strategic management lecture 2
DESCRIPTION
This is Lecture 2 of Strategic Management subjectTRANSCRIPT
External Environmental Analysis
Strategic Management
• Diagnosing a company’s situation has two facets
– Assessing the company’s external ormacro-environment (Societal or General Environment)
• General environment conditions
• Forces acting to reshape this environment
– Assessing the company’s internal ormicro-environment (Specific or task Environment)
• Market position and competitiveness
• Competencies, capabilities, resource strengthsand weaknesses, and competitiveness
Understanding the Factors that Determine a Company’s Situation
From Thinking Strategically about theCompany’s Situation to Choosing a Strategy
The Components of a Company’s Macro-environment
Thinking Strategically about aCompany’s Macro-environment• A company’s macro-environment includes all relevant factors and
influences outside its domain• Diagnosing a company’s external situation involves assessing
strategically important factors that have a bearing on the decisions a company’s makes about its– Direction– Objectives– Strategy– Business model
• Requires that company managers scanthe external environment to– Identify potentially important external developments– Assess their impact and influence– Adapt a company’s direction and strategy as needed
Environmental Scanning
• General Environment/ Societal environment
1. Economic forces that regulate exchange of materials, money, energy, and information
2. Technological forces that generate problem solving
3. Political –legal forces that allocate power and provide constraining and protecting laws and regulations
4. Socio-cultural forces that regulate the values, mores, and customs of society
Prentice Hall, 2000 Chapter 3 7
Some Important Variables in the Societal Environment
Economic
GDP trends
Interest rates
Money supply
Inflation rates
Unemployment levels
Wage/price controls
Devaluation/revaluation
Energy availability and cost
Disposable and discretionary income
Technological
Total government spending for R&D
Total industry spending for R&D
Focus of technological efforts
Patent protection
New products
New developments in technology transfer from lab to marketplace
Productivity improvements through automation
Political-Legal
Antitrust regulations
Environmental protection laws
Tax laws
Special incentives
Foreign trade regulations
Attitudes toward foreign companies
Laws on hiring and promotion
Stability of government
Socio-cultural
Lifestyle changes
Career expectations
Consumer activism
Rate of family formation
Growth rate of population
Age distribution of population
Regional shifts in population
Life expectancies
Birth rates
Important variables in International Societal Environment
Economic Technological Political-legal Socio-cultural
Economic Development
Per capita income
GDP tends
Monetary and Fiscal policies
Employment level
Currency convertibility
Nature of competition
Regulation in technology transfer
Energy availability
Natural resource availability
Skill level of workforce
Patent-trademark protection
Internet availability
Telecommunication
infrastructure
Form of government
Political ideology
Tax laws
Stability of government
Regulation of foreign ownership
Trade regulations
Foreign policies
Terrorist activity
Legal system
Customs, norms, values
Language
Demographics
Life-styles
Religious beliefs
Attitude towards foreigners
Literacy level
Human rights
Environmentalism
Key Questions Regarding theIndustry and Competitive Environment
What are the industry’s dominant traits?
How strong are competitive forces?
What forces are driving change in the industry?
What market positions do rivals occupy? What moves will they make next?
What are the key factors for competitive success?
How attractive is the industry from a profit perspective?
Question 1: What are the Industry’s
Dominant Economic Traits?• Analyzing a company’s industry and
competitive environment begins with identifying an industry’s dominant economic features and forming a picture of what the industry landscape is like
• It not only sets the stage for the analysis to come but also promotes understanding of the kind of strategic moves that industry members are likely to employ
• Market size and growth rate• Number of rivals• Scope of competitive rivalry• Buyer needs and requirements• Degree of product differentiation• Product innovation• Supply/demand conditions• Pace of technological change• Vertical integration• Economies of scale• Learning and experience curve effects
Question 1: What are the Industry’s
Dominant Economic Traits?
What to Consider in Identifying an Industry’s Dominant FeaturesWhat to Consider in Identifying an Industry’s Dominant Features
FeaturesFeatures Questions to answerQuestions to answer
Market size and Market size and growth rategrowth rate
How big is the industry and how fast it is growing? How big is the industry and how fast it is growing? What does the industry’s position in the business What does the industry’s position in the business life cycle (early development, rapid growth, early life cycle (early development, rapid growth, early maturity, maturity, stagnation, decline) reveal maturity, maturity, stagnation, decline) reveal about the industry’s growth position? about the industry’s growth position?
