Ericsson

Rationale for Industry Analysis First step in the process of strategy formulation for a firm is an understanding of the industry in which it operates The competitive environment in which firms offer products or services in an effort to compete for resources, customers, sales, and profits Underlying economics of the industries in which a firm competes plays an instrumental role in its performance External positioning Understanding threats and opportunities Key drivers of the industry Key success factors

Salient Issues Regarding Industry ▼All

companies face uncertain industry environments. ♦Managers

must position the organizations strategically in order to compete successfully. •This is what we call business definition. •Requires that managers understand the dynamics of their firms’ markets before formulating strategies.

Industry Life Cycles ▼Rapidly

growing markets (emerging industries) tend to be less competitive and often attract new entrants. ♦Usually

provide sufficient room in competitive space for making some mistakes. ▼Mature,

concentrated markets provide firms with very little breathing room. ♦Mistakes

by one firm can significantly impact entire

irm Performance & Industry ♦performance

of all firms in an industry will explain about 20% of the variation in the performance of any single firm in that industry. How Much Does Industry Matter? One cannot generalize that the “industry is all that matters.”

Average Return on Assets of Different Industries Pharmaceuticals Semiconductors

Temporary Help

Beverages Airlines

Metals

5%

8%

8%

6%

10%

13%

Average Return on Assets in the Automobile Industry: 1993 - 1997

High- and Low-Performing Firms in the Steel Industry

High- and Low-Performing Firms in the Pharmaceuticals Industry

The Five Forces Model Industry structure will impact the competitive behavior Firms’ conduct will influence the average performance of firms in that industry As intensity of forces increases, the industry environment becomes more hostile and overall industry profitability will decline.

Analyzing Industry Structure • Opportunities and threats are competitive challenges arising from changes in industry conditions. • Analytic tools such as the five forces model help managers formulate appropriate strategic responses.

Five Forces Model

Barriers to Entry Economies of Scale Experience effects Brand Identification Switching Costs Technology Capital Bargaining Power of Suppliers

Number of Important Suppliers Importance of components supplies

Threat of New Entrants

Industry Competitors y of Intensit Rivalry

Threat of Substitutes

Number of Firms Industry Growth Rate Excess Capacity Number of Important Buyers Importance to Buyers Bargaining Power of Buyers

Availability of close Substitutes Value price ratio

Potential Competitors •New entrants into an industry threaten incumbent companies. •Barriers to entry: – Brand loyalty – Absolute cost advantages – Economies of scale – Switching costs – Government regulation •Entry barriers reduce the threat of new and additional competition.

Rivalry Among Established Companies • The intensity of competitive rivalry in an industry arises from: –Industry’s competitive structure. –Demand (growth or decline) conditions in industry. –Height of industry exit barriers.

Competitive Structure Continuum of Industry Structures Fragmented Many firms, no dominant firm

Few firms, shared dominance (oligopoly)

Consolidated One firm or one dominant firm (monopoly)

The Bargaining Power of Buyers • Buyers are most powerful when: – There are many small sellers and few large buyers. – Buyers purchase in large quantities. – A single buyer is a large customer to a firm. – Buyers can switch suppliers at low cost. – Buyers purchase from multiple sellers at once. – Buyers can easily vertically integrate to compete with suppliers.

The Bargaining Power of Suppliers •Suppliers have bargaining power when: – Their products have few substitutes and are important to buyers. – The buyer’s industry is not an important customer to the supplier. – Differentiation makes it costly for buyers to switch suppliers. – Suppliers can vertically integrate forward to compete with buyers and buyers can’t integrate backward to supply their own needs.

Substitute Products • The competitive threat of substitute products increases as they come closer to serving similar customer needs. Far

Close

A Sixth Force: Complementors

• Complementors: –Companies whose products are sold in tandem with another company’s products. –Increased supply of a complementary product collaterally increases demand for the primary product. • Example: –Faster CPU chips fuel sales of personal computers.

Steel: A Five Force Conspiracy

▼Consistent

♦All

low industry performance average.

but one of the five forces are intense.

•Remember that as the intensity of any of the forces becomes higher, the industry becomes less attractive and industry performance tends to decline. ▼Threat

of Entry

♦Threat

is very real. Initial investment required is very large, but several Minimills have entered industry in last 25 years.

▼Threat

of Substitutes

♦Significant

factor in this industry.

•Aluminum •Plastics •Composite materials ▼Power

♦Also

of Steel Buyers significant.

•Small number of companies account for very large proportion of steel purchases. Normal threat is to take their business elsewhere.

▼Rivalry

♦Very

intense.

•Key reason is the significant overcapacity which still exists today despite the closing of many mills over the last 20 years. –Mills try to keep running at full capacity in order to spread their fixed costs over a large volume. –Price of steel today is about the same as 20 years ago

Pharmaceuticals: Best of all Possible Industry Worlds? Marked contrast to steel industry. ♦Suppliers

exercise little power because most of raw materials are commodities that can be obtained from a large number of suppliers. ▼Significant

barriers to entry reduce the threat of new entrants. ♦R&D

costs and personnel. ♦Operating finances for many years while new drugs are developed and approved by FDA. ♦Must build large professional sales force.

▼Few

true substitutes exist.

♦Very

small market (in relative terms) of natural medicines. ♦Healthy

living styles have not been adopted by majority of U.S. population. ▼Buyers

exercise very little control.

♦Sick

patients typically do not argue with drug company over price of product. •Normally, insurance company pays the bill.

▼Rivalry. ♦Industry

enjoys an almost “friendly” competition. •Patent protection for 17 years. ▼Summary ♦Low

intensity of all five forces helps to explain the high performance of firms in this industry. •New HMO realities may change that situation. Many patents due to expire soon.

Two options if firms are in unattractive industries: •Diversify their firms away from or exit completely the industry. –Firms often lack sufficient resources to do this. –Diversification can be risky for firms with little diversification experience.

•Attempt to minimize the impact of any of the forces that are acting to make the industry unattractive. –Shield or protect their companies from the power of the forces. Certain action may lead to allegations of collusion or other unfair practices (Microsoft vs. Justice Department).

Evolution of Computer Industry was inconsistent with Porter’s Five Force Model. ♦Barriers

to new entrants non-

existent ♦Entrenched

incumbents experienced declines in profitability. ♦New

frameworks and models needed.

Dynamic Nature of Industry Environment Personal

Computers

Xerox

Beetle

Daimler-Chrysler

Competing In An Era of Dynamism ▼Managers must actively anticipate the future. ▼Innovation

is more important than imitation. ▼The

advantages of thinking like an outsider. ▼Beware

of success -- might lead to complacency