产业和竞争力分析(1)

INDUSTRYANDCOMPETITIVEANALYSISCHAPTER2“Analysisisthecriticalstartingpointofstrategicthinking.”“Quote”ChapterOutline•RoleofSituationAnalysisinStrategy-Making•MethodsofIndustryandCompetitiveAnalysis–Industry’sDominantEconomicTraits–Industry’sCompetitiveForces–DriversofIndustryChange–CompetitivePositionsofRivals–CompetitiveMovesofRivals–KeySuccessFactors–Conclusions:OverallIndustryAttractiveness•ConductinganIndustryandCompetitiveAnalysisGoodSituationAnalysisLeadstoGoodStrategicChoices1.Industry’sdominanteconomictraits2.Natureofcompetition&strengthofcompetitiveforces3.Driversofindustrychange4.Competitivepositionofrivals5.Strategicmovesofrivals6.Keysuccessfactors7.Conclusionsaboutindustryattractiveness(Chapter2)AssessIndustry&CompetitiveConditions1.Assessmentofcompany’spresentstrategy2.Strengths,weaknesses,opportunities,&threats3.Company’scostscomparedtorivals4.Strengthofcompany’scompetitiveposition5.Strategicissuestobeaddressed(Chapter3)AssessCompanySituationIdentifyStrategicOptionsfortheCompanySelecttheBestStrategyfortheCompany-Competitive/BusinessUnitOptionsChapter4&otherChaptersQuestion1:WhatAretheIndustry’sDominantEconomicTraits?•Marketsizeandgrowthrate•(Scopeofcompetitiverivalry)•Numberofcompetitorsandtheirrelativesizes•Prevalence(流行）ofbackward/forwardintegration•Entry/exitbarriers•Natureandpaceoftechnologicalchange•Productandcustomercharacteristics•Scaleeconomiesandexperiencecurveeffects•Capacityutilizationandresourcerequirements•(Industryprofitability)TheExperienceCurveEffect•Anexperiencecurveexistswhenunitcostsdeclineascumulativeproductionvolumeincreasesbecauseof–Accumulatingproductionknow-how–Growingmasteryofthetechnology•Thebiggertheexperiencecurveeffect,thebiggerthecostadvantageofthefirmwiththelargestcumulativeproductionvolumeCostAdvantagesofDifferentExperienceCurveEffects$1$1.90.80.70.81.64.49.729.512.34310%CostReduction20%CostReduction30%CostReduction1MillionUnits2MillionUnits4MillionUnits8MillionUnitsCostperUnitRelevanceofKeyEconomicFeaturesEconomicFeatureMarketSizeMarketgrowthrateCapacitysurpluses/shortagesIndustryprofitabilityEntry/exitbarriersProductisbig-ticketitemforbuyersStandardproductsRapidtechnologicalchangeCapitalrequirementsVerticalintegrationEconomiesofscaleRapidproductinnovationStrategicImportanceSmallmarketsdon’ttendtoattractnewfirms;largemarketsattractfirmslookingtoacquirerivalswithestablishedpositionsinattractiveindustriesFastgrowthbreedsnewentry;slowgrowthspawns（孕育）increasedrivalry&shake-outofweakrivalsSurplusespushprices&profitmarginsdown;shortagespullthemupHigh-profitindustriesattractnewentrants;depressedconditionsleadtoexitHighbarriersprotectpositionsandprofitsofexistingfirms;lowbarriersmakeexistingfirmsvulnerabletoentryMorebuyerswillshopforlowestprice(big-ticket=highprice)Buyershavemorepowerbecauseit’seasiertoswitchfromsellertosellerRaisesrisk;investmentsintechnologyfacilities/equipmentmaybecomeobsoletebeforetheywearoutBigrequirementsmakeinvestmentdecisionscritical;timingbecomesimportant;createsabarriertoentryandexitRaisescapitalrequirements;oftencreatescompetitive&costdifferencesamongfullyvs.partiallyvs.non-integratedfirmsIncreasesvolume&marketshareneededtobecostcompetitiveShortensproductlifecycle;increasesriskbecauseofopportunitiesforleapfroggingQuestion2:WhatisCompetitionLike&HowStrongAretheCompetitiveForces?•Toidentify–Mainsourcesofcompetitiveforces–Strengthoftheseforces•Keyanalyticaltool–FiveForcesModelofCompetitionObjectiveFiveForcesModelofCompetitionSubstituteProducts(offirmsinotherindustries)RivalryAmongCompetingSellersPotentialNewEntrantsSuppliersofKeyInputsBuyersSubstituteProducts(offirmsinotherindustries)RivalryAmongCompetingSellersPotentialNewEntrantsBargainingPowerandLeverageofSuppliersofKeyInputsBargainingPowerandLeverageofBuyersAnalyzingtheFiveCompetitiveForces:HowtoDoIt•Assessstrengthofeachcompetitiveforce(Strong?Moderate?Weak?)–Rivalryamongcompetitors–Substituteproducts–Potentialentry–Bargainingpowerofsuppliers–Bargainingpowerofbuyers•Explainhoweachforceactstocreatecompetitivepressure•Decidewhetheroverallcompetitionisbrutal,fierce,strong,normal/moderate,orweakandhowcaninfluencefutureperformanceofthecompetingcompaniesRivalryAmongCompetingSellers•Usuallythemostpowerfulofthefiveforces•Checkwhichweaponsofcompetitiverivalryaremostactivelyusedbyrivalsinjockeying（嗣机寻找）forposition–Price–Quality–Performancefeaturesoffered–Customerservice–Warranties/guarantees–Advertising/promotions–Dealernetworks–ProductinnovationWhatCausesRivalrytoBeStronger?•Slowmarketgrowth•Costsmoretogetoutofbusinessthantostayin(Exitbarriers)•Industryconditionstempt（诱惑）somefirmstogoontheoffensivetoboostvolumeandmarketshare(ScaleEconomiesorLearningCurvetobeachieved)•Asuccessfulstrategicmovecarriesabigpayoff（决定性招数）•Oneormorefirmsinitiatesmovestobolster（支持）theirstandingatexpenseofrivals•Customershavelowcostsinswitchingbrands•Lotsoffirms,moreequalinsizeandcapability•Firmshavediversestrategies,corporatepriorities,resources,andcountriesoforiginCompetitiveForceofPotentialEntry•Seriousnessofthreatdependson