Scope of Scope of competitive competitive
rivalryrivalry
Is the geographic area over which most companies Is the geographic area over which most companies compete local, regional, national, multinational, or compete local, regional, national, multinational, or global? Is having a presence in foreign markets global? Is having a presence in foreign markets becoming more important to a company’s long-becoming more important to a company’s long-term competitive success?term competitive success?
Number of RivalsNumber of Rivals Is the industry fragmented into many small Is the industry fragmented into many small companies or dominated by a few large firms? companies or dominated by a few large firms? Is the industry going through a period of Is the industry going through a period of consolidation to a smaller number of competitors?consolidation to a smaller number of competitors?
Buyer needs and Buyer needs and requirementsrequirements
What are the final buyers (as well middlemen) What are the final buyers (as well middlemen) looking for – what attributes prompt to choose one looking for – what attributes prompt to choose one brand over another? brand over another? Are buyers needs or requirements Are buyers needs or requirements changing? If so what is driving such changes?changing? If so what is driving such changes?
Production Production CapacityCapacity
Is a surplus capacity pushing prices and profits Is a surplus capacity pushing prices and profits down? down? Is the industry overcrowded with too many Is the industry overcrowded with too many competitors?competitors?
Production Production CapacityCapacity
Is a surplus capacity pushing the prices and profit Is a surplus capacity pushing the prices and profit margins down? margins down? Is the industry over crowded with too many Is the industry over crowded with too many competitors?competitors?
Pace of Pace of Technological Technological
ChangeChange
What role does technology play in this industry? What role does technology play in this industry? Are ongoing Are ongoing upgrades of facilities/ equipment essential because of upgrades of facilities/ equipment essential because of rapidly advancing production process technologies? rapidly advancing production process technologies? Do most industry Do most industry members have a need for strong technological members have a need for strong technological capabilities? Why?capabilities? Why?
Degree of Degree of Product Product
DifferentiationDifferentiation
Are the products of rivals becoming differentiated or Are the products of rivals becoming differentiated or less differentiated? less differentiated? Are increasing look alike products of rivals causing Are increasing look alike products of rivals causing heightened price competition?heightened price competition?
Product Product InnovationInnovation
Is the industry characterized by rapid product innovation and Is the industry characterized by rapid product innovation and short product life cycle? How important is R&D and product short product life cycle? How important is R&D and product innovation? Are there opportunities to overtake key rivals by innovation? Are there opportunities to overtake key rivals by
being first-to-market with next generation products?being first-to-market with next generation products?
Vertical Vertical IntegrationIntegration
Are some competitors in the industry partially or fully Are some competitors in the industry partially or fully integrated? Are there any important cost differences among fully integrated? Are there any important cost differences among fully versus partially versus non-integrated firms? Is there any versus partially versus non-integrated firms? Is there any competitive advantage or disadvantage associated with being competitive advantage or disadvantage associated with being fully or partially integrated?fully or partially integrated?
Economies of Economies of ScaleScale
Is industry characterized by economies of scale in purchasing, Is industry characterized by economies of scale in purchasing, manufacturing, and other activities? Do companies with high manufacturing, and other activities? Do companies with high scale operations have an important cost advantage over small scale operations have an important cost advantage over small scale firmsscale firms
Learning and Learning and experience experience curve effectscurve effects
Do some companies have a significant cost advantage Do some companies have a significant cost advantage because of their experience in performing particular because of their experience in performing particular activities?activities?
Question 2: What Kind of CompetitiveForces are Industry Members Facing?
• Objectives are to identify:
– Main sources of competitive forces
– Strength of these forces
• Key analytical tool
– Five Forces Modelof Competition
Fig. 3.3: The Five Forces Model of Competition
Analyzing the Five Competitive Forces: How to Do It
Step 1: Identify the specific competitivepressures associated with each ofthe five forces
Step 2: Evaluate the strength of eachcompetitive force -- fierce, strong,moderate to normal, or weak?
