搜索
Qualitativeresearch•Qualitativeresearchersaimtogatheranin-depthunderstandingofhumanbehaviorandthereasonsthatgovernsuchbehavior.Thequalitativemethodinvestigatesthewhyandhowofdecisionmaking,notjustwhat,where,when.Hence,smallerbutfocusedsamplesaremoreoftenusedthanlargesamples.•Intheconventionalview,qualitativemethodsproduceinformationonlyontheparticularcasesstudied,andanymoregeneralconclusionsareonlypropositions(informedassertions).•Quantitativemethodscanthenbeusedtoseekempiricalsupportforsuchresearchhypotheses.1.TheFiveForcesthatshapeanIndustryTheComplicatedVersion:FiveForcesModelandKeyFactorsSource:MichaelPorteradaptedbyCheriSpeierDeficitsoftheFiveForces•Neglectssocietaltrends•Neglectsnewregulation•Neglectsmacro-economicperspective•Neglectsorganizationalidiosyncracies•Neglectstechnologicalissues•NeglectsthepeoplesideofanindustryConclusion:TheIndustryStructurePerspectiveSaysthatSuccessfulStrategiesShould:•Minimizebuyerpower•(e.g.,buildcustomerloyalty)•Offsetsupplierpower–(e.g.,alternativesource(s))•Avoidexcessiverivalry–(e.g.,attackemergingvsentrenchedsegments)•Raisebarrierstoentry–(e.g.,makepreemptiveinvestments)•Reducethethreatofsubstitution–(e.g.,incorporatetheirbenefits)2.IndustryStructuresContinuumofIndustryStructuresFragmentedManyfirms,nodominantfirmFewfirms,shareddominance(oligopoly,duopoly)ConsolidatedOnefirmoronedominantfirm(monopoly)Source:CharlieCookConcentrationEntryandExitBarriersProductDifferentiationInformationPerfectCompetitionManyfirmsNobarriersHomogeneousProductPerfectInformationflowOligopolyDuopolyMonopolyAfewfirms2firmsOnefirmSignificantbarriersHighbarriersPotentialforproductdifferentiationImperfectavailabilityofinformationTheSpectrumofIndustryStructuresSource:Grant;GSBTechnologyCenter3.MarketStructures:BCG’sStrategicEnvironmentsMatrixSmallBigSIZEOFADVANTAGEManyFewSOURCESOFADVANTAGEFRAGMENTEDSPECIALIZATIONapparel,housebuildingpharmaceuticals,luxurycarsjewelryretailing,sawmillschocolateconfectionerySTALEMATEVOLUMEbasicchemicals,volumejetengines,foodsupermarketsgradepaper,motorcycles,standardwholesalebankingmicroprocessorsSource:BCG,GSBTechnologyCenterBCG’sAnalysisoftheStrategicCharacteristicsofSpecializationBusinesseshighlowENVIRONMENTALVARIABILITYABILITYTOSYSTEMATIZElowhighCREATIVEEXPERIMENTALfashion,toiletries,magazinesgeneralpublishingfoodproductsPERCEPTIVEANALYTICALhightechluxurycars,confectionerypapertowelsSource:BCG,GSBTechnologyCenter4.StrategicGroupsWithinIndustries•Theconceptofstrategicgroups–Withinanindustry,acompetitorgroupingusingsimilarstrategiesthatdifferfromotherindustrygroups.•Implicationsofstrategicgroups–Theclosestindustrycompetitorsarethoseinthegroup.–Thevariousindustrygroupsaredifferentiallyandcompetitivelyadvantagedandpositioned.–Mobilitybarriersinhibitthemovementofcompetitorsfromonestrategicgrouptoanother.Source:CharlieCookTheConceptofStrategicGroupsSource:Heene2002StrategicGroupExample:PharmaceuticalSource:CharlieCookStrategicGroupFramework(axesandbubbledimensionmayvary)SimpleStrategicGroupExamples:FashionIndustry1.SETTOREABBIGLIAMENTOALTABASSAQUALITÀBASSOALTOPREZZOBENETTONSYSLEYKOOKAYSTEFANELStrategicGroup:ComputerResellers5.GartnerMagicQuadrant•TheGartnerMagicQuadrant(MQ)isthebrandnameforaseriesofmarketresearchreportspublishedbyGartnerInc.,aUS-basedresearchandadvisoryfirm.AccordingtoGartner,theMagicQuadrantaimstoprovideaqualitativeanalysisintoamarketanditsdirection,maturityandparticipants.•Theiranalysesareconductedforseveralspecifictechnologyindustriesandareupdatedevery1–2years.PositioningTechnologyPlayersWithinaSpecificMarket•Whoarethecompetingplayersinthemajortechnologymarkets?Howaretheypositionedtohelpyouoverthelonghaul?GartnerMagicQuadrantsareaculminationofresearchinaspecificmarket,givingyouawide-angleviewoftherelativepositionsofthemarket'scompetitors.Byapplyingagraphicaltreatmentandauniformsetofevaluationcriteria,aGartnerMagicQuadrantquicklyhelpsyoudigesthowwelltechnologyprovidersareexecutingagainsttheirstatedvision.GartnerGroupMagicQuadrantsHowDoMagicQuadrantsWork?•MagicQuadrantsprovideagraphicalcompetitivepositioningoffourtypesoftechnologyproviders,wheremarketgrowthishighandproviderdifferentiationisdistinct:•Leadersexecutewellagainsttheircurrentvisionandarewellpositionedfortomorrow.•Visionariesunderstandwherethemarketisgoingorhaveavisionforchangingmarketrules,butdonotyetexecutewell.•NichePlayersfocussuccessfullyonasmallsegment,orareunfocusedanddonotout-innovateoroutperformothers.•Challengersexecutewelltodayormaydominatealargesegment,butdonotdemonstrateanunderstandingofmarketdirection.LargeSmallDiversifiedGartnerGigaIDCTowerDurlacherForresterJupiterMMXNielsenGfKFraunhoferLinkCapGeminiErnst&YoungMetaComputerwireOvumDatamonitorYankeeGroupBurtonButlerAberdeenZonaHurwitzSeyboldITLabDelphiKPMGDieboldPricewaterhouseCoopersAccentureITAnalystIndustry:GartnerCompetitorsSpecializedBERLECONRESEARCHTheRadicatiGroupFrost&SullivanSemaGroupDeloitte&ToucheTechRepublicCambridgeTechnologyPartnersKennedyInformationResearchGroupDataQuestErnst&YoungConsultantsQuantitativeQualitati