产业和竞争力分析(1)

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,INDUSTRY AND COMPETITIVE ANALYSIS,CHAPTER 2,“,Analysis is the critical starting point ofstrategic thinking.”,“,Quote”,ChapterOutline,Role ofSituation Analysis in Strategy-Making,Methodsof Industry and CompetitiveAnalysis,Industrys Dominant EconomicTraits,Industrys Competitive Forces,Driversof Industry Change,Competitive Positionsof Rivals,Competitive Moves ofRivals,Key Success Factors,Conclusions:OverallIndustry Attractiveness,Conducting anIndustry and Competitive Analysis,Good Situation Analysis Leads to GoodStrategic 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,for the,Company,Selectthe Best Strategy,for the,Company,-,Competitive/BusinessUnit Options,Chapter4&other Chapters,Question 1:What Are theIndustrys DominantEconomic Traits?,Marketsize andgrowthrate,(Scopeof competitiverivalry),Numberof competitorsand their relative sizes,Prevalence(,流行）of backward/forward integration,Entry/exit barriers,Natureand pace of technological change,Productand customercharacteristics,Scale economies and experience curve effects,Capacity utilizationand resource requirements,(Industry profitability),The Experience Curve Effect,An,experience curve,existswhen unit costs decline as,cumulative,production volume increasesbecauseof,Accumulating,production know-how,Growingmastery of the technology,The bigger the,experience curve,effect,the bigger the costadvantage of the firmwith the largest,cumulative,production volume,Cost Advantages ofDifferent ExperienceCurveEffects,$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,Units,4,Million,Units,8,Million,Units,Cost per Unit,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,Question 2:What is CompetitionLike&HowStrong Arethe Competitive Forces?,To identify,Main,sources,ofcompetitive forces,Strength,of these forces,Key analyticaltool,Five Forces Model ofCompetition,Objective,Five ForcesModelof Competition,Substitute,Products,(of firms in,other industries),Rivalry,Among,Competing,Sellers,Potential,New,Entrants,Suppliers of,Key Inputs,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 theFiveCompetitive Forces:How to DoIt,Assess,strength,of eachcompetitive force(Strong?Moderate?Weak?),Rivalryamongcompetitors,Substitute products,Potential entry,Bargaining power of suppliers,Bargaining power of buyers,Explainhow,each,force acts tocreatecompetitive pressure,Decidewhether,overallcompetition,is brutal,fierce,strong,normal/moderate,or weak andhow caninfluence future performance of the competing companies,RivalryAmongCompeting Sellers,Usuallythe,most powerful,of thefive forces,Check which weapons of competitiverivalryare most actively used by rivals in jockeying（,嗣机寻找,）,for position,Price,Quality,Performance featuresoffered,Customer service,Warranties/