Step 3: Determine whether the collectivestrength of the five competitive forcesis conducive to earning attractive profits
Factors Affecting Threat of Entry
Threat of New Entrants/ Entry BarriersThreat of New Entrants/ Entry BarriersFactors HUF MUF Neutral MF HF comment
Economies of scale
Capital required
Access to distribution channels
Expected retaliation
Differentiation
Brand Loyalty
Experience Curve
Govt. Action
Low
Low
Ample
Low
Low
Low
Insignificant
Low
High
High
Restricted
High
High
High
Significant
high
Exit Barriers• Exit BarriersFactors HUF MUF Neutral MF HF Comments
Specialized Assets
Fixed Cost of Exit
Strategic interrelationship
Government Barriers
Hi
Hi
Hi
Hi
Low
Low
Low
Low
Weapons for Competing and Factors Affecting Strength of Rivalry
Weapons for Competing and Factors Affecting Strength of Rivalry
Competitive RivalryCompetitive Rivalry
Factors HUF MUF Neutral MF HF Comment
Composition of Competitors
Mkt. Growth rate
Scope of competition
Fixed storage Cost
Capacity Increase
Degree of differentiation
Strategic Stake
Equal Size
Slow
Global
High
Large
Commodity
High
Unequal Size
HighDomestic
Low
Small
High
Low
Factors Affecting Bargaining Power of Buyers
Power Of BuyerPower Of Buyer
Factors HUF MUF N MF HFA Comment
Number of Important buyers
Threat of Backward integration
Product supplied
Switching cost
% of buyer’s cost
Profit earned by buyerImportance to final quality of buyers Product.
Few
High
Commodity
High
High
Low
Low
Many
Low
Specialty
Low
Low
High
High
How Seller – Buyer Partnership Can Create Competitive Pressures
• Sellers that provide items to business have found it is in their mutual interest to collaborate closely on matters such as:- just in time inventories- order processing- electronic invoice payments- data sharing
• Dell has partnered with its largest PC customers to create an on line system for over 50,000 corporate customers, providing their employees- information on approved product configurations- paperless purchase orders- real time order tracking, invoicing, purchasing history and other efficiency tools- loading a customer’s software at the factory- installing asset tags so that customer setup time is minimal- helping customers upgrade their PC’s to next generation hardware and software
Fig. 3.7: Factors Affecting Bargaining Power of Suppliers
Power of SupplierPower of Supplier
Factors HUF MUF N MF HF Comment
No, of important Suppliers
Switching cost
Availability of substitutes
Threat of forward integration
Importance of Buyer industry to suppliers
Importance of supplier’s product to the buyer’s business
Few
High
Difficult
High
Buys small Proportion
High Importance
Many
Low
Many
Low
Buys large proportion
Low Importance
How Seller-Buyer Partnership Can Create Competitive Pressures
1. Reduce inventory and logistic costs
2. Speed the availability of next generation components
3. Enhance the quality of parts and components being supplied and reduce defect rates
4. Squeeze the cost savings for both themselves and suppliers
Factors Affecting Competition From Substitute Products
Threat Of Substitute ProductThreat Of Substitute Product
Factors HUF MUF N MF HF CommentThreat of Obsolescence of Industry’s product
Aggressiveness of substitute products in promotion
Switching Cost
Perceived price/ value
Hi
Hi
Low
Hi
Low
Low
High
Low
Overall Industry AttractivenessOverall Industry Attractiveness
Factors Unfavorable Neutral FavorableEntry Barriers
Exit Barriers
Rivalry among existing firms
Power of buyers
Power of Suppliers
Threat of substitutes
Is the Collective Strength of the Five Competitive Forces Conducive
to Good Profitability? • As a rule, stronger the collective impact of the five
forces, the lower the combined profitability of industry participants
• Fierce to strong competitive pressures come from all five forces driving industry profitability to unacceptably low levels
• An industry can be competitively unattractive even when not all five forces are strong
• Intense competitive pressure from just two or three forces may suffice to destroy the conditions for good profitability and prompt some companies to exit the business
Matching Company Strategy to Competitive Conditions
• Effectively matching a company’s strategy to prevailing competitive conditions have two aspects:
1. Pursuing avenues that shield the firm from as many of the different competitive pressures as possible
2. Initiating actions calculated to produce sustainable competitive advantage, thereby shifting competition in company’s favor, putting added competitive pressure on rivals, and perhaps even defining a business model for the industry
Question 3: What Factors are Driving Industry Change and what Impact will
they have?• Industries change because forces
are driving industry participantsto alter their actions
• Driving forces are themajor underlying causesof changing industry andcompetitive conditions
• Where do driving forces originate?
