Business Policy
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hitt_ppt_12e_ch02.pptxChapter 2 The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis
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Learning Objectives
Studying this chapter should provide you with the strategic management knowledge needed to:
Explain the importance of analyzing and understanding the firm’s external environment.
Define and describe the general environment and the industry environment.
Discuss the four activities of the external environmental analysis process.
Name and describe the general environment’s seven segments.
Identify the five competitive forces and explain how they determine an industry’s profitability potential.
Define strategic groups and describe their influence on firms.
Describe what firms need to know about their competitors and different methods (including ethical standards) used to collect intelligence about them.
1–2
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The External Environment
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General Environment
Dimensions in the broader society that influence an industry and the firms within it:
demographic
economic
political/legal
sociocultural
technological
global
physical
2–4
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The General Environment: Segments and Elements
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Industry Environment
The set of factors directly influencing a firm and its competitive actions and competitive responses:
threat of new entrants
power of suppliers
power of buyers
threat of product substitutes
intensity of rivalry among competitors
2–6
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Competitor Analysis
Gathering and interpreting information about all of the companies that the firm competes against.
Understanding the firm’s competitor environment complements the insights provided by studying the general and industry environments.
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External Environmental Analysis
General Environment
Focused on the future
Industry Environment
Focused on factors and conditions influencing a firm’s profitability within an industry
Competitor Environment
Focused on predicting the dynamics of competitors’ actions, responses and intentions
2–8
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Components of the External Environmental Analysis
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Opportunities and Threats
Opportunity
A condition in the general environment that, if exploited effectively, helps a firm achieve strategic competitiveness.
Threat
A condition in the general environment that may hinder a firm’s efforts to achieve strategic competitiveness.
2–10
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Segments of the General Environment
The demographic segment
Population size
Age structure
Geographic distribution
Ethnic mix
Income distribution
Segments of the General Environment (cont’d)
The Economic Segment
Uncertainty in:
market growth rates
consumer demand
inflation and interest rates
trade deficits or surpluses
budget deficits or surpluses
personal and business savings rates
gross domestic product
2–12
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The Political/Legal Segment
Regulations
Consumer privacy laws
Lobbying
Antitrust, deregulation laws
Taxation
2–13
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Segments of the General Environment (cont’d)
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The Sociocultural Segment
Changing attitudes and cultural values
Attitudes and approaches to health care
Attitudes about quality of worklife
Diverse and aging workforce
Women in the workplace
Concerns about environment
Shifts in work and career preferences
Shifts in product and service preferences
2–14
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Segments of the General Environment (cont’d)
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The Technological Segment
Product innovations
Rapid technological change and the risk of disruption
Knowledge application
Growth of the Internet
New communication technologies
2–15
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Segments of the General Environment (cont’d)
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Segments of the General Environment (cont’d)
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Important geopolitical trends
Critical global niche markets
Growth of the informal economy
Different cultural and institutional attributes
Global focusing
The Physical Environment Segment
Emerging trends oriented to sustaining the world’s physical environment
Recognition of the interactive influence of ecological, social, and economic systems
Growing concerns for sustainable industry development and increased corporate social responsibility for the future effects of globalized operations
2–17
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Segments of the General Environment (cont’d)
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Industry Environment Analysis
Industry Defined
A group of firms producing products that are close substitutes
Competitive strategies to pursue above-average returns when competing in a particular industry
An industry’s structural characteristics influence a firm’s choice of strategies
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The Five Forces of Competition Model
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Threat of New Entrants: Barriers to Entry
Economies of scale
Product differentiation
Capital requirements
Switching costs
Access to distribution channels
Cost disadvantages independent of scale
Government policy
Expected retaliation
2–20
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Barriers to Entry
Economies of Scale
Marginal improvements in efficiency that a firm experiences as it incrementally increases its size.
Factors (advantages and disadvantages) related to large and small-scale entry include:
flexibility in pricing and market share
costs related to scale economies
competitor retaliation
2–21
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Barriers to Entry (cont’d)
Product Differentiation
Unique products
Customer loyalty
Products at competitive prices
Capital Requirements
Physical facilities
Inventories
Marketing activities
Availability of capital
Switching Costs
One-time costs customers incur buying from a different supplier:
new equipment
retraining employees
psychic costs of ending a relationship
Distribution Channel Access
Stocking or shelf space
Price breaks
Cooperative advertising allowances
2–22
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Barriers to Entry (cont’d)
Cost Disadvantages Independent of Scale
Proprietary product technology
Favorable access to raw materials
Desirable locations
Government Policy
Licensing and permit requirements
Deregulation of industries
Expected Retaliation
Responses by existing competitors may depend on a firm’s present stake in the industry (available business options)
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Bargaining Power of Suppliers
Supplier power increases when:
suppliers are large and few in number.
suitable substitute products are not available.
individual buyers are not large customers of suppliers and there are many of them.
suppliers’ goods are critical to the buyers’ marketplace success.
suppliers’ products create high switching costs.
suppliers pose a threat to integrate forward into buyers’ industry.
