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Chapter 3
1.
The External Environment:
0 Opportunities, Threats, Industry Competition and Competitor Analysis Chapter Three © 2006 by Nelson, a division of Thomson Canada Limited. 3-1
2.
Chapter 3
External The Strategic Strategic . Inputs Environment Strat. Intent Chapter 4 Strat. Mission Management . Internal Environment Process Strategy Formulation Strategy Implementation Strategic Actions Chapter 5 Chapter 6 Chapter 7 Chapter 11 Chapter 12 Bus. - Level Competitive Corp. - Level Corporate Structure Strategy Dynamics Strategy Governance & Control Chapter 8 Chapter 9 Chapter 10 Chapter 13 Chapter 14 Acquisitions & International Cooperative Strategic Entrepreneurship Restructuring Strategy Strategies Leadership & Innovation Outcomes Strategic Chapter 2 Chapter 1 Feedback Above Average Strategic Returns Competitiveness © 2006 by Nelson, a division of Thomson Canada Limited. 3-2
3.
The External Environment:
Opportunities, Threats, Industry Competition and Competitor Analysis Knowledge Objectives 1. Explain the importance of analyzing and understanding the firmâs external environment. 2. Defining and describing the general environment and the industry environment. 3. Discuss the four activities of the external environmental analysis process. 4. Name and describe the general environmentâs six segments. © 2006 by Nelson, a division of Thomson Canada Limited. 3-3
4.
The External Environment:
Opportunities, Threats, Industry Competition and Competitor Analysis Knowledge Objectives â continued⊠5. Identifying five competitive forces and how they determine an industryâs profit potential. 6. Define strategic groups and their influence on the firm. 7. Describe what firms need to know about their competitors and different methods used to collect intelligence about them. © 2006 by Nelson, a division of Thomson Canada Limited. 3-4
5.
The External Environment
Environment Sociocultural al Ge nomiic ic ner Industry ph Ec Eco n era gr a Environment ono Ge Threat of new entrants mo l m Power of suppliers De c Power of buyers Product substitutes Intensity of rivalry l ga nt En /Le Competitor Gll Go e vir nm ca l oba Environment bal li ti on l o vi r Po me En nt Technological General © 2006 by Nelson, a division of Thomson Canada Limited. 3-5
6.
General Environment Components
© 2006 by Nelson, a division of Thomson Canada Limited. 3-6
7.
General Environment Components
© 2006 by Nelson, a division of Thomson Canada Limited. 3-7
8.
The Industry Environment The
set of factors that directly influences a firm, itâs competitive actions & competitive responses: 2. The threat of new entrants 3. The power of suppliers 4. The power of buyers 5. The threat of product substitutes 6. The intensity of rivalry among competitors © 2006 by Nelson, a division of Thomson Canada Limited. 3-8
9.
Competitor Analysis
Predicting the dynamics of competitor actions, responses and intentions. © 2006 by Nelson, a division of Thomson Canada Limited. 3-9
10.
The I/O Model
of Superior Returns The Industrial Organization Model suggests that above-average returns for any firm are largely determined by characteristics outside the firm. I O The I/O model largely focuses on industry attractiveness or structure of the external environment rather than internal characteristics of the firm. © 2006 by Nelson, a division of Thomson Canada Limited. 3-10
11.
The I/O Model
of Superior Returns Action required: Study the external External environment, Environment especially the General Environment industry environment. Industry Environment Competitive Environment © 2006 by Nelson, a division of Thomson Canada Limited. 3-11 * an
12.
The I/O Model
of Superior Returns Action required: Locate an industry with External An Attractive high potential for Environment Industry above-average returns. General Environment Industry Environment An industry whose Competitive characteristics structural Environment above-average suggest returns are possible © 2006 by Nelson, a division of Thomson Canada Limited. 3-12 * an
13.
The I/O Model
of Superior Returns Action required: I.d. strategy called for External by the industry to earn Environment An Attractive above-average returns. Industry General Environment Strategy Industry industry whose An Environment Formulation Competitive Selection of a strategy structural characteristics Environment above-average suggest linked with above- returns are possible average returns in a particular industry © 2006 by Nelson, a division of Thomson Canada Limited. 3-13 * an
14.
