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.,PortersFiveForcesIndustryAnalysis,.,Industryanalysis,TheprofitabilityofanyindustrydependsuponfiveenvironmentalfactorsThefiveforcesThethreatofentryThethreatofsubstitutionThepowerofthebuyersThepowerofthesuppliersCompetitiverivalrywithintheindustry,.,PortersFiveForcesofCompetitionFramework,SUPPLIERS,POTENTIALENTRANTS,SUBSTITUTES,BUYERS,INDUSTRYCOMPETITORS,Rivalryamongexistingfirms,Bargainingpowerofsuppliers,Bargainingpowerofbuyers,Threatofnewentrants,Threatofsubstitutes,.,Thethreatofentry,Threatthatnewentrantswillstartup,increasecapacityandcompetitionanderodeprofitsDependsonthesizeoftheentrybarriersEgscaleeconomies,patents,.,Thethreatofsubstitution,Threatotherindustrieswilltakebusinessaway:egaluminiumindustryfacesthreatfromglass,plastics,steelThesesubstituteproductsplaceacapuponindustrypricesabovewhichbuyerswilldesert,.,Powerofbuyers,PowerofindustrysbuyerstosecurediscountsornegotiateaddedvaluetoproductsDependsonbuyerconcentration,information,switchingcostsEgfragmentedhorticultureindustryfacesconcentrated,expertbuyerswithlowswitchingcosts,.,Powerofsuppliers,AbilityofsupplierstodictatethetermsandconditionsofsupplySupplyconcentrationanddifferentiationiskeyEgoperatingsystemcomponentofPCEgthetransmissionsysteminbicycles,.,CompetitiveRivalry,ThedegreeofcompetitionwithintheindustryformarketshareEspeciallythedegreeofpricecompetitionSomeindustriesareverypricecompetitiveEgairlinesOthersarenonpricecompetitiveandhighlydifferentiatedinproductsEgpharmaceuticals,.,THREATOFENTRYCapitalrequirementsEconomiesofscaleAbsolutecostadvantageProductdifferentiationAccesstodistributionchannelsLegal/regulatorybarriersRetaliation,SUBSTITUTECOMPETITIONBuyerspropensitytosubstituteRelativeprices&performanceofsubstitutes,BUYERPOWERBuyerspricesensitivityRelativebargainingpower,INDUSTRYRIVALRYConcentrationDiversityofcompetitorsProductdifferentiationExcesscapacity&exitbarriersCostconditions,SUPPLIERPOWERBuyerspricesensitivityRelativebargainingpower,TheStructuralDeterminantsofCompetition,.,Examplesofindustryanalysis,AirlinesPharmaceuticalsProfessionalfootballRoadRecoveryServices,.,Airlines,ThethreatofentryVeryhighbecauseDeregulatedLowstartupcostsModesteconomiesofscaleThethreatofsubstitutionHighinsomeshorthaulrouteslowerinlonghaulThepowerofthebuyersConsiderableLittlecustomerloyaltydespiteairmilesEasytoswitchbetweencarriers,.,Airlines,PowerofthesuppliersConsiderableAircraftmanufacturerslargeandverydifferentiated,highswitchingcostsUnionisedstaffCapacityshortagesinmanyairportsCompetitiveRivalryIntensepricecompetitionVeryhighfixedoperationalcostsandlowvariablecostsencouragesdiscountingtomaximiseutilisation,.,Airlines:conclusion,AllfiveforcesareoperatingtotheindustrysdisadvantageWouldexpecttheindustrytoexperiencepoorprofitperformance,.,Pharmaceuticals,ThethreatofentryVerylowProductsprotectedbypatentsandcopyrightFormidableresearch,developmentandapprovalcostsofnewdrugsVerylargemedicalsalesforcerequiredThethreatofsubstitutionVerylowOftennoalternativetoadrugindealingwithanillness,.,Pharmaceuticals,PowerofbuyersLimitedPurchasedecisionsmadebypowerfulmedicalprofessionabletoinfluencewhatthestateorinsuranceco.mustpayforPowerofsuppliersNegligibleDrugingredientsarelargelycommodities,widelyavailableCompetitiverivalryLimitedLittleornopricecompetition,.,ConclusiononPharmaceuticals,AllfiveforcesworkingtoindustrysadvantageWouldexpecttheindustrytobehighlyprofitable,.,ProfitabilityofUSIndustries,Pharmaceuticals26.8Gas&ElectricUtilities10.5Tobacco22.0FoodandDrugStores10.3Household&PersonalProducts20.5MotorVehicles&Parts9.8FoodConsumerProducts20.3HomeEquipment9.5MedicalProducts&Equipment18.8Railroads9.0Beverages18.8Hotels,Casinos,Resorts8.0Scientific&PhotographicEquipt.16.5Insurance:LifeandHealth7.6CommercialBanks16.0BuildingMaterials,Glass7.0Publishing,Printing14.3Metals6.0PetroleumRefining14.3Semiconductors&Apparel14.3ElectronicComponents5.8ComputerSoftware13.5Insurance:Property&Casualty5.3Electronics,ElectricalEquipment13.3FoodProduction5.3Furniture13.3Telecommunications3.5Chemicals12.8ForestandPaperProducts3.5Computers,OfficeEquipment11.8CommunicationsEquipment(4.0)HealthCare11.5Airlines(34.8)(Grant,2005),Medianreturnonequity(%),1999-2002,.,Somecommentsonthemethod,Verysimilartothestructure,conductperformancemodelOldwineinanewbottles?Porterstressesthatthefiveforcesaretheonlyfactors:thereneveranyothersExampleofgovernmentaspossible“6th”Butgovernmentshouldbeconsideredthroughimpactononeorotherofthe5forces,.,Comments,5forcesdetermineoverallindustryprofitability,nottheindividualfirmsInanyindustryprofitablefirmsworkalongsidemuchweakerfirmsInairlinestheenvironmentisveryunfavourablebutsomeairlinesstilldowell,.,DoesIndustryMatter?,Source:Grant,6thEd,.,Comments,Porteronchange:Astaticapproach?ButPorteremphasisonthesearchforchangeinenvironmentthenewweaknessesthenewsourcesofstrengthEg:changeinroadrecoveryservices,.,RoadRecoveryServices,Breakdownservices,oncedominatedbyAAandRACThePast:NationwidenetworkofrecoveryvehiclesusingowncommunicationssystemVeryhighentrybarriersNoclosesubstituteLittlepricecompetitionbetweensuppliersBuyershadmeasureofmembershiployaltyNosignificantforcesamongstsuppliers,.,Changesintheroadrecoverymarket,AnewlookattheAAandRACStrategyofsupplementingownrecoveryfleetwithlocalindependentsubcontractorsTechnology:thedevelopmentofopenmobilephonenetworksResult:developmentofanation-widenetworkofindependentsubcontractors,usingmobilephonenetworkstocommunicate,.,Changesinthe5forces,EssentiallyverticallyintegratedbusinessesperformingtwofunctionsRunninganbreakdowninsuranceplanR

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