chapter3-environment-scanning-and-industry-analysis英语教学课件

Chapter3environmentscanningandindustryanalysisWhyExternalAnalysis?Externalanalysisallowsfirmsto:discoverthreatsandopportunitiesseeifabovenormalprofitsarelikelyinanindustrybetterunderstandthenatureofcompetitioninanindustrymakemoreinformedstrategicchoicesEnvironmentscanningEnvironmentscanningisthemonitoring,evaluating,anddisseminatingofinformationfromtheexternalandinternalenvironmentstokeypeoplewithinthecorporation.SocietalenvironmentEconomicforcesTechnologicalforcesPolitical–legalforcesSocioculturalforcesGlobalforcesTaskenvironmentTheroleofmacroenvironmentChangesintheforcesinthemacro-environmentcandirectlyimpact:TheFiveForcesRelativeStrengthsIndustryAttractivenessFocalFirmDemographicTrendsTechnologicalChangeCulturalTrendsEconomicClimateLegal/PoliticalConditionsGlobalforcesMacroEnvironmentPDA’s&CellPhonesIncreasingnumberofseniorpersonsChangingImageofSUV’sDepreciationofU.S.dollarsChangingPolicytowardOilExplorationonPublicLandsEuropeanUnionBanonHormone-TreatedU.S.BeefInternationalforcesMultinationalcorporation:acompanyhavingsignificantmanufacturingandmarketingoperationsinmultiplecountries.triad:refertothethreedevelopedregionsofJapan,NorthAmerica,andWesternEurope,whichnowformasinglemarketwithcommonneed.triadDefiningaindustryIndustryagroupoffirmsproducingasimilarproductorservicethatareclosesubstitutesforeachotherandthatsatisfythesamebasiccustomerneeds.Industryboundariesmaychangeascustomerneedsevolveandtechnologychanges.ForexampleSodaSoftdrinkSectorandmarketsegmentsSectorAgroupofcloselyrelatedindustriesMarketSegmentsDistinctgroupsofcustomerswithinanindustryCanbedifferentiatedfromeachotherwithdistinctattributesandspecificdemandsTheComputerSector:IndustriesandMarketSegmentsPorter’sFiveForcesModelSource:AdaptedandreprintedbypermissionofHarvardBusinessReview.From“HowCompetitiveForcesShapeStrategy,”byMichaelE.Porter,HarvardBusinessReview,March/April1979©bythePresidentandFellowsofHarvardCollege.Allrightsreserved.ThreatofnewentrantsThethreatofentrydependsonthepresenceofentrybarriersandthereactionthatcanbeexpectedfromexistingcompetitors.Entrybarrier:anobstructionthatmakesitdifficultforacompanytoenteranindustry.BarrierstonewentrantsEconomicsofscaleProductdifferentiationCapitalrequirementSwitchingcostCostadvantagesindependentofsizeGovernmentpolicyEconomicofscaleExperiencecurveThreatofrivalryhighrivalrymeansfirmscompetevigorously—andcompeteawayaboveaverageprofitsIntenserivalryisrelatedtoNumberofcompetitorsRateofindustrygrowthAmountoffixedcostsindustrycapacitycanonlybeaddedinlargeincrementsHeightofexitrivalsThreatofsubstitutesubstitutesfillthesameneedbutinadifferentway.CokeandPepsiarerivals,milkisasubstituteforbothsubstitutescreateapriceceilingbecauseconsumersswitchtothesubstituteifpricesrise.substituteswilllikelycomefromoutsidetheindustry.Threatofbuyerpowerfulbuyerscan‘squeeze’(lowerprofits)thefocalfirmbydemandinglowerpricesand/orhigherlevelsofqualityandservice.Industryconditionsthatfacilitatebuyerpower:ABuyerpurchasesalargeproportionoftheseller’sproduct.buyerscanverticallyintegratebackwardslackofadifferentiatedproductChangingsupplierscostsverylittlebuyersoperateinacompetitivemarket—theyarenotearningabovenormalprofitsThreatofsupplierpowerfulsupplierscan‘squeeze’(lowerprofits)thefocalfirm.Industryconditionsthatfacilitatesupplierpowersmallnumberoffirmsinsupplier’sindustryProductorserviceisuniqueorhighswitchingcostslackofclosesubstitutesforsuppliers’productssuppliercouldintegrateforwardfocalfirmisaninsignificantcustomerofsupplierComplementorsasAnotherForceComplementorsIncreasetheValueoftheFocalFirmsProductcustomersperceivemorevalueinthefocalfirm’sproductwhenitiscombinedwiththecomplementor’sproductcomplementorsmaybefoundoutsidethefocalfirm’sindustryExample:MP3fileprovidersandmobilephoneservicecompaniesImplicationsoftheFiveForcesModelTheattractivenessofanindustryhingesonitsstructure.Attractiveness:thepotentialforabovenormalprofit-making.Pickupanindustrywithafavorablestructure.Enterit,andtakeanadvantageousposition.Ifyourindustryhasanunfavorablestructure,changeittoyouradvantage.LimitationsstaticItignorestheimportantroleoffirm-specificresourcesandcapabilitiesingainingcompetitiveadvantage.Examples(randomaccessmemoryindustry)

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有少数半导体生产设备供应商15家提供80%Industrystructureatanypointintime,thestructureofmostindustriesfitsintooneoffourgenericcategories.Fragmentedindustry,Emergingindustry,MatureIndustry,Decliningindustryeachindustrystructurepresentsopportunitiesthatmaybeexploitedfirmscanchoosetoexploitanindustrystructure,continuebusinessasusual,orexittheindustry.ExploitingIndustryStructureOpportunitiesFragmentedIndustryStructureIndustryCharacteristicsOpportunity•largenumberofsmallfirms•nodominantfirms•nodominanttechnology•commoditytypeproducts•lowbarrierstoentry•few,ifany,economiesofscaleConsolidation•buycompetitors•buildmarketpower• exploiteconomies ofscaleExploitingIndustryStructureOpportunitiesEmergingIndustryStructureIndustryCharacteristicsOpportunity•newindustrybasedonbreak throughtechnologyorproduct• noproductstandardhas beenreached•nodominantfirmhasemerged• newcustomerscomefromnon- consumptionnotfromcompetitors•firstmoveradvantages•technology• locking-upstrategicallyimportantassets• creatingswitching costsExploitingIndustryStructureOpportunitiesMatureIndustryStructureIndustryCharacteristicsOpportunities•slowinggrowthindemand•technologystandardexists• increasinginternational competition•industry-wideprofitsdeclining• industryexitisbeginning• refinecurrentproducts• improveservice• processinnovationExploitingIndustryStructureOpportunitiesDecliningIndustryStructureIndustryCharacteristicsOpportunities• industrysaleshavesustained patternofdecline• somewell-established firmshaveexited• firmshavestoppedinvesting inmaintenance• marketleadership• niche• harvest• divestInternationalindustryMultidomesticGlobalIndustryinwhichcompaniestailortheirproductstothespecificneedsofconsumerinaparticularcountry.RetailingInsuranceBankingIndustryinwhichcompaniesmanufactureandsellthesameproducts,withonlyminoradjustmentsmadeforindividualcountriesaroundtheworld.AutomobilesTiresTelevisionsetsThepressureforlocalresponsivenessThepressureforcoordinationTypesofinternationalstrategyStrategicgroupStrategicgroup:asetofbusinessunitsorfirmsthatpursuesimilarstrategieswithsimilarresources.Categorizingfirmsisanyoneindustryintoasetofstrategicgroupsisveryusefultostrategicmanagersasawayofbetterunderstandingthecompetitiveenvironments.ImplicationsofstrategicgroupTheclosestcompetitorsarewithinthesameStrategicGroupandmaybeviewedbycustomersassubstitutesforeachother.EachStrategicGroupcanhavedifferentcompetitiveforcesandmayfaceadifferentsetofopportunitiesandthreats.MobilitybarrierStrategicgroupMilesandSnow’stypologydifferentcompanystrategiesarisefromthewaycompaniesdecidetoaddressthreefundamentalproblems.Theentrepreneurialproblem:howacompanyshouldmanageitsmarketshareengineeringproblem:howacompanyshouldimplementitssolutiontotheentrepreneurialproblem.administrativeproblem:howacompanyshouldstructureitselftomanagetheimplementationofthesolutionstothefirsttwoproblems.MilesandSnow’stypologyDefendersentrepreneurialproblemofhowtomaintainastableshareofthemarket.Acommonsolutiontothisproblemiscostleadership,andsotheseorganizationsachievesuccessbyspecializinginparticularareasandusingestablishedandstandardizedtechnicalprocessestomaintainlowcosts.administrativeproblemofhavingtoensureefficiency,andthustheyrequirecentralization,formalproceduresenvironmentschangeslowlyMilesandSnow’stypologyProspectorsentrepreneurialproblemoflocatingandexploitingnewproductandmarketopportunitiesprospectororganizationshavebroadproductorservicelinesandoftenpromotecreativityoverefficiencyoperationalproblemofnotbeingdependentonanyonetechnologyadministrativeproblemofthesecompaniesishowtocoordinatediversebusinessactivitiesandpromoteinnovationso,theybeingdecentralized,employinggeneralists(notspecialists),havingfewlevelsofmanagement,andencouragingcollaborationamongdifferentdepartmentsandunits.MilesandSnow’stypologyAnalyzersentrepreneurialproblemofhowtomaintaintheirsharesinexistingmarketsandhowtofindandexploitnewmarketsandproductopportunitiesoperationalproblemofmaintainingtheefficiencyofestablishedproductsorservices,whileremainingflexibleenoughtopu