周长辉战略管理课件hill7e_basic_ch02.ppt

Chapter Two External Analysis: The Identification of Opportunities and Threats External Analysis External Analysis requires an assessment of: Industry environment in which company operates Competitive structure of industry Competitive position of the company Competitiveness and position of major rivals The country or national environments in which company competes The wider socioeconomic or macroenvironment that may affect the company and its industry Social Government External Analysis: Opportunities and Threats Industry Analysis: Defining an Industry Industry A group of companies offering products or services that are close substitutes for each other and that satisfy the same basic customer needs Industry boundaries may change as customer needs evolve and technology changes Sector A group of closely related industries Market Segments Distinct groups of customers within an industry Can be differentiated from each other with distinct attributes and specific demands The Computer Sector: Industries and Market Segments Porter’s Five Forces Model ? Risk of Entry by Potential Competitors ? Rivalry Among Established Companies ? Bargaining Power of Buyers ? Bargaining Power of Suppliers ? Substitute Products Strategic Groups Within Industries Strategic Groups in the Pharmaceutical Industry Industry Life Cycle Analysis Embryonic – industry just beginning to develop Rivalry based on perfecting products, educating customers, and opening up distribution channels. Growth – first-time demand takes-off with new customers Low rivalry as focus is on keeping up with high industry growth. Shakeout – demand approaches saturation, replacements Rivalry intensifies with emergence of excess productive capacity. Mature – market totally saturated with low to no growth Industry consolidation based on market share, driving down price. Decline – industry growth becomes negative Rivalry further intensif