps understand an industry's structure and weaknesses to develop strategies. It was applied to analyze Coca-Cola, identifying traditional competitors, potential new entrants, substitute drinks, supplier power over ingredients, and buyers' combined purchase power as key competitive forces.
Chapter-5 Industry and competitor analysisAfzaal Ali
Industry and competitor analysis is important for new ventures to determine if a niche market is favorable and to assess the attractiveness of an industry. The five forces model examines threat of new entrants, rivalry among existing firms, bargaining power of suppliers and buyers, and threat of substitutes. A competitor analysis identifies competitors and collects intelligence through ethical means like trade shows. This information is organized in a competitive analysis grid to evaluate competitive positions.
The document provides an overview of strategies for tailoring business strategies to different industry and company situations. It discusses strategic options for competing in emerging, rapidly growing, mature, stagnant/declining, turbulent, 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, descriptions of industry characteristics, strategic considerations, and potential strategic options for various competitive environments.
This document discusses evaluating a company's resources and competitive capabilities. It defines key terms like strengths, weaknesses, opportunities, threats, competencies, core competencies, and distinctive competencies. The document provides guidance on identifying a company's internal strengths and weaknesses as well as external opportunities and threats. It also discusses what makes a competency or capability valuable and how to determine the competitive value of a company's resources.
The document discusses conducting an industry and competitor analysis. It provides an overview of what industry analysis involves, including reviewing economic, political and market factors that influence industry development. It also outlines Porter's five forces model for analyzing industry competition and lists the major factors considered in an industry analysis. The document then defines what a competitor analysis is and provides details on identifying competitors, sources of information, Porter's framework, and steps to conduct a competitor analysis.
CHAPTER 3EVALUATING A COMPANY’S EXTERNAL ENVIRONMENT.docxwalterl4
CHAPTER 3
EVALUATING A COMPANY’S
EXTERNAL ENVIRONMENT
McGraw-Hill/Irwin
Copyright ®2012 The McGraw-Hill Companies, Inc.
3–*
Gain command of the basic concepts and analytical tools widely used to diagnose the competitive conditions in a company’s industry.Learn how to diagnose the factors shaping industry dynamics and to forecast their effects on future industry profitability.Become adept at mapping the market positions of key groups of industry rivals.Understand why in-depth evaluation of a business’s strengths and weaknesses in relation to the specific industry conditions it confronts is an essential prerequisite to crafting a strategy that is well-matched to its external situation.
3–*
3.1
From Thinking Strategically about the Company’s Situation to Choosing a Strategy
Chapter 3
Chapter 4
Thinking
strategically
about a firm’s
external
environment
Thinking
strategically
about a firm’s
internal
environment
Forming a
strategic
vision of
where the
firm needs
to head
Identifying
promising
strategic
options
for the firm
Selecting the
best strategy
and business
model for
the firm
3–*
3.2
The Components of a Company’s Macro-Environment
3–*
3.1
The Seven Components of the Macro-EnvironmentComponentDescriptionDemographicsThe size, growth rate, and age distribution of different sectors of the population. It includes the geographic distribution of the population, the distribution of income across the population, and trends in these factors.Social forces Societal values, attitudes, cultural factors, and lifestyles that impact businesses. Social forces vary by locale and change over time. Political, legal, and regulatory factors Political policies and processes, as well as the regulations and laws with which companies must comply—labor laws, antitrust laws, tax policy, regulatory policies, the political climate, and the strength of institutions such as the court system.Natural environment Ecological and environmental forces such as weather, climate, climate change, and associated factors like water shortages.Technological
factors The pace of technological change and technical developments that have the potential for wide-ranging effects on society, such as genetic engineering, the rise of the Internet, changes in communication technologies, and knowledge and controlling the use of technology, Global forces Conditions and changes in global markets, including political events and policies toward international trade, sociocultural practices and the institutional environment in which global markets operate.General economic
conditions Rates of economic growth, unemployment, inflation, interest, trade deficits or surpluses, savings, per capita domestic product, and conditions in the markets for stocks and bonds affecting consumer confidence and discretionary income.
3–*
THINKING STRATEGICALLY ABOUT A COMPANY’S INDUSTRY AND COMPETITIVE ENVIRONMENT
Does the industry offer attractive opportunities for growth?
What k.
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.
