戰(zhàn)略管理02外部環(huán)境分析

戰(zhàn)略管理02-外部環(huán)境分析2024/3/11戰(zhàn)略管理02外部環(huán)境分析“Toassurevictory,always

carefullysurveythefield

beforebattle.”

-SunTzu?RoyaltyFree/Stockdisc/GettyImages戰(zhàn)略管理02外部環(huán)境分析ExternalAnalysisrequiresanassessmentof:IndustryenvironmentinwhichcompanyoperatesCompetitivestructureofindustryCompetitivepositionofthecompanyCompetitivenessandpositionofmajorrivalsThecountryornationalenvironmentsinwhichcompanycompetesThewidersocioeconomicormacroenvironmentthatmayaffectthecompanyanditsindustrySocialGovernmentLegalInternationalTechnologicalExternalAnalysisThepurposeofexternalanalysisistoidentifythestrategicopportunitiesandthreatsintheorganization’soperatingenvironmentthatwillaffecthowitpursuesitsmission.戰(zhàn)略管理02外部環(huán)境分析ExternalAnalysis:OpportunitiesandThreatsAnalyzingthedynamicsoftheindustryinwhichanorganizationcompetestohelpidentify:Opportunities

ConditionsintheenvironmentthatacompanycantakeadvantageoftobecomemoreprofitableThreats

Conditionsintheenvironmentthatendangertheintegrityandprofitabilityofthecompany’sbusiness戰(zhàn)略管理02外部環(huán)境分析IndustryAnalysis:DefininganIndustryIndustryAgroupofcompaniesofferingproductsorservicesthatareclosesubstitutesforeachotherandthatsatisfythesamebasiccustomerneedsIndustryboundariesmaychangeascustomerneedsevolveandtechnologychanges

SectorAgroupofcloselyrelatedindustries

MarketSegmentsDistinctgroupsofcustomerswithinanindustryCanbedifferentiatedfromeachotherwithdistinctattributesandspecificdemandsIndustryanalysisbeginsbyfocusingontheoverallindustry–beforeconsideringmarketsegmentorsector-levelissues戰(zhàn)略管理02外部環(huán)境分析TheComputerSector:IndustriesandMarketSegmentsFigure2.1戰(zhàn)略管理02外部環(huán)境分析Porter’sFiveForcesModelSource:AdaptedandreprintedbypermissionofHarvardBusinessReview.From“HowCompetitiveForcesShapeStrategy,”byMichaelE.Porter,HarvardBusinessReview,March/April1979?bythePresidentandFellowsofHarvardCollege.Allrightsreserved.Figure2.2戰(zhàn)略管理02外部環(huán)境分析HowtheFiveForcesShapeCompetitionwithinanIndustryThestrongerthateachofthesefiveforcesis,themorelimitedistheabilityofestablishedcompaniestoraisepricesandearngreaterprofitswithintheirindustry.AweakcompetitiveforcemaybeviewedasanopportunityasitallowscompanytoearngreaterprofitsAstrongcompetitiveforcemaybeviewedasathreatasitdepressesindustryprofitsStrengthofforcesmaychangeAsindustryconditionschangeThroughitschoiceofstrategies,acompanymayalterthestrengthofoneormoreofthefiveforcestoitsadvantage.

戰(zhàn)略管理02外部環(huán)境分析PotentialCompetitorsarecompaniesthatarenotcurrentlycompetinginanindustrybuthavethecapabilitytodosoiftheychoose.Barrierstonewentrantsinclude:

RiskofEntrybyPotentialCompetitorsEconomiesofScale–asfirmsexpandoutputunitcostsfallvia:Costreductions–throughmassproductionDiscountsonbulkpurchases–ofrawmaterialandstandardpartsCostadvantages–ofspreadingfixedandmarketingcostsoverlargevolumeBrandLoyaltyAchievedbycreatingwell-establishedcustomerpreferencesDifficultfornewentrantstotakemarketsharefromestablishedbrandsAbsoluteCostAdvantages–relativetonewentrantsAccumulatedexperience–inproductionandkeybusinessprocessesControlofparticularinputsrequiredforproductionLowerfinancialrisks–accesstocheaperfundsCustomerSwitchingCostsforBuyers–wheresignificantGovernmentRegulationMaybeabarriertoentercertainindustries戰(zhàn)略管理02外部環(huán)境分析IndustryCompetitiveStructureNumberandsizedistributionofcompaniesConsolidatedversusfragmentedindustriesDemandConditionsGrowingdemand–tendstomoderatecompetitionandreducerivalryDecliningdemand–encouragesrivalryformarketshareandrevenueCostConditionsHighfixedcosts–profitabilityleveragedbysalesvolumeSlowdemandandgrowth–canresultinintenserivalryandlowerprofitsHeightofExitBarriers–

preventscompaniesfromleavingindustryWrite-offofinvestmentinassetsEconomicdependenceonindustryMaintainassets-toparticipateeffectivelyinanindustry

