Michigan State University Global Online. The Structural Analysis of Industries Forces that Determine Industry Profitability Rivalry among current competitors.

Slides:



Advertisements
Similar presentations
Gender Perspectives in Introduction to Competition Policy Gender Module #6 ITU Workshops on Sustainability in Telecommunication Through Gender & Social.
Advertisements

The Global Context Lecture 3 The Global Business Environment.
INTERNATIONAL MARKETING MANAGEMENT SESSION 4: ASSESSING MARKET OPPORTUNITIES AND SELECTING COUNTRIES 1.
2 External Analysis: The Identification of Industry Opportunities and Threats.
Copyright ©2003 by South-Western, a division of Thomson Learning. All rights reserved. Slide 2-1 The Competitive Environment: Assessing Industry Attractiveness.
Industry and Competitive Analysis
Preview: Environmental Analysis 4 PEST Analysis 4 Industry & Market 4 Porter’s Five Forces Model 4 Generic Strategies 4 Environmental Analysis Overview.
I. Industry and Competitive Analysis Questions involved 1.What are the boundaries of the industry? 2. What is the structure of the industry? 3. Which firms.
Presented By:- Dharm Jeeta Singh
Michael Porter’s Five Forces Model.
EVALUATING A COMPANY’S EXTERNAL ENVIRONMENT
Nelson Phillips Professor of Strategy and Organizational Behaviour
Tutorial 5 Five forces and PEST analysis
External Analysis BUSI 7130/7136 Dr. Shook. What’s an Environment? What’s an Environment? Analyzing the Industry Analyzing the Industry v Five Forces.
2 Chapter 2: External Analysis: The Identification of Industry Opportunities and Threats BA 469 Spring Term, 2005 Professor Dowling.
Topic 2 The External Environment
2 External Analysis: The Identification of Industry Opportunities and Threats.
ECONOMIC AND INDUSTRY ANALYSIS
Conducting an Industry Analysis. Seven Questions for Industry Analysis 1. What are the industry dominant economic traits? 2. What competitive forces are.
1 COMP5331: Web Pub and Web Ad 8. External Analysis Dickson K.W. Chiu PhD, SMIEEE.
Integrated Accounting Issues Winter 2006 Rodney K. Rogers, Ph.D., CPA School of Business Administration Portland State University.
External Environment External environments are uncontrollable, multifaceted. They frame your firm’s opps/threats, your strategic options. You must understand.
Version 1.2 Copyright © 2000 by Harcourt, Inc. All rights reserved. Requests for permission to make copies of any part of the work should be mailed to:
MACROECONOMIC AND INDUSTRY ANALYSIS
( An IACBE Accredited Institution ) Industry Analytics Post Graduate Programme (2010 – 12) 3rd Term Alliance Business School Bangalore.
Conducting a Feasibility Analysis and Crafting a Winning Business Plan
SWOT ANALYSIS.
Chapter 2 --Market Imperfections and Value: Strategy Matters u Wealth creation is impossible in a perfect market u Porter’s five forces can be used to.
3. Competitive Forces Model Companies must contend with five competitive forces which you need to analyse (Figure 4-6) : 1Threat of new entrants 2Bargaining.
Chapter 3 The External Assessment
Chapter 2 --Market Imperfections and Value: Strategy Matters u Conditions necessary for a perfectly competitive product market and resource market: u No.
Learning Objectives To learn to identify the different types of environments that affect a firm To learn to identify the different types of environments.
Copyright © 2006 Pearson Education Canada Inc. 2-1 Chapter 2 Understanding the Environments of Business.
PESTLE vs. SWOT In contrast to a SWOT, PESTLE encourages you to think about the wider environment and what might be happening now and in the.
Business Strategy and Policy
International Business Environment
Chapters Four & Five Identifying & Analyzing Market Opportunities.
COUNTRY RISK ANALYSIS The concept evolved in 1960s and 1970s in response to the banking sector's efforts to define and measure its loss exposure in cross-border.
ANALYSING THE BUSINESS ENVIRONMENT Failing to plan is planning to fail! The only constant in the modern world is change!
Chapter 3 The External Assessment. Identify & Evaluate factors beyond the control of a single firm –Increased foreign competition –Population shifts –Information.
Social Biz Nuts and Bolts Environment Analysis General / External / Internal.
CH 2 STRATEGY ANALYSIS. Strategy Analysis Strategy analysis is an important starting point for the analysis of financial statements –Allows the analyst.
McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Evaluating a Company’s External Environment.
Lecture 23 Electronic Business (MGT-485). Recap – Lecture 22 E-Business Strategy: Formulation – Internal Assessment Value Chain Analysis Linkages within.
Chapter 14 Industry Analysis. Why Do Industry Analysis? Help find profitable investment opportunities Part of the three-step, top-down plan for valuing.
Industry Analysis Shahadat Hosan Faculty, MBA Program Stamford University Bangladesh 15 June 2011.
Theories on Strategy IT & Business Models Chp. 3.
Management Practices Lecture-5 1. Recap Behavioral Management The Hawthorne Studies Theory X and Y Theory X v. Theory Y Theory Z Systems Considerations.
Customer Relationship Management (CRM)
COMPETITIVE ADVANTAGE UNIT – II. EXTERNAL ENVIRONMENT Any organization before they begin the work of strategy formulations, it must scan the external.
Sector Analysis. Research Questions 1. What are the sector’s dominant economic traits (Market size; scope of competitive rivalry-regional, national, global;
STRATEGIC MANAGEMENT II Porter’s five forces module.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter2 COMPETING WITH INFORMATION TECHNOLOGY. Goal: Introduces fundamental concepts of competitive advantage through information technology and illustrates.
8. Global Marketing Strategies
Introduction to Business Concepts
Policies and Planning Premises: Strategic Management
BUS662 SMALL BUSINESS CONCEPTUAL ISSUES. Learning Outcome: To conduct environmental analysis and thereby analyse requirements of a strategic Chapter 3:
3 Analyzing a Company’s External Environment Chapter
Creating Business Advantage with IT
Environmental Analysis
Strategic Management B O S.
Operations Management Introduction to operations Management 1.
The marketing environment
11:00 am Miller Peaden, Richard Kelly, Andy Rogers, Bowie Wynne
Michael Porter’s Five Forces Model.
Prof. Arjun B. Bhagwat Department of Commerce,
Chapter 3 The External Assessment
Principles of Marketing Lecture-5. Summary of Lecture-4.
What affects our business from the outside?
Presentation transcript:

Michigan State University Global Online

The Structural Analysis of Industries Forces that Determine Industry Profitability Rivalry among current competitors Rivalry among substitute products Bargaining power of suppliers Bargaining power of buyers Threat of new firms

Michigan State University Global Online Sub-forces that Impact Industry Structure Economic conditions Political environment and considerations Regulatory issues Demographics Technology Business Culture

Traditional Country Risk Variables Political Stability Quality of Government Leadership Macro Economics Policy Management Participation of the Private sector in the Economy Regulatory/ Legal System