Evaluating A Company's External Environment: Chapter Title
Evaluating A Company's External Environment: Chapter Title
Evaluating A Company's External Environment: Chapter Title
Evaluating a
Chapter Title
Companys
External
Environment
16/e PPT
McGraw-Hill/Irwin
Chapter Roadmap
facets
3-6
3-7
3-8
What forces
are driving
change in the
industry?
What are the
key factors for
competitive
success?
How attractive
is the industry
from a profit
perspective?
3-9
3-11
Learning/Experience Effects
Learning/experience
The
are to identify
Key
analytical tool
3-14
Competitive
rivalry is a combative
contest involving
Offensive actions
Defensive countermoves
3-16
3-17
Lower prices
More or different
performance features
Bigger/better dealer
network
Higher quality
Stronger product
innovation capabilities
Stronger capabilities to
provide buyers with
custom-made products
3-18
rivals move only infrequently or in a nonaggressive manner to draw sales from rivals
Rapid
market growth
Products
Buyer
There
Competitive Pressures
Associated With Potential Entry
Seriousness
of threat depends on
Barriers to entry
Evaluating
3-23
economies of scale
Brand
Capital
Access
to distribution channels
Regulatory
Tariffs
policies
Ability
Industry
Incumbents
When
Existing
Industrys
Industry
outlook is risky
Industry
Examples
Sugar
Eyeglasses
Newspapers
3-28
3-29
Substitutes
The
The
End
3-31
3-32
Needed
Supplier
There
Some
Seller
Good
Surge
Industry
Industry
Seller
Competitive
Extent
3-36
3-37
Buyer
Surge
Sellers
A specific
Buyer
Just-in-time deliveries
Order processing
Electronic invoice payments
Data sharing
Competitive
3-41
Strategic Implications of
the Five Competitive Forces
Competitive
Rivalry is vigorous
Competition from
substitutes is strong
Strategic Implications of
the Five Competitive Forces
Competitive
Rivalry is moderate
Good substitutes
do not exist
is to craft a strategy to
Driving
Where
Outer
ring of macroenvironment
Inner
ring of macroenvironment
3-45
Increasing
globalization of industry
Changes
Changes
use it
Product
innovation
Technological
Marketing
change/process innovation
innovation
3-47
(cont)
Diffusion
of technical knowledge
Changes
Consumer
Changes
Regulatory
Changing
lifestyles
3-48
3-49
technique to reveal
different competitive positions
of industry rivals is
strategic group mapping
A strategic
group is a
cluster of firms in an industry
with similar competitive
approaches and market positions
3-50
3-53
Not
Profiling
Current strategies
Competitor Analysis
Sizing
Things to Consider in
Predicting Moves of Rivals
Which
Which
Which
Which
Which
3-60
3-61
KSFs
3-63
Strong
Clever
advertising
to induce beer drinkers to
buy a particular brand
3-64
Low-cost manufacturing
efficiency to keep selling
prices competitive
3-65
Ability
Under
Factors to Consider in
Assessing Industry Attractiveness
Industrys