RivalryAmongEstablishedCompaniesCompetitiveRivalryreferstothecompetitivestrugglebetweencompaniesinthesameindustrytogainmarketsharefromeachother.Intensityofrivalryisafunctionof:

Highfixedcostsofexit

Emotionalattachmenttoindustry

Bankruptcyregulations–allowingunprofitableassetstoremain戰(zhàn)略管理02外部環(huán)境分析IndustryBuyersmaybetheconsumersorend-userswhoultimatelyusetheproductorintermediariesthatdistributeorretailtheproducts.Thesebuyersaremostpowerfulwhen:

BargainingPowerofBuyersBuyersaredominant.

Buyersarelargeandfewinnumber.Theindustrysupplyingtheproductiscomposedofmanysmallcompanies.Buyerspurchaseinlargequantities.Buyershavepurchasingpowerasleverageforpricereductions.Theindustryisdependantonthebuyers.Buyerspurchasealargepercentageofacompany’stotalorders.Switchingcostsforbuyersarelow.Buyerscanplayoffthesupplyingcompaniesagainsteachother.Buyerscanpurchasefromseveralsupplyingcompaniesatonce.Buyerscanthreatentoentertheindustrythemselves.Buyersproducethemselvesandsupplytheirownproduct.Buyerscanusethreatofentryasatactictodrivepricesdown.戰(zhàn)略管理02外部環(huán)境分析Suppliersareorganizationsthatprovideinputssuchasmaterialandlaborintotheindustry.Thesesuppliersaremostpowerfulwhen:

BargainingPowerofSuppliersTheproductsuppliedisvitaltotheindustryandhasfewsubstitutes.Theindustryisnotanimportantcustomertosuppliers.Suppliersarenotsignificantlyaffectedbytheindustry.Switchingcostsforcompaniesintheindustryaresignificant.Companiesintheindustrycannotplaysuppliersagainsteachother.Supplierscanthreatentoentertheircustomers’industry.Supplierscanusetheirinputstoproduceandcompetewithcompaniesalreadyintheindustry.Companiesintheindustrycannotthreatentoentersuppliers’industry.戰(zhàn)略管理02外部環(huán)境分析SubstituteProductsaretheproductsfromdifferentbusinessesorindustriesthatcansatisfysimilarcustomerneeds.

SubstituteProductsTheexistenceofclosesubstitutesisastrongcompetitivethreat.Substituteslimitthepricethatcompaniescanchargefortheirproduct.Substitutesareaweakcompetitiveforceifanindustry’sproductshavefewclosesubstitutes.Otherthingsbeingequal,companiesintheindustryhavetheopportunitytoraisepricesandearnadditionalprofits.戰(zhàn)略管理02外部環(huán)境分析StrategicGroupsWithinIndustriesStrategicGroupsaregroupsofcompaniesthatfollowabusinessmodelsimilartoothercompanieswithintheirstrategicgroup–butaredifferentfromthatofothercompaniesinotherstrategicgroups.ImplicationsofStrategicGroups–

TheclosestcompetitorsarewithinthesameStrategicGroup

andmaybeviewedbycustomersassubstitutesforeachother.EachStrategicGroupcanhavedifferentcompetitiveforces

