Chapter 2 The Competitive Environment: Assessing Industry Attractiveness.

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Chapter 2 The Competitive Environment: Assessing Industry Attractiveness

Transcript of Chapter 2 The Competitive Environment: Assessing Industry Attractiveness.

Page 1: Chapter 2 The Competitive Environment: Assessing Industry Attractiveness.

Chapter 2The Competitive Environment:

Assessing Industry Attractiveness

Page 2: Chapter 2 The Competitive Environment: Assessing Industry Attractiveness.

External Environment

• External environments are uncontrollable, multifaceted. They frame your firm’s opps/threats, your strategic options.

• You must understand what elements are critical, how do they affect you, where are they now, and where are they likely to be in the future?

• They don’t affect everyone in the same way.

• 2 levels: • Macro- broad, general, all encompassing, affects all

industries• Industry or competitive environment

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Macro-Environment

• Demographic – characteristics of the people in an area or market

• Political – focuses primarily on governmental activities – regulation, policies, taxation, support of business or industries, stability

• Social/Cultural – attitudes, values, lifestyles, aspirations• Technological – technological developments that may have an

impact on your industry or firm; product or process• Global – What has caused it? What does it mean? What

opportunities and threats does it present? What risks and competition exist? What are some of the implementation and control issues involved?

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Competitive Environment

• More specific and focused than macro. Looking at the specific industry a firm competes in and its characteristics or properties.

• Porter’s Five Forces Model of Competition is perhaps the most widely used framework. Exhibit 2-1, p. 44.

• Threat of New Entrants – Barriers to entry• Bargaining Power of Customers• Bargaining Power of Suppliers• Competing Rivalry among existing sellers• Potential Product Substitutes• Question becomes: What do you do about each force? Each

has strategic implications.

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Strategic Groups

• Groups of firms in a single industry that pursue similar strategies – Or compete in the same niche

• Understanding SG will help identify who your specific competition is

• It is more important to look at the competition within groups rather than the competition between groups

• Groups do shift, firms change focus, customer needs change

• Look at Honda and Toyota

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Information Gathering

Main issues revolve around ethical data gathering

Data storage

Data interpretation

Data dissemination

How do you make sense of it all?