Ch2-1 Chapter 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis The External Environment: Opportunities,

Ch2-1

Chapter 2Chapter 2

The External Environment:Opportunities, Threats, Industry

Competition, and Competitor Analysis

The External Environment:Opportunities, Threats, Industry

Competition, and Competitor Analysis

Aviation MarketingBy:

Imtiaz Hussain

Aviation MarketingBy:

Imtiaz Hussain

Superior UniversitySuperior University

Ch2-2

The purpose of Five-Forces Analysis

• The five forces are environmental forces that impact on a company’s ability to compete in a given market.

• The purpose of five-forces analysis is to diagnose the principal competitive pressures in a market and assess how strong and important each one is.

Ch2-3

Threat of Substitute Products


Threat of New

Entrants

Threat of New

Entrants

Threat of New

Entrants

Rivalry Among Competing Firms

in Industry


in Industry

Bargaining Power of Buyers


Bargaining Power of Suppliers


Porter’s Five Forces Model of CompetitionPorter’s Five Forces Model of Competition

Ch2-4

NOKIAThreat of new entrants: low• The mobile phone industry is already a well established market• high investments in R&D, technology and marketing.• Nokia hold 29% of the market share in the industry, the highest market share in the industry.

Power of suppliers: moderate• Although Nokia rely on its suppliers to supply equipment for their advanced mobile phones there are actually a number of

large equipment makers, which Nokia could switch to.• The software suppliers for their Smartphone's are now Microsoft, who will have a very high bargaining power.

Powers of buyers: high• The power that customers have is rising because of the increasing number of choices in the mobile telecommunication

industry.• With a lot of the Nokia competitors all offering similar products and packages• Long term contracts so switching from one handset to another will be difficult

• Threats of substitute’s products: low • Mobile phones are an everyday essential in people’s lives today.• social networking websites, email and home telephones. • Digital camera can take better photos then smart phones, notebooks can surf the web just as effectively and PDAs can plan

a day the same way a smart phone can.

• Competitive rivalry: high• Apple and HTC.

Ch2-5

Example

• This worries him:

• The threat of new entry is quite high

• Competitive rivalry is extremely high: if someone raises prices, they'll be quickly undercut.

• Buyer Power is strong, again implying strong downward pressure on prices.

• There is some threat of substitution

Ch2-6

Porter’s Five Forces Model &

Its Application in Aviation

Ch2-7

1. Rivalry Amongst Existing Firms

Ch2-8

2.Substitution

Ch2-9

3. New Entry

Ch2-10

4. Power of Customers

Ch2-11

5. Power of Suppliers

Ch2-12

Threat of New

Entrants

Threat of New

Entrants

Threat of New

Entrants

Threat of New

Entrants


Ch2-13

Threat of New EntrantsThreat of New Entrants

Barriers to Entry

Barriers to Entry

Expected RetaliationExpected Retaliation

Government PolicyGovernment Policy

Economies of ScaleEconomies of Scale

Product DifferentiationProduct Differentiation

Capital RequirementsCapital Requirements

Switching CostsSwitching Costs

Access to Distribution ChannelsAccess to Distribution Channels

Cost Disadvantages Independent Cost Disadvantages Independent of Scaleof Scale

Ch2-14



Threat of New

Entrants

Threat of New

Entrants

Threat of New

Entrants


Ch2-15

Bargaining Power of SuppliersBargaining Power of Suppliers

Suppliers exert power in the industry by:Suppliers exert power in the industry by:

* Threatening to raise* Threatening to raiseprices or to reduce qualityprices or to reduce quality

Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases

Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases

Suppliers are likely to be powerful if:Suppliers are likely to be powerful if:

Supplier industry is dominated by a Supplier industry is dominated by a few firmsfew firms

Suppliers’ products have few substitutesSuppliers’ products have few substitutes

Buyer is not an important customer to Buyer is not an important customer to suppliersupplier

Suppliers’ product is an important Suppliers’ product is an important input to buyers’ productinput to buyers’ product

Suppliers’ products are differentiatedSuppliers’ products are differentiated

Suppliers’ products have high Suppliers’ products have high switching costsswitching costs

Supplier poses credible threat of Supplier poses credible threat of forward integrationforward integration

Ch2-16



Threat of New

Entrants

Threat of New

Entrants

Threat of New

Entrants




Ch2-17

Bargaining Power of BuyersBargaining Power of Buyers

Buyers compete with the supplying

industry by:

Buyers compete with the supplying

industry by:

* Bargaining down prices* Bargaining down prices

* Forcing higher quality* Forcing higher quality

* Playing firms off of* Playing firms off ofeach othereach other

Buyer groups are likely to be powerful if:Buyer groups are likely to be powerful if:

Buyers are concentrated or purchases Buyers are concentrated or purchases are large relative to seller’s salesare large relative to seller’s sales

Purchase accounts for a significant Purchase accounts for a significant fraction of supplier’s salesfraction of supplier’s sales