andmayfaceadifferentsetofopportunitiesandthreats.MobilityBarriers–factorswithinanindustrythatinhibitthemovementofcompaniesbetweenstrategicgroupsIncludebarrierstoenteranothergrouporexitexistinggroupThebasicdifferencesbetweenbusinessmodelsindifferentstrategicgroupscanbecapturedbyarelativelysmallnumberofstrategicfactors.戰(zhàn)略管理02外部環(huán)境分析StrategicGroupsinthePharmaceuticalIndustryFigure2.3戰(zhàn)略管理02外部環(huán)境分析StrategicGroupsinthePharmaceuticalIndustryHighRisk–HighReturnFocusondevelopingnewproprietarydrugsHeavyR&DspendingLowRisk–LowReturnFocusonlow-costcopiesofdrugswithexpiredpatentsProductionefficiency戰(zhàn)略管理02外部環(huán)境分析StrategicBarriersinthePharmaceuticalIndustryStrategicBarrierLackofR&DSkillstodevelopnewproprietarydrugs戰(zhàn)略管理02外部環(huán)境分析IndustryLifeCycleModelanalyzestheaffectsofindustryevolutiononcompetitiveforcesovertimeandischaracterizedbyfivedistinctlifecyclestages:IndustryLifeCycleAnalysisEmbryonic–industryjustbeginningtodevelopRivalrybasedonperfectingproducts,educatingcustomers,andopeningupdistributionchannels.Growth–first-timedemandtakes-offwithnewcustomersLowrivalryasfocusisonkeepingupwithhighindustrygrowth.Shakeout–demandapproachessaturation,replacementsRivalryintensifieswithemergenceofexcessproductivecapacity.Mature–markettotallysaturatedwithlowtonogrowthIndustryconsolidationbasedonmarketshare,drivingdownprice.Decline–industrygrowthbecomesnegativeRivalryfurtherintensifiesbasedonrateofdeclineandexitbarriers.戰(zhàn)略管理02外部環(huán)境分析StagesintheIndustryLifeCycle

StrengthandnatureoffiveforceschangeasindustryevolvesFigure2.4戰(zhàn)略管理02外部環(huán)境分析GrowthinDemandandCapacityIndustryShakeout:RivalryIntensifieswithgrowthinexcesscapacityAnticipatehowforceswillchangeandformulateappropriatestrategyFigure2.5戰(zhàn)略管理02外部環(huán)境分析LimitationsofModelsforIndustryAnalysis

LifeCycleIssuesIndustrycyclesdonotalwaysfollowthelifecyclegeneralization.Inrapidgrowthsituationsembryonicstageissometimesskipped.Industrygrowthrevitalizedthroughinnovationorsocialchange.Thetimespanofthestagescanvaryfromindustrytoindustry.

InnovationandChangePunctuatedEquilibriumoccurswhenanindustry’slongtermstablestructureispunctuatedwithperiodsofrapidchangebyinnovation.Hypercompetitiveindustriesarecharacterizedbypermanentandongoinginnovationandcompetitivechange.

CompanyDifferencesTherecanbesignificantvariancesintheprofitratesofindividualcompanieswithinanindustry.Inadditiontoindustryattractiveness,companyresourcesandcapabilitiesarealsoimportantdeterminantsofitsprofitability.Modelsprovideusefulwaysofthinkingaboutcompetitionwithinanindustry–butbeawareoftheirlimitations.戰(zhàn)略管理02外部環(huán)境分析PunctuatedEquilibriumandCompetitiveStructurePeriodsoflongtermstabilityPeriodsoflongtermstabilityIndustryStructurerevolutionizedbyinnovationFigure2.6戰(zhàn)略管理02外部環(huán)境分析TheRoleoftheMacroenvironmentChangesintheforcesinthemacro-environmentcandirectlyimpact:TheFiveForcesRelativeStrengthsIndustryAttractivenessFigure2.7戰(zhàn)略管理02外部環(huán)境分析“Strategyisachoice

onhowto

compete.”

-MichaelPorter?RoyaltyFree/Stockdisc/GettyImages戰(zhàn)略管理02外部環(huán)境分析S-C-PModelBain&Mason,1960’s戰(zhàn)略管理02外部環(huán)境分析Porter’sFiveForcesofCompetitionFrameworkSUPPLIERSPOTENTIALENTRANTSSUBSTITUTESBUYERSINDUSTRYCOMPETITORSRivalryamongexistingfirmsBargainingpowerofsuppliersBargainingpowerofbuyersThreatofnewentrantsThreatofsubstitutes戰(zhàn)略管理02外部環(huán)境分析ApplyingFive-ForcesAnalysisForecastingIndustryProfitabilityPastprofitabilityapoorindicatoroffutureprofitability.Ifwecanforecastchangesinindustrystructurewecanpredictlikelyimpactoncompetitionandprofitability.

StrategiestoImproveIndustryProfitabilityWhatstructuralvariablesaredepressingprofitabilityWhichcanbechangedbyindividualorcollectivestrategies? 戰(zhàn)略管理02外部環(huán)境分析AnyProblemswiththeFiveForceAnalysisModel?戰(zhàn)略管理02外部環(huán)境分析LimitationsofFive-ForceAnalysisIndustry-levelfactorsvsFirm-levelfactorsSupply-sidevsdemandsideQualitativevsQuantitativeCooperativevscompetitiveStaticvsdynamicHomogeneousfirmsvsheterogeneousfirmsRole