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INDUSTRY AND COMPETITIVE ANALYSIS

INDUSTRY AND COMPETITIVE ANALYSIS. “Quote”. “Analysis is the critical starting point of strategic thinking.”. Kenichi Ohmae. What is Competition Like & How Strong Are the Competitive Forces?. To identify Main sources of competitive forces Strength of these forces

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INDUSTRY AND COMPETITIVE ANALYSIS

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  1. INDUSTRY AND COMPETITIVE ANALYSIS

  2. “Quote” “Analysis is the critical starting point of strategic thinking.” Kenichi Ohmae

  3. What is Competition Like & How Strong Are the Competitive Forces? To identify • Main sources of competitive forces • Strength of these forces Key analytical tool Five Forces Model of Competition Objective

  4. Substitute Products (of firms in other industries) Rivalry Among Competing Sellers Suppliers of Key Inputs Buyers Potential New Entrants Five Forces Model of Competition Substitute Products (of firms in other industries) Rivalry Among Competing Sellers Suppliers of Key Inputs Buyers Potential New Entrants

  5. Analysing the Five Competitive Forces: How to Do It Assess strength of each competitive force (Strong? Moderate? Weak? ) • Rivalry among competitors • Substitute products • Potential entry • Bargaining power of suppliers • Bargaining power of buyers Explain how each force acts to create competitive pressure Decide whether overall competition is brutal, fierce, strong, normal/moderate, or weak

  6. Rivalry Among Competing Sellers Usually the most powerful of the five forces Check which factors of competitive rivalry are most actively used by rivals for position ie Price Quality Performance features offered Customer service Warranties/guarantees Advertising/promotions Dealer networks Product innovation

  7. Competitive Force of Potential Entry Seriousness of threat depends on • Barriers to entry • Reaction of existing firms to entry Barriers exist when • Newcomers confront obstacles • Environmental factors put potential entrant at a disadvantage relative to incumbent firms (ie economic & technology)

  8. Common Barriers to Entry • Economies of scale • Inability to gain access to specialised technology • Existence of learning/experience curve effects • Strong brand preferences and customer loyalty • Capital requirements and/or other specialised resource requirements • Cost disadvantages independent of size • Access to distribution channels • Regulatory policies, tariffs, trade restrictions

  9. Principle of Competitive Markets • Threat of entry is stronger when: • Entry barriers are low • Sizable pool of entry candidates exists • Incumbents are unwilling or unable to contest a newcomer’s entry efforts • Newcomer can expect to earn attractive profits

  10. Competitive Force ofSubstitute Products Substitutesmatter when customers are attracted to the products of firms in other industries Concept Examples • Eyeglasses vs. Contact Lens • Sugar vs. Artificial Sweeteners • Plastic vs. Glass vs. Metal • Newspapers vs. TV vs. Internet

  11. How to Tell Whether Substitute Products Are a Strong Force • Sales of substitutes are growing rapidly • Producers of substitutes are planning to add new capacity • Their profits are up

  12. Principle of Competitive Markets The competitive threat of substitutes is stronger when they are: • Readily available • Attractively priced • Believed to have comparable or better performance features • Customer switching costs are low

  13. Competitive Force of Suppliers Suppliers are a strongcompetitive force when: Item makes up large portion of product costs, is crucial to production process and/or significantly affects product quality It is costly for buyers to switch suppliers They have good reputations and growing demand They can supply a component cheaper than industry members can make it themselves They do not have to contend with substitutes Buying firms are not important customers

  14. Principle of Competitive Markets Suppliers are a stronger force the more they can exercise power over: • Prices charged • Quality/performance of items supplied • Amounts and delivery times

  15. Competitive Force of Buyers Buyers are a strong competitive force when: They are large and purchase a sizable percentage of industry’s product They buy in volume quantities They can integrate backward Industry’s product is standardised Their costs in switching to substitutes or other brands are low They can purchase from several sellers Product purchased does not save buyer money

  16. Principle of Competitive Markets • Buyers are a stronger competitive force the more they have leverage to bargain over: • Price • Quality • Service • Other terms and conditions of sale

  17. Strategic Implications of theFive Competitive Forces • Competitive environment is unattractive when: • Rivalry is strong • Entry barriers are low • Competition from substitutes is strong • Suppliers and customers have considerable bargaining power

  18. Strategic Implications of theFive Competitive Forces • Competitive environment is idealwhen: • Rivalry is moderate • Entry barriers are high • Good substitutes do not exist • Suppliers and customers are in a weak bargaining position

  19. Coping With theFive Competitive Forces • Objective is to craft a strategy that will: • Insulate you from competitive forces • Influence competitive pressures in ways that favour you • Build a sustainable competitive advantage

  20. Competitor Analysis • Successful strategists take great pains in scouting competitors • Understanding their strategies • Watching their actions • Evaluating their vulnerability to driving forces and competitive pressures • Sizing up their resource strengths and weaknesses and their capabilities • Trying to anticipate rivals’ next moves