– Outer ring of macroenvironment
– Inner ring of microenvironment ( Most frequent)
Driving Forces of Change The internet and new e-commerce opportunities and
threats in the industry Increasing Globalization:
1. Where scale economies are so large that rival firms need to market their products in many countries to gain enough volume to drive unit cost down
2. Where low cost production is a critical consideration (making it imperative to locate manufacturing facilities in countries where lowest cost could be achieved)
3. Where one or more globally ambitious companies are pushing hard to gain significant competitive position in many attractive markets
4. Where local governments are privatizing government-owned monopolies
Driving Forces Changes in long-term industry growth rate
1. Upsurge in long-term demand triggers a race for growth among existing firms and attract new comers
2. A shrinking market heightens competitive pressures for market share inducing mergers and acquisitions that result in industry consolidation
Changes in who buys the product and how they use it Product innovation Technological change Marketing innovation Entry or exit of a major firm
Drivers of Change
Diffusion of technical know how across more companies and countries
Changes in cost and efficiency Growing preference for differentiated products
instead of commodity or vice versa Regulatory influences and government policy
changes Changing societal concerns, attitudes and life styles
Assessing the Impact of the Driving Forces
• Are the driving forces causing demand for the industry’s product to increase or decrease?
• Are the driving forces acting to make competition more or less intense?
• Will the driving forces lead to higher or lower industry profitability?
Categorizing International Industries
• Multi-domestic Industries: Are specific to each country or group of countries Collection of essentially domestic industries Each subsidiary is essentially independent of the
activities of the MNC’s subsidiaries in other countries• Global Industries: Operate world wide, with MNC making only small
adjustment for country specific circumstances MNC’s produce products or services in various
locations through out the world and sell them making only small adjustments for country requirements
Prentice Hall, 2000 Chapter 3 41
Continuum of International Industries
3.9 Continuum of International Industries (Fig. 3.4)
Multi-domestic
Industry in which companies tailor their products to the specific needs of consumers in a particular country.
• Retailing
• Insurance
• Banking
Global
Industry in which companiesmanufacture and sell the same products, with only minor adjustments made for individual countries around the world.
Automobiles
• Tires
• Television sets
Factors that Determine whether Industry would be Global or Multi-
domestic1. Pressure for coordination within
multinational corporations operating in that country
2. Pressure for local responsiveness on the part of individual country markets
Strategic Groups• A strategic group is a set of business units or firms
that pursue similar strategies with similar resources• A firms competitive domain can be identified with the
concept of strategic group• The strategic group map consists of two sets of
dimensions
I. Business Scope Commitment:
(1) The target market segment (2) types of products offered (3) geographical reach
II. Resource Allocation Commitment: Allocation of resources to functional areas considered central in achieving competitive advantage
Prentice Hall, 2000 Chapter 3 44
Mapping Strategic Groups in the U.S. Restaurant Chain Industry
3.10 Mapping Strategic Groups in the U.S. Restaurant Chain Industry (Fig. 3.5)
Product-Line Breadth
High
LowLimited Menu Full Menu
Arby's Wendy's Domino's Dairy Queen
Hardee's Taco Bell Burger King McDonald's
Shoney's Denny's
Country Kitchen
Kentucky Fried Chicken Pizza Hut
Long John Silver's
Ponderosa Bonanza
Perkins International House
of Pancakes
Red Lobster Olive Garden
ChiChi's
Pri
ce
Implications of Strategic Groups
• The strategic group a firm should consider entering
• The type and level of entry barriers the firm will face
• The number and type of entry barriers the firm will face
• The strategic dimensions that will make the firm similar to its strategic group members and different from members of different strategic groups
• The relative effect of five forces of competition on its relative profitability
Key Success Factors
• Key success factors affect the ability of industry members to prosper in market place
• On what basis do customers chose between the competing brands of sellers?
• What must seller do to be competitively successful- what resources and competitive capabilities does it need?
• What does it take for sellers to achieve a sustainable competitive advantage?
