bab 5 analisis industri dan persaingan
DESCRIPTION
Bab 5 Analisis Industri Dan Persaingan. Tujuan. Mahasiswa mampu menjelaskan ancaman dalam persaingan industri Mahasiswa mampu menjelaskan konsep persaingan industri Mahasiswa mampu menjelaskan strategi bersaing perusahaan berdasarkan perannya di pasar sasaran. - PowerPoint PPT PresentationTRANSCRIPT
Tujuan
1. Mahasiswa mampu menjelaskan ancaman dalam persaingan industri
2. Mahasiswa mampu menjelaskan konsep persaingan industri
3. Mahasiswa mampu menjelaskan strategi bersaing perusahaan berdasarkan perannya di pasar sasaran
Induce your competitors not to invest in Induce your competitors not to invest in those products, markets and services those products, markets and services where you expect to invest the most … where you expect to invest the most … that is the fundamental rule of strategy.that is the fundamental rule of strategy. Bruce Henderson, Founder of BCGBruce Henderson, Founder of BCG
There is nothing more exhilarating than There is nothing more exhilarating than to be shot at without result.to be shot at without result. Winston ChurchillWinston Churchill
Five Forces Determining Segment Structural Attractiveness
Potential Entrants(Threat ofMobility)
Potential Entrants(Threat ofMobility)
Buyers(Buyer power)
Substitutes(Threats ofsubstitutes)
Suppliers(Supplier power)
Suppliers(Supplier power)
IndustryCompetitors
(Segment rivalry)
Analyzing Competitors
CompetitorCompetitorActionsActions
ObjectivesObjectives
Strengths &Strengths &WeaknessesWeaknesses
ReactionReactionPatternsPatterns
StrategiesStrategies
Industry Competition
• Number of Sellers - Degree of Differentiation• Entry, Mobility, Exit barriers• Cost Structure• Degree of Vertical Integration• Degree of Globalization
Struktur Industri
• Monopoli • Oligopoli• Persaigan monopolistik• Persaingan Murni
Barriers and Profitability
Low, stablereturnsLowLow
High, stablereturnsHighHigh
LowLow
Low, riskyreturns
High, riskyreturns
HighHigh
En
try
Bar
rier
sE
ntr
y B
arri
ers
Exit barriersExit barriers
HighHigh
LowHigh
LowLow
Qu
alit
yQ
ual
ity
Vertical IntegrationVertical Integration
Strategic Groups in the Major Appliance Industry
Group A•Narrow line•Lower mfg. cost•Very high service•High price
Group D•Broad line•Medium mfg. cost•Low service•Low price
Group C•Moderate line•Medium mfg. cost•Medium service•Medium price
Group B•Full line•Low mfg. cost•Good service•Medium price
Competitor’s Expansion Plans
Markets
Pro
duct
s
IndividualUsers
Commercial & Industrial Educational
PersonalComputers
HardwareAccessories
Software
Dell
Informasi Kekuatan dan Kelemahan
1. Pangsa pasar (share of market) - Pangsa pesaing atas pasar sasaran.
2. Pangsa ingatan (share of mind) - Persentase pelanggan yang menyebut nama pesaing dalam menanggapi pertanyaan, “sebutkan perusahaan pertama di industri ini yang ada di dalam pikiran Anda.”
3. Pangsa hati (share of heart) - Persentase pelanggan yang menyebut nama pesaing dalam menangapi pertanyaan, “Sebutkan perusahaan yang produknya lebih Anda sukai untuk dibeli.”
Seleksi Pesaing
• Pesaing Kuat vs Pesaing Lemah• Pesaing Dekat vs Jauh• Pesaing yang “baik” vs “buruk”
Hypothetical Market Structure & Strategies
40%
Marketleader
30%
Marketchallenger
20%
Marketfollower
Expand Market
Defend Market Share
Expand Market Share
Attack leader
Status quoImitate
10%
Marketnicher
Special-ize
Optimal Market SharePro
fita
bili
ty
Market share0% 25% 50% 75% 100%
Optimal market share
“Nichemanship”
• End-user specialist• Vertical-level specialist• Customer-size specialist• Specific-customer specialist• Geographic specialist• Product or product-line specialist• Product-feature specialist• Job-shop specialist• Quality-price specialist• Service specialist• Channel specialist
Balance
CompetitionCustomer
+ Fighter orientation+ Alert
+ Exploit weaknesses- Reactive
+ opportunities+ Long-run profit
+ Emerging needs & groups