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![Page 1: Industry Analysis Agenda – Industry Analysis – RA – 6 (go through the worksheets – they really will help) – Feedback to other groups – part of your participation.](https://reader036.fdocuments.in/reader036/viewer/2022070308/551b8ac2550346167e8b4f5a/html5/thumbnails/1.jpg)
Industry Analysis
Agenda– Industry Analysis – RA – 6 (go through the worksheets –
they really will help)– Feedback to other groups – part of your participation
grade– Events for reflection journal
Ongoing:– Strategic Positioning, RA-9– Preliminary Executive Summary Pitch ***– Marketing & Sales, RA-10
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Strategy Question• Seerse, Inc. is a diversified company that has six lines of business.
The company’s management states that all these businesses are essential to its competitive future. This table describes the different businesses’ contribution to revenue and profits:
Business % of revenue % of profit
Retailing (discount dept. stores) 50 18
Insurance 30 50
Consumer credit card operations 6 17
Stock brokerage 5 6
Commercial/residential real estate 4 8
Drivers’ education 5 1
Explain the variability in the sales/profit across Seerse’s businesses. In what business is Seerse more successful? Explain your answer.
![Page 3: Industry Analysis Agenda – Industry Analysis – RA – 6 (go through the worksheets – they really will help) – Feedback to other groups – part of your participation.](https://reader036.fdocuments.in/reader036/viewer/2022070308/551b8ac2550346167e8b4f5a/html5/thumbnails/3.jpg)
Heather McKay
Who was the best athlete?Aleksandr Karelin
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Levels of the environment
firm
macro-environment
industry
suppliers customers
competitorstechnology
demographicspolicy/law
macroeconomicsglobal
sociocultural physical environment
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Industries, markets & segments• Market - a group of customers interested in a certain product.
• Segment - a subcategory of a market defined with reference to certain product and/or customer characteristics. – Many markets can be broken into segments.
• Strategic group is a group of firms within an industry following similar strategies. – Often this means they pursue similar market segments.
![Page 6: Industry Analysis Agenda – Industry Analysis – RA – 6 (go through the worksheets – they really will help) – Feedback to other groups – part of your participation.](https://reader036.fdocuments.in/reader036/viewer/2022070308/551b8ac2550346167e8b4f5a/html5/thumbnails/6.jpg)
Why do we care about Industry?
• Industry Structure exerts industry effect on all firms in the industry
• Allows you to check your assumptions. – If you are you out of line,
more explanation needed
Firm effects
Industry effects
Firm Performance
4%
2%
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Ways of Knowing
• Industry overview – IBISWorld– Maybe market Research.com – smaller coverage
• Industry leaders – OneSource• Interviews with industry professionals– Come prepared• Lists of specific questions• Limited amount of time• End by asking “What is something that I need to know
that I have not asked yet?”
![Page 8: Industry Analysis Agenda – Industry Analysis – RA – 6 (go through the worksheets – they really will help) – Feedback to other groups – part of your participation.](https://reader036.fdocuments.in/reader036/viewer/2022070308/551b8ac2550346167e8b4f5a/html5/thumbnails/8.jpg)
Industry Classification
• The North American Industry Classification System (NAICS)
• standard used by Federal statistical agencies
• classifies business establishments
• Used for U.S. business economy statistics
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What is the boundary for this Industry?
• Companies in this industry manufacture cars and automobile chassis. They are referred to as automakers and typically produce automobiles (cars, including electric cars) in assembly plants. The manufacturing of light trucks such as vans, pick ups and SUVs, heavy trucks and motorcycles are not included in this industry.
• Why? Recall NAICS 33611a (Car & Automobile Mfg)
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NAICS 33611a [Car & Automobile Mfg]
• Products, top players, cost structure and market segments indicate elements of the value chain.
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Value Chain for our Industry
• Some elements of the value chain may need more data and information.
• Understand the dynamics of these interactions
DealersToyotaLabor
Resources
Mid-sizeSmallLuxurySports
Ford
GM
WholesalersTier 1/OEMs
Govt
Honda
Exports
Leasing
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Where to start
The Big Picture• Size (does it matter)• Growth Rate (p. 75)
– Put it in perspective, compared to GDP, other industries
• Stage of maturity – Table on p 77 – think through
implications for other parts of the plan
Accuracy in forecasting• Economic cycles
– Cyclical– Countercyclical
• Seasonality– Summer buying– Christmas
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Potential threats / opportunities
• Technological change
• Regulation / Certification
• Supply Channels
• Distribution Channels
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Your Own Analysis
Supply Channels Distribution Channels
Maturity
Technological change
Technological change
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How to analyze the 5 Forces?
• Assume a firm is magically placed in the industry (like an experiment).– You’re already there. What’s it like?
• Assess strength of each of the five competitive forces (Strong? Moderate? Weak? )
• Assess the factors causing each force to be strong or weak?
• Rate combined effect: brutal, fierce, strong, normal/moderate, or weak
Who is this?
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What increases Buyer bargaining power
– They are large and purchase a sizable percentage of industry’s product (Monopsony)
– They buy in large quantities– They can integrate backward (Buy you
out)– Industry’s product is standardized– Their costs in switching to substitutes
or other brands are low– They can purchase from several sellers– Product purchased does not save buyer
money
Overall Buyer Bargaining Power is moderate to high
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What increases supplier bargaining power
Labor
Tier 1
Government
OEMs
Overall Supplier Bargaining Power is high
• Item makes up large portion of product costs, is crucial to production process, and/or significantly affects product quality
• Costly for buyers to switch suppliers
• Have good reputations and growing demand
• Can supply a component cheaper than industry members can make it themselves
• Few substitutes for supply• Buying firms are not important
customers
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What increases forces of rivalry?• Frequent launches of new
offensives to gain sales and market share
• Aggressive marketing and product strategy
• Lots of firms that are relatively equal in size and capability
• Commoditization• Low switching costs for buyers• Scarce supply side resources
Overall Rivalry is moderate to high
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Entry Barriers: Threat of Entry
– Supply side scale economies– Demand side scale economies– Existence of strong learning/experience curve effects– Strong brand preferences and customer loyalty– Difficulties in gaining access to distribution channels– Regulatory policies, tariffs, trade restrictions– Expected retaliation
Overall Entry Barriers are high
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What are some substitutes? Readily available
Attractively priced
Believed to have comparable or better performance features
Customer switching costs are low
Overall currently low to moderate threat of substitutes
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High
High
Mod to High
Low
Low to Mod
Overall this Industry is low to moderately attractive
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Ways of influencing industry structure
SUPPLIERS
POTENTIALENTRANTS SUBSTITUTES
BUYERS
INDUSTRYCOMPETITORS
Rivalry amongexisting firms
create switching costsdevelop economies of scale
integrate vertically
identify new niche market
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Now you try it
Supply Channels Distribution Channels
Maturity
Technological change
Technological change
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Wrap-up
• Key takeaways– Industry affects firm profitability (it’s comparative)– Know the industry
• investors can sense weakness• Avoid
For Next Class:
Ongoing:– Strategic Positioning, RA-9– Preliminary Executive Summary Pitch– Marketing & Sales, RA-10