This document discusses evaluating a company's external environment. It covers:
1. The five forces model of competition - analyzing rivalry, threat of new entrants, substitute products, supplier power, and buyer power. Key factors that influence each force are identified.
2. Common drivers of industry change such as growth rates, technology, regulations. Their impact on industry attractiveness must be assessed.
3. Key success factors - the strategic elements, attributes, resources necessary for competitive success in an industry.
4. Strategic groups - clusters of rivals with similar competitive approaches and positions. Strategic group maps can assess competitors' market positions.
The document discusses Michael Porter's five competitive forces model and its application to strategy development. It covers the five competitive forces: rivalry among existing competitors, threat of new entrants, bargaining power of suppliers, bargaining power of buyers, and threat of substitute products. For each force, it provides examples of Starbucks' strategies to manage competition over time, such as developing brand loyalty, establishing long-term contracts with suppliers, and differentiating its products.
How competitive forces shape strategy?Ashish Verma
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
This document discusses evaluating a company's resources, capabilities, and competitive strategy. It covers identifying a company's strengths, weaknesses, opportunities, and threats through a SWOT analysis. Key parts of the analysis include determining core competencies, distinctive competencies, and correcting areas that result in higher costs compared to competitors through various options like negotiating prices, reengineering processes, or investing in cost-saving technology. The overall document provides a framework for assessing a company's internal resources and competitive positioning in the market.
Porters 5 Forces Model identifies 5 competitive forces that shape an industry: (1) threat of new entrants, (2) bargaining power of suppliers, (3) bargaining power of customers, (4) threat of substitute products, and (5) competitive rivalry. This model helps analyze an industry's weaknesses and strengths. For IKEA, rivalry is intense but barriers to entry are high. Customer bargaining power is strong while supplier power is low. Substitute threats are also low. For Coca-Cola Enterprises, economies of scale are a barrier to entry while supplier relationships are strong. Customer switching costs are low and competitive rivalry is high.
External Analysis: The Identification of Industry Opportunities and ThreatsSoe Lu Kyaw
This document summarizes concepts from strategic management theory related to analyzing industry structure and competitive forces. It discusses potential competitors, barriers to entry, industry life cycles, strategic groups, and how globalization and a nation's attributes can impact competitive advantage. Key factors like demand conditions, bargaining power of buyers/suppliers, substitutes, and complementors are examined in the context of Porter's five forces model.
The document discusses factors in a firm's external environment including remote, industry, and operating environments. It covers economic, social, political, technological, and ecological factors. It also discusses analyzing industries and competitors through examining industry structure, boundaries, competitive forces, and profiles of customers, suppliers, and creditors.
Porter’s Five Forces Model of Competitive AnalysisHitaksha Puthran
The document provides an overview of Porter's Five Forces analysis framework. It describes the five competitive forces as threats of new entry, power of suppliers, power of buyers, threat of substitutes, and competitive rivalry. For each force, it outlines factors that determine the degree of competitive pressure, and provides examples of how each force applies to industries like fast food, automotive manufacturing, and telecommunications. The purpose of Porter's model is to help companies assess the competitive environment of an industry in order to develop effective business strategies.
Chapter 03 Evaluating a Company’s External Environment.pptxMehediHasan944698
This document discusses evaluating a company's external environment through external analysis. It covers assessing the industry environment using Porter's Five Forces model and analyzing strategic groups and industry life cycles. It also covers analyzing the macroenvironment, including social, government, technological, economic, political and legal factors. The purpose is to identify opportunities and threats in the operating environment that will affect how the company pursues its mission.
Porter's Five Forces model is used to analyze the competitive environment in an industry and determine its profitability. The five forces are: 1) threat of new entrants, 2) bargaining power of suppliers, 3) threat of substitutes, 4) rivalry among existing competitors, and 5) bargaining power of customers. The model helps firms understand the industry structure and develop corporate strategies accordingly. For example, in the auto industry, there are many substitute options for sedans which increases the threat of substitutes. Suppliers also have strong bargaining power which affects industry profitability.
The document discusses various concepts related to environmental scanning and industry analysis for strategic planning purposes. It defines environmental scanning as monitoring external factors to avoid surprises and ensure long-term success. Industry analysis techniques discussed include Porter's Five Forces model and PEST analysis. Porter's model assesses rivalry, barriers to entry, supplier and buyer power, and substitution threats. PEST analyzes political, economic, social and technological factors. The document also covers strategic groups which identify competitors pursuing similar strategies, and strategic types like defenders, prospectors and analyzers.