2–24
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Bargaining Power of Buyers
Buyer power increases when:
buyers are large and few in number.
buyers purchase a large portion of an industry’s total output.
buyers’ purchases are a significant portion of a supplier’s annual revenues.
buyers’ switching costs are low.
buyers can pose threat to integrate backward into the sellers’ industry.
2–25
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Threat of Substitute Products
The threat of substitute products increases when:
buyers face few switching costs.
the substitute product’s price is lower.
substitute product’s quality and performance are equal to or greater than the existing product.
Differentiated industry products that are valued by customers reduce this threat
2–26
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Intensity of Rivalry Among Competitors
Industry rivalry increases when:
there are numerous or equally balanced competitors.
industry growth slows or declines.
there are high fixed costs or high storage costs.
there is a lack of differentiation opportunities or low switching costs.
when the strategic stakes are high.
when high exit barriers prevent competitors from leaving the industry.
2–27
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Interpreting Industry Analyses
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Low entry barriers
Unattractive industry
Suppliers and buyers have strong positions
Strong threats from substitute products
Intense rivalry among competitors
(Low profit potential)
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Interpreting Industry Analyses (cont’d)
2–29
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Attractive industry
High entry barriers
Suppliers and buyers have weak positions
Few threats from substitute products
Moderate rivalry among competitors
(High profit potential)
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Strategic Groups
Strategic Group Defined
A set of firms emphasizing similar strategic dimensions and using similar strategies.
Intra-strategic group competition is more intense than is inter-strategic group competition due to similar:
market positions
products
strategic actions
2–30
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Strategic Groups
Strategic Dimensions
Extent of technological leadership
Product quality
Pricing policies
Distribution channels
Customer service
Implications
Intense competitive rivalry within a group threatens profitability of all group members
Strengths of the five forces differ across strategic groups
The closer the groups are in their strategies, the greater the rivalry between groups
2–31
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Competitor Analysis
Competitor Intelligence
The ethical gathering of needed information and data that provides understanding of what:
drives the competitor, as shown by its future objectives.
the competitor is doing and can do, as revealed by its current strategy.
the competitor believes about the industry, as shown by its assumptions.
the competitor’s capabilities are, as shown by its strengths and weaknesses.
2–32
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2–33
Competitor Analysis (cont’d)
How do our goals compare with our competitors’ goals?
Where will the emphasis be placed in the future?
What is the attitude toward risk?
Future Objectives
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2–34
Competitor Analysis (cont’d)
How are we currently competing?
Does this strategy support changes in the competitive structure?
Future Objectives
Current Strategy
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2–35
Competitor Analysis (cont’d)
Do we assume the future will be volatile?
Are we operating under a status quo?
What assumptions do our competitors hold about the industry and themselves?
Future Objectives
Current Strategy
Assumptions
35
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2–36
Competitor Analysis (cont’d)
What are our strengths and weaknesses?
How do we rate compared to our competitors?
Future Objectives
Current Strategy
Assumptions
Capabilities
36
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2–37
Competitor Analysis (cont’d)
What will our competitors do in the future?
Where do we hold an advantage over our competitors?
How will this change our relationship with our competitors?
Future Objectives
Current Strategy
Assumptions
Capabilities
Response
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Competitor Analysis Components
2–38
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Complementors
Complementors
The network of companies that sell complementary products or services or are compatible with the focal firm’s own product or service.
If a complementor’s product or service adds value to the sale of the focal firm’s product or service, it is likely to create value for the focal firm.
However, if a complementor’s product or service is in a market into which the focal firm intends to expand, the complementor can represent a formidable competitor.
2–39
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Ethical Considerations
Practices considered both legal and ethical:
Obtaining publicly available information
Attending trade fairs and shows to obtain competitors’ brochures, viewing their exhibits, and listening to discussions about their products
Practices considered both unethical and illegal:
Blackmail
Trespassing
Eavesdropping
Stealing drawings, samples, or documents
2–40
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