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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,INDUSTRYANDCOMPETITIVEANALYSIS,CHAPTER2,“,Analysisisthecriticalstartingpointofstrategicthinking.,”,”,“,Quote”,ChapterOutline,RoleofSituationAnalysisinStrategy-Making,MethodsofIndustryandCompetitiveAnalysis,Industry,s DominantEconomicTraits,Industry,s Competitive Forces,Driversof IndustryChange,CompetitivePositions ofRivals,CompetitiveMoves ofRivals,KeySuccessFactors,Conclusions:Overall Industry Attractiveness,Conducting an Industry and Competitive Analysis,GoodSituationAnalysis LeadstoGoodStrategic Choices,1.,Industrys dominant economic traits,2.Nature of competition&strength of competitive forces,3.Drivers of industry change,4.Competitive position of rivals,5.Strategic moves of rivals,6.Key success factors,7.Conclusions about industry attractiveness,(Chapter 2),Assess Industry&Competitive Conditions,1.,Assessment of companys present strategy,2.Strengths,weaknesses,opportunities,&threats,3.Companys costs compared to rivals,4.Strength of companys competitive position,5.Strategic issues to be addressed,(Chapter 3),Assess Company Situation,Identify,Strategic Options,forthe,Company,Select the BestStrategy,forthe,Company,-,Competitive/BusinessUnit Options,Chapter4&other Chapters,Question1:WhatAretheIndustrysDominant EconomicTraits?,Market sizeandgrowth rate,(Scope of competitive rivalry),Number of competitorsandtheir relative sizes,Prevalence(,流行）,of backward/forwardintegration,Entry/exit barriers,Nature and paceof technologicalchange,Productandcustomercharacteristics,Scale economiesandexperience curveeffects,Capacityutilizationandresource requirements,(Industry profitability),TheExperienceCurveEffect,An,experience curve,exists whenunitcosts decline as,cumulative,production volume increasesbecauseof,Accumulating,production know-how,Growingmasteryof the technology,Thebigger the,experience curve,effect,thebigger the costadvantage ofthefirm with the largest,cumulative,production volume,CostAdvantagesofDifferentExperienceCurve Effects,$1,$1,.90,.80,.70,.81,.64,.49,.729,.512,.343,10%,Cost,Reduction,20%,Cost,Reduction,30%,Cost,Reduction,1,Million,Units,2,Million,Unit,s,4,Million,Units,8,Million,Units,CostperUnit,Relevance ofKey EconomicFeatures,Economic Feature,Market Size,Market growth rate,Capacity surpluses/shortages,Industry profitability,Entry/exit barriers,Product is big-ticket item for buyers,Standard products,Rapid technological change,Capital requirements,Vertical integration,Economies of scale,Rapid product innovation,Strategic Importance,Small markets dont tend to attract new firms;large markets attract firms looking to acquire rivals with established positions in attractive industries,Fast growth breeds new entry;slow growth spawns（,孕育）,increased rivalry&shake-out of weak rivals,Surpluses push prices shortages pull them up,High-profit industries attract new entrants;depressed conditions lead to exit,High barriers protect positions and profits of existing firms;low barriers make existing firms vulnerable to entry,More buyers will shop for lowest price (big-ticket=high price),Buyers have more power because its easier to switch from seller to seller,Raises risk;investments in technology facilities/equipment may become obsolete before they wear out,Big requirements make investment decisions critical;timing becomes important;creates a barrier to entry and exit,Raises capital requirements;often creates competitive&cost differences among fully vs.partially vs.non-integrated firms,Increases volume&market share needed to be cost competitive,Shortens product life cycle;increases risk because of opportunities for leapfrogging,Question2:WhatisCompetitionLike&How Strong AretheCompetitiveForces?,To identify,Main,sources,ofcompetitive forces,Strength,of theseforces,Keyanalytical tool,FiveForcesModel ofCompetition,Objective,FiveForcesModelofCompetition,Substitute,Products,(offirms in,other industries),Rivalry,Among,Competing,Sellers,Potential,New,Entrants,Suppliers of,KeyInputs,Buyers,Substitute,Products,(of firms in,other industries),Rivalry,Among,Competing,Sellers,Potential,New,Entrants,Bargaining Power,and Leverage of,Suppliers of,Key Inputs,Bargaining Power,and Leverage of,Buyers,Analyzing theFiveCompetitiveForces:HowtoDoIt,Assess,strength,of eachcompetitiveforce(Strong?Moderate?Weak?),Rivalryamong competitors,Substitute products,Potential entry,Bargaining powerofsuppliers,Bargaining powerofbuyers,Explainhow,each,force acts to createcompetitivepressure,Decide whether,overallcompetition,is brutal,fierce,strong,normal/moderate,or weakandhowcaninfluence futureperformanceofthecompeting companies,RivalryAmongCompeting Sellers,Usuallythe,mostpowerful,of the fiveforces,Check whichweaponsof competitive rivalry are mostactivelyused byrivalsin jockeying,（,（,嗣机寻找,）,forposition,Price,Quality,Performance featuresoffered,Customer service,Warranties/guarantees,Advertising/promotions,Dealer networks,Product innovation
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