The I/O Model
of Superior Returns Action required: Develop / acquire assets External and skills needed to Environment An Attractive implement the strategy. Industry Strategy General Environment Industry industry whose An Environment Formulation and Skills Assets Competitive structural characteristicsstrategy Selection of a Environment above-average suggest linked with above- skills Assets and returns areaverage returns into possiblerequired a particular industry a chosen implement strategy © 2006 by Nelson, a division of Thomson Canada Limited. 3-14 * an
15.
The I/O Model
of Superior Returns Action required: Use the firmâs strengths External (its assets or skills) to Environment An Attractive implement the strategy. Industry Strategy General Environment Industry Environment Formulation An industry whose Assets and Skills Competitive structural characteristicsstrategy Selection of a Environment above-average Strategy suggest linked with above- skills Assets and possiblerequired Implementation returns areaverage returns into a particular industry a chosen implementSelecting strategic actions strategylinked with effective implementation of the chosen strategy © 2006 by Nelson, a division of Thomson Canada Limited. 3-15 * an
16.
The I/O Model
of Superior Returns Action required: Maintain selected External strategy in order to out- Environment An Attractive perform industry rivals. Industry Strategy General Environment Industry industry whose An Environment Formulation and Skills Assets Competitive structural characteristicsstrategy Selection of a Environment above-average Strategy suggest linked with above- skills Assets and possiblerequired Implementation returns areaverage returns into a Superior particular industry a chosen implement Returns Selecting strategic actions strategylinked withEarning of above- effective implementation of the average returns chosen strategy © 2006 by Nelson, a division of Thomson Canada Limited. 3-16 * an
17.
External Environmental Analysis The
external environmental analysis process should be conducted on a continuous basis. This process includes four activities: ï Scanning Identifying early signals of environmental changes and trends ïż Monitoring Detect meaning by ongoing observations of environmental changes and trends ïŸ Forecasting Developing projections of anticipated outcomes based on monitored changes and trends ï Assessing Determining the timing & importance of environmental changes and trends for firms' strategies & their management © 2006 by Nelson, a division of Thomson Canada Limited. 3-17
18.
Porterâs 5 Forces
Model of Competition Threat Threat of ofNew New Entrants Entrants The above image Copyright © 2001 Corel & Jerry Sheppard All rights reserved. © 2006 by Nelson, a division of Thomson Canada Limited. 3-18
19.
Threat of New
Entrants Economies of Scale * Barriers Barriers * Product Differentiation to to Entry Entry * Capital Requirements * Switching Costs Access to Distribution Channels * Cost Disadvantages Independent of Scale * Government Policy * * Expected Retaliation © 2006 by Nelson, a division of Thomson Canada Limited. 3-19 *
20.
Porterâs 5 Forces
Model of Competition Threat of Threat of New New Entrants Entrants Bargaining Power of Suppliers © 2006 by Nelson, a division of Thomson Canada Limited. 3-20 *
21.
Bargaining Power of
Suppliers 0 Suppliers are likely to be powerful if: Suppliers exert Supplier industry is dominated by a few * power in the firms. industry by: * Suppliersâ products have few * Threatening to raise substitutes. prices or to reduce * Buyer is not an important customer to quality supplier. Powerful suppliers * Suppliersâ product is an important can squeeze industry input to buyersâ product. profitability if firms are unable to * Suppliersâ products are differentiated. recover cost * Suppliersâ products have high increases switching costs. * Supplier poses credible threat of forward integration. © 2006 by Nelson, a division of Thomson Canada Limited. 3-21 *
22.
Porterâs 5 Forces
Model of Competition Threat of Threat of New New Entrants Entrants Bargaining Bargaining Power of Power of Suppliers Buyers © 2006 by Nelson, a division of Thomson Canada Limited. 3-22 *
23.
Bargaining Power of
Buyers Buyer groups are likely to be powerful if: * Buyers are concentrated or purchases are large relative to sellerâs sales * Purchase accounts for a significant Buyers compete fraction of supplierâs sales with supplying * Products are undifferentiated industry by: * Buyers face few switching costs * Bargaining down prices * Buyersâ industry earns low profits * Forcing higher quality * Buyer presents a credible threat of backward integration * Playing firms off of each other * Product unimportant to quality * Buyer has full information © 2006 by Nelson, a division of Thomson Canada Limited. 3-23
24.
Porterâs 5 Forces
Model of Competition Threat of Threat of New New Entrants Entrants Bargaining Bargaining Power of Power of Suppliers Buyers Threat of Substitute Products © 2006 by Nelson, a division of Thomson Canada Limited. 3-24 *
25.
Threat of Substitute
Products Keys to evaluating substitute products: Products with improving price / * performance tradeoffs relative to Products present industry products with similar function limit the For Example: prices firms Electronic security systems in can charge place of security guards Fax machines or e-mailed attachments in place of overnight mail delivery © 2006 by Nelson, a division of Thomson Canada Limited. 3-25
26.
Porterâs 5 Forces
Model of Competition Threat of Threat of New New Entrants Entrants Bargaining Bargaining Rivalry Among Competing Power of Power of Firms in Industry Suppliers Buyers Threat of Substitute Products © 2006 by Nelson, a division of Thomson Canada Limited. 3-26 *
27.
Rivalry Among Existing
Competitors Intense rivalry often plays out in the following ways * Jockeying for strategic position * Using price competition * Staging advertising battles * Increasing consumer warranties or service * Making new product introductions Occurs when a firm is pressured or sees an opportunity * Price competition often leaves entire industry worse off * Advertising battles may increase total industry demand, but may be costly to smaller competitors © 2006 by Nelson, a division of Thomson Canada Limited. 3-27
28.
Rivalry Among Existing
Competitors Cutthroat competition is more likely to occur when * Numerous or equally balanced competitors * Slow growth industry * High fixed costs * High storage costs * Lack of differentiation or switching costs * Capacity added in large increments * Diverse competitors * High strategic stakes High exit barriers * © 2006 by Nelson, a division of Thomson Canada Limited. 3-28
29.
Rivalry Among Existing
Competitors High Exit Barriers are economic, strategic and emotional factors which cause companies to remain in an industry even when future profitability is questionable. Specialized assets * * Fixed cost of exit (e.g., labour agreements) * Strategic interrelationships * Emotional barriers * Government and social restrictions © 2006 by Nelson, a division of Thomson Canada Limited. 3-29
30.
Strategic Groups A set
of firms emphasizing similar strategic dimensions to use a similar strategy © 2006 by Nelson, a division of Thomson Canada Limited. 3-30
31.
Strategic Groups âą
The more intense the rivalry of competitors within a group the greater the threat to each firms profitability. ⹠The strengths of the 5 competitive forces differ across strategic groups. Thus firms within various strategic groups have different pricing policies. ⹠The closer groups are in terms of their strategies & dimensions emphasized, the greater the chance competitive rivalry between groups. © 2006 by Nelson, a division of Thomson Canada Limited. 3-31
32.
Competitor Environment Competitor intelligence
is the ethical gathering of needed information and data about competitorsâ objectives, strategies, assumptions, and capabilities. âą What drives the competitor as shown by its future objectives, âą What the competitor is doing and can do as revealed by its current strategy, âą What the competitor believes about itself and the industry, as shown by its assumptions, âą What the the competitor may be able to do, as shown by its capabilities. © 2006 by Nelson, a division of Thomson Canada Limited. 3-32
33.
Competitor Analysis
Future Objectives: Future objectives âą How do our goals compare with our competitorsâ goals? âą Where will the emphasis be placed in the future? âą What is the attitude toward risk? © 2006 by Nelson, a division of Thomson Canada Limited. 3-33
34.
Competitor Analysis
Current Strategy: Future objectives ⹠How are we currently competing? Current strategy ⹠Does this strategy support changes in the competitive structure? © 2006 by Nelson, a division of Thomson Canada Limited. 3-34
35.
Competitor Analysis
Assumptions: Future objectives ⹠Do we assume the future will be volatile? ⹠Are we operating under a Current strategy status quo? ⹠What assumptions do our Assumptions competitors hold about the industry and themselves? © 2006 by Nelson, a division of Thomson Canada Limited. 3-35
36.
Competitor Analysis
Capabilities: Future objectives ⹠What are our strengths and weaknesses? Current strategy ⹠How do we rate compared to our competitors? Assumptions Capabilities © 2006 by Nelson, a division of Thomson Canada Limited. 3-36
37.
Competitor Analysis Future objectives
Response Response: Current strategy ⹠What will our competitors do in the future? ⹠Where do we hold an Assumptions advantage over our competitors? ⹠How will this change our Capabilities relationship with our competitors? © 2006 by Nelson, a division of Thomson Canada Limited. 3-37
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