The document discusses analyzing a company's external environment using Porter's Five Forces model. It describes the microenvironment as internal and close forces like management, suppliers, and customers. The macroenvironment includes larger demographic, economic, natural, technological, cultural, and political/legal forces outside a company's control. Porter's Five Forces model assesses industry competition and profitability based on five forces: rivalry, potential new entrants, substitution threats, supplier power and buyer power.
The document discusses analyzing a company's external environment including opportunities and threats. It describes analyzing the general environment factors like demographic, economic, political/legal, socio-cultural, technological, and global influences. It also discusses analyzing the industry environment including the five competitive forces that shape industry competition and profitability: threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. Finally, it discusses analyzing competitor environments through assessing competitors' objectives, strategies, assumptions, capabilities, and responses.
1) The document discusses Porter's five forces model for analyzing industry competition. The five competitive forces are the threat of new entrants, rivalry among existing competitors, bargaining power of buyers, bargaining power of suppliers, and threat of substitute products.
2) Within Porter's framework, strong competitive forces are threats that depress profits while weak forces are opportunities to earn greater profits.
3) The document provides details on each of the five competitive forces, how to assess their strength, and their implications for industry competition and company profitability.
This document discusses strategies for competing in different types of industries and market situations. It begins with an overview of strategies for emerging industries, turbulent markets, maturing industries, and stagnant or declining industries. It then covers strategies for competing in fragmented industries, sustaining rapid growth, and strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. Specific strategy options are provided for each situation along with considerations for crafting successful business strategies.
Michael Porter developed the Five Forces model for analyzing industry competition and profitability. The five competitive forces are the threat of new entrants, the bargaining power of suppliers, the bargaining power of buyers, the threat of substitute products, and the intensity of rivalry among existing competitors. The model helps understand an industry's structure and weaknesses to develop strategies. It was applied to analyze Coca-Cola, identifying traditional competitors, potential new entrants, substitute drinks, supplier power over ingredients, and buyers' combined purchase power as key competitive forces.
Chapter-5 Industry and competitor analysisAfzaal Ali
Industry and competitor analysis is important for new ventures to determine if a niche market is favorable and to assess the attractiveness of an industry. The five forces model examines threat of new entrants, rivalry among existing firms, bargaining power of suppliers and buyers, and threat of substitutes. A competitor analysis identifies competitors and collects intelligence through ethical means like trade shows. This information is organized in a competitive analysis grid to evaluate competitive positions.
The document provides an overview of strategies for tailoring business strategies to different industry and company situations. It discusses strategic options for competing in emerging, rapidly growing, mature, stagnant/declining, turbulent, 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, descriptions of industry characteristics, strategic considerations, and potential strategic options for various competitive environments.
This document discusses evaluating a company's resources and competitive capabilities. It defines key terms like strengths, weaknesses, opportunities, threats, competencies, core competencies, and distinctive competencies. The document provides guidance on identifying a company's internal strengths and weaknesses as well as external opportunities and threats. It also discusses what makes a competency or capability valuable and how to determine the competitive value of a company's resources.
This chapter discusses how corporate culture and leadership are keys to good strategy execution. It identifies the key features of corporate culture, such as core values and operating practices. Strong cultures have clearly defined values that are widely shared, while weak cultures lack cohesion. The chapter also discusses unhealthy, high-performance, and adaptive cultures. An aligned culture can aid strategy execution, while a misaligned culture can hinder it. Leaders must change problem cultures and ground culture in core values. Effective leadership is also needed to lead the strategy execution process and make timely corrective adjustments.
This document discusses various competitive strategies that firms can employ, including low-cost leadership, differentiation, focus/niche strategies, cooperative strategies, mergers and acquisitions, and vertical integration/outsourcing strategies. It provides details on how each strategy can provide competitive advantages and disadvantages, and when each strategy may be most effective.
The document discusses the strategic management process and its key tasks. It explains that strategic management involves crafting a strategy to achieve objectives, setting objectives, developing a strategic vision and mission, implementing and executing the strategy, and monitoring/revising as needed. Some of the main topics covered include defining strategy, developing a strategic vision and mission, setting SMART objectives, understanding a company's strategy by examining its pattern of actions, and the strategic role of a board of directors in critically appraising and approving strategic plans.
This document discusses strategies for diversified companies. It covers when companies should diversify, the benefits of related vs unrelated diversification, and types of strategic fits that can provide competitive advantages when diversifying into related businesses. Specifically, it outlines how diversifying into businesses with value chains that overlap can allow companies to leverage expertise, reduce costs through economies of scale, share brand names, and develop new competitive capabilities by collaborating across business units.
This document outlines strategies for competing in globalizing markets. It discusses why companies expand into foreign markets and the differences between multi-country and global competition. Some key strategy options for entering foreign markets are exporting, licensing, franchising, pursuing a multi-country strategy, or a global strategy. A global strategy works best when products and customer needs are similar worldwide, while a multi-country strategy is better when needs vary significantly between countries. Pursuing competitive advantage internationally involves locating activities in different countries to lower costs or transfer capabilities across borders.
This document discusses various competitive strategies that firms can employ, including low-cost leadership, differentiation, focus/niche strategies, cooperative strategies like strategic alliances, and vertical integration/outsourcing strategies. It provides details on how each strategy can provide competitive advantages and disadvantages, and when each strategy may be most effective.
The document defines marketing and discusses its evolution from a production and product-focused concept to a more holistic, customer-centered concept focused on meeting customer needs and building relationships. It discusses how marketing has expanded beyond the traditional 4Ps of product, price, place, and promotion to also include people, processes, programs, and performance in order to take a more integrated, holistic approach.
1. The document discusses developing marketing strategies and plans, with a focus on strategic planning being central to successful marketing. It outlines the key components of strategic plans, including defining missions, identifying business units, and assessing growth opportunities.
2. Tactical marketing plans are developed to specify marketing mix tactics to achieve strategic objectives. These plans operate at both strategic and tactical levels.
3. Marketing plans contain sections on situation analyses, marketing strategies, financial projections, and implementation controls. They provide guidelines for coordinating marketing efforts over the planning period.
Tax considerations for employee remuneration packages can benefit both employers and employees through cost reductions and enhanced benefits. While tax efficiency was previously a major driver of benefits, governments have tightened rules related to tax treatment. It is crucial to stay up to date on changing fiscal regulations affecting salaries to ensure tax compliance.
Perquisites are non-cash elements of compensation that are provided in addition to salary to facilitate better job performance or increase the total value of compensation. The term should only refer to benefits that directly help with job duties rather than personal needs or security. Perquisites augment an employee's total compensation package beyond just cash payments.
Reward management is concerned with developing and applying strategies and policies to fairly, equitably, and consistently compensate employees based on their value to the organization in a way that helps the organization achieve its strategic goals. It aims to reward people based on their contributions and support the organization's objectives. The goal is to link compensation to both individual performance and business success.
Compensation policy is affected by several key factors including supply and demand in the labor market, union influence, a company's financial ability to pay workers, employee productivity levels, the local cost of living, and government regulations.
Team pay is used to encourage cooperative behaviors like information sharing, unselfish actions that help the team over personal interests, and mutual monitoring where members provide feedback to one another. These behaviors include peer cooperation, sacrificing free time to help the team meet important goals, and giving performance feedback to teammates.
This document outlines the key elements of an effective performance management system including planning performance through setting objectives and expectations, regularly reviewing performance through feedback and coaching, and rewarding performance whether through financial means like pay and bonuses or non-financial means like recognition and praise. The performance management process aims to work as a continuous "virtuous cycle" of setting goals, monitoring progress, and providing incentives.
There are two main types of teams: work teams that control ongoing business processes like customer service or manufacturing and are permanently assigned, focusing on product quality; and project teams that have limited timeframes like new product design or construction and focus on on-time delivery, budgets, and quality, with members reassigned after completion.
This document discusses the different components that make up an employee's total reward package, including financial rewards like base pay, variable pay, share ownership, and benefits. It also covers non-financial rewards such as recognition, skills development opportunities, and factors that contribute to an employee's quality of working life. The total reward package aims to compensate and motivate employees through both financial and non-financial means.
The document discusses pay progression mechanisms and ratings. It suggests using flexible increments and guidelines, with line management holding the budget and making exceptions-only decisions on ratings and pay. Total ownership and a focus on management capability and messaging are emphasized.
Team-based pay involves paying employees as part of a team rather than individually. A team is defined as a group of 2 to 25 employees who are accountable to each other for common goals, interact regularly, and have the potential for synergy between members.
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