Products are undifferentiatedProducts are undifferentiated

Buyers face few switching costsBuyers face few switching costs

Buyers’ industry earns low profitsBuyers’ industry earns low profits

Buyer presents a credible threat of Buyer presents a credible threat of backward integrationbackward integration

Product unimportant to qualityProduct unimportant to quality

Buyer has full informationBuyer has full information

Ch2-18



Threat of New

Entrants

Threat of New

Entrants

Threat of New

Entrants






Ch2-19

Threat of Substitute ProductsThreat of Substitute Products

Products with similar function limit the prices firms can charge

Products with similar function limit the prices firms can charge

Keys to evaluate substitute products:Keys to evaluate substitute products:

Products with improving Products with improving price/performance tradeoffs price/performance tradeoffs relative to present industry relative to present industry productsproducts

Example:Example:

Electronic security systems in Electronic security systems in place of security guardsplace of security guards

Fax machines in place of Fax machines in place of overnight mail deliveryovernight mail delivery

Ch2-20



Threat of New

Entrants

Threat of New

Entrants

Threat of New

Entrants


in Industry


in Industry






Ch2-21

Rivalry Among Existing CompetitorsRivalry Among Existing Competitors

Intense rivalry often plays out in the following ways:Intense rivalry often plays out in the following ways:

Jockeying for strategic positionJockeying for strategic position

Using price competitionUsing price competition

Staging advertising battlesStaging advertising battles

Making new product introductionsMaking new product introductions

Increasing consumer warranties or serviceIncreasing consumer warranties or service

Occurs when a firm is pressured or sees an opportunityOccurs when a firm is pressured or sees an opportunity

Price competition often leaves the entire industry worse offPrice competition often leaves the entire industry worse off

Advertising battles may increase total industry demand, but Advertising battles may increase total industry demand, but may be costly to smaller competitorsmay be costly to smaller competitors

Ch2-22

CutthroatCutthroat competitioncompetition is more likely to occur when: is more likely to occur when:

Rivalry Among Existing CompetitorsRivalry Among Existing Competitors

Numerous or equally balanced competitorsNumerous or equally balanced competitors

Slow growth industrySlow growth industry

High fixed costsHigh fixed costs

Lack of differentiation or switching costsLack of differentiation or switching costs

High storage costsHigh storage costs

Capacity added in large incrementsCapacity added in large increments

High strategic stakesHigh strategic stakes

High exit barriersHigh exit barriers

Diverse competitorsDiverse competitors

Ch2-23

The Five Forces are Unique to Your Industry

• Five-Forces Analysis is a framework for analyzing a particular industry.– Yet, the five forces affect all the other

businesses in that industry.

Ch2-24

Competitor AnalysisCompetitor Analysis

The follow-up to Industry Analysis is The follow-up to Industry Analysis is effective analysis of a firm’s effective analysis of a firm’s CompetitorsCompetitors

CompetitiveCompetitiveEnvironmentEnvironment

Industry Environment

Industry Environment

Ch2-25


AssumptionsAssumptionsWhat assumptions do our competitors hold about the future of industry and themselves?

Current StrategyCurrent StrategyDoes our current strategy support changes in the competitive environment?

Future ObjectivesFuture ObjectivesHow do our goals compare to our competitors’ goals?

CapabilitiesCapabilitiesHow do our capabilities compare to our competitors?

ResponseResponseWhat will our competitors do in the future?

What will our competitors do in the future?

Where do we have a competitive advantage?

Where do we have a competitive advantage?

How will this change our relationship with our competition?


Ch2-26


How do our goals compare to our competitors’ goals?Where will emphasis be placed in the future?Where will emphasis be placed in the future?

What is the attitude toward risk?What is the attitude toward risk?

What Drives the competitor?


Ch2-27

What is the competitor doing?

What can the competitor do?




Current StrategyCurrent StrategyHow are we currently competing?How are we currently competing?

Does this strategy support changes in the competitive structure?

Does this strategy support changes in the competitive structure?


Ch2-28

What does the competitor believe about itself and the industry?





Does this strategy support changes in the competition structure?


Do we assume the future will be volatile?Do we assume the future will be volatile?

Are we assuming stable competitive conditions?Are we assuming stable competitive conditions?

What assumptions do our competitors hold about the industry and themselves?


AssumptionsAssumptions


Ch2-29

What are the competitor’s capabilities?








Are we operating under a status quo?Are we operating under a status quo?




What are my competitors’ strengths and weaknesses?What are my competitors’ strengths and weaknesses?

How do our capabilities compare to our competitors?


CapabilitiesCapabilities


Ch2-30








Are we operating under a status quo?Are we operating under a status quo?




ResponseResponseWhat will our competitors do in the future?What will our competitors do in the future?

Where do we have a competitive advantage?Where do we have a competitive advantage?



CapabilitiesCapabilities

What are my competitors’ strengths and weaknesses?What are my competitors’ strengths and weaknesses?




Documents

Ch2-1 Chapter 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis The External Environment: Opportunities,