Common Types of Industry Key Success Factors (KSF)Common Types of Industry Key Success Factors (KSF)
Technology Technology RelatedRelated
Expertise in particular technology or in scientific research ( important in Expertise in particular technology or in scientific research ( important in pharmaceuticals, internet applications, mobile communications, and pharmaceuticals, internet applications, mobile communications, and many high tech. industry many high tech. industry Proven ability to improve production processes (important in industries Proven ability to improve production processes (important in industries where advancing technology opens the way for higher manufacturing where advancing technology opens the way for higher manufacturing efficiency and lower production costs)efficiency and lower production costs)
Manufacturing Manufacturing Related KSF’sRelated KSF’s
Ability to achieve scale economies and/or capture learning Ability to achieve scale economies and/or capture learning curve effects (important to achieving low production costs) curve effects (important to achieving low production costs) Quality control know-how Quality control know-how ( important in those industries where customers insists on ( important in those industries where customers insists on product reliability) product reliability) High utilization of fixed assets (important in capital intensive/ High utilization of fixed assets (important in capital intensive/ high fixed cost industries) high fixed cost industries) Access to attractive supplies of killed labor Access to attractive supplies of killed labor High labor productivity ( important for items with high labor High labor productivity ( important for items with high labor content) content) Low cost product design and engineering ( reduces Low cost product design and engineering ( reduces manufacturing costs) manufacturing costs) Ability to manufacture or assemble products that are Ability to manufacture or assemble products that are customized to buyer specificationcustomized to buyer specification
Distribution Distribution related related KSF’sKSF’s
A strong network of wholesale distributors/dealers A strong network of wholesale distributors/dealers Strong direct sales capabilities via the internet and or having Strong direct sales capabilities via the internet and or having company owned retail outlets company owned retail outlets Ability to secure favorable display space on retailer shelves Ability to secure favorable display space on retailer shelves
Marketing Marketing Related Related KSF’sKSF’s
A talented workforceA talented workforce
Distribution capabilities Distribution capabilities Product innovation capabilities Product innovation capabilities Short delivery time capability Short delivery time capability Supply chain management capabilities Supply chain management capabilities Strong e-commerce capabilities Strong e-commerce capabilities
Breadth of product line and product selection Breadth of product line and product selection A well known and respected brand name A well known and respected brand name Courteous, personalized customer service Courteous, personalized customer service Customer guarantees and warranties Customer guarantees and warranties Clever advertising Clever advertising
HR HR
Related KSF’sRelated KSF’s
Prentice Hall, 2000 Chapter 3 49
Industry Matrix/ Competitive Profile Matrix (CPM)
Strategic Factors WeightCompany ARating
Company AWeighted Score
Company BRating
Company BWeighted Score
1 2 3 4 5 6
Total 1.00
Source: T. L. Wheelen and J. D. Hunger, “Industry Matrix.” Copyright © 1997 by Wheelen and Hunger Associates. Reprinted by permission.
External Factor Analysis Summary( EFAS) / External Factor Evaluation Matrix ( EFE)
• Column 1( External Factors) list 8-10 most important opportunities and threats facing the company
• Column 2 ( Weights) assign a weight to each factor. The higher the weight the more important is this factor to the current and future success of the company. All weights must sum to 1.0 regardless of the number of factors
• Column 3 (Rating) ,assign a rating to each factor from 5.0 ( outstanding) to 1.0 (poor) based on management’s current response to a particular factor
• Column 4 ( weighted score) Multiply the weight in column 2 for each factor in column 3 to obtain each factor’s weighted score.
• Column 5 ( comments), note why a particular factor was selected and how its weight and rating were estimated
• Add the individual weighted score for all external factors in column 4 to determine the total weighted score for that particular company. The weighted score of 3 = average, 4 = above average, less than 2.5 as below average
Prentice Hall, 2000 Chapter 3 51
External Factors Analysis Summary (EFAS)
3.16 External Factor Analysis Summary (EFAS): Blank
ExternalStrategic Factors Weight Rating
Weighted Score Comments
1 2 3 4 5
1.00
Opportunities
Threats
Total Weighted Score
Notes: 1. List opportunities and threats (5–10 each) in column 1. 2. Weight each factor from 1.0 (Most Important) to 0.0 (Not Important) in Column 2 based on that factor’s probable impact on the company’s strategic position. The total weights must sum to 1.00. 3. Rate each factor from 5 (Outstanding) to 1 (Poor) in Column 3 based on the company’s response to that factor. 4. Multiply each factor’s weight times its rating to obtain each factor’s weighted score in Column 4. 5. Use Column 5 (comments) for rationale used for each factor. 6. Add the weighted scores to obtain the total weighted score for the company in Column 4. This tells how well the company is responding to the strategic factors in its external environment.Source: T. L. Wheelen and J. D. Hunger, “External Strategic Factors Analysis Summary (EFAS).” Copyright © 1991 by Wheelen and Hunger Associates. Reprinted by permission.