  21. Competitive Scope Strategic Intent Market Share Objective Competitive Position Strategic Posture Competitive Strategy Categorizing the Objectives and Strategies of Competitors • Local • Be dominant leader • Aggressive expansion via acquisition & internal growth • Getting stronger; on the move • Mostly offensive • Striving for low-cost leadership • Regional • Overtake industry leader • Well-entrenched • Mostly defensive • Mostly focusing on a market niche • National • Be among industry leaders • Expansion via internal growth • Stuck in the middle of the pack • Combination of offensive & defensive • Pursuing differentiation based on • Quality • Service • Technology superiority • Breadth of product line • Image & reputation • More value for the money • Other attributes • Multicountry • Move into top 10 • Expansion via acquisition • Going after a different position • Aggressive risk-taker • Global • Move up a notch in rankings • Hold on to present share • Struggling; losing ground • Conservative follower • Maintain current position • Give up present share to achieve short-term profits • Retrenching to a position that can be defended • Just survive

  22. Predicting Moves of Rivals • Predicting rivals’ next moves involves • Analyzing their current competitive positions • Examining public pronouncements about what it will take to be successful in industry • Gathering information from grapevine about current activities and potential changes • Studying past actions and leadership • Determining who has flexibility to make major strategic changes and who is locked into pursuing same basic strategy

  23. Question 6: What Are the Key Factors for Competitive Success? • KSFs are competitive elements that most affect every industry member’sability to prosper in the marketplace • Specific strategy elements • Product attributes • Resources • Competencies • Competitive capabilities • KSFsspell difference between • Profit and loss • Competitive success or failure

  24. Identifying IndustryKey Success Factors • Answers to three questions pinpoint KSFs • On what basis do customers choose between competing brands of sellers? • What must a seller do to be competitively successful -- what resources and competitive capabilities does it need? • What does it take for sellers to achieve a sustainable competitive advantage? • KSFs consist of the3 - 5 really major determinants of financial and competitive success in an industry

  25. Technology-related Scientific research expertise; Product innovation capability; Expertise in a given technology; Capability to use Internet to conduct various business activities Manufacturing-related Low-cost production efficiency; Quality of manufacture; High use of fixed assets; Low-cost plant locations; High labor productivity; Low-cost product design; Flexibility to make a range of products Distribution-related Strong network of wholesale distributors/dealers; Gaining ample space on retailer shelves; Having company-owned retail outlets; Low distribution costs; Fast delivery Marketing-related Fast, accurate technical assistance; Courteous customer service; Accurate filling of orders; Breadth of product line; Merchandising skills; Attractive styling; Customer guarantees; Clever advertising Skills-related Superior workforce talent; Quality control know-how; Design expertise; Expertise in a particular technology; Ability to develop innovative products; Ability to get new products to market quickly Organizational capability Superior information systems; Ability to respond quickly to shifting market conditions; Superior ability to employ Internet to conduct business; More experience & managerial know-how Other types Favorable image/reputation with buyers; Overall low-cost; Convenient locations; Pleasant, courteous employees; Access to financial capital; Patent protection Common Types of Key Success Factors

  26. Example: KSFs for Beer Industry • Utilization of brewing capacity -- to keep manufacturing costs low • Strong network of wholesale distributors -- to gain access to retail outlets • Clever advertising -- to induce beer drinkers to buy a particular brand

  27. Example: KSFs for Apparel Manufacturing Industry • Fashion design -- to create buyer appeal • Low-cost manufacturing efficiency -- to keep selling prices competitive

  28. Example: KSFs for Tin and Aluminum Can Industry • Locating plants close to end-use customers -- to keep costs of shipping empty cans low • Ability to market plant output within economical shipping distances

  29. Strategic Management Principle A sound strategy incorporates efforts to be competent on allindustry key success factors and to excel on at least one factor!

  30. Question 7: Is the IndustryAttractive or Unattractive and Why? Develop conclusions about whether the industry and competitive environment is attractive or unattractive, both near- and long-term, for earning good profits Objective Principle A firm uniquely well-suited in an otherwise unattractive industry can, under certain circumstances, still earn unusually good profits

  31. Things to Consider inAssessing Industry Attractiveness • Industry’s market size and growth potential • Whether competitive conditions are conducive to rising/falling industry profitability • Will competitive forces become stronger or weaker • Whether industry will be favorably or unfavorably impacted by driving forces • Potential for entry/exit of major firms • Stability/dependability of demand • Severity of problems facing industry • Degree of risk and uncertainty in industry’s future

  32. Conducting an Industry andCompetitive Situation Analysis • Two things to keep in mind: 1. Evaluating industry and competitive conditions cannot be reduced to a formula-like exercise--thoughtful analysisis essential 2. Sweeping industry and competitive analyses need to done every 1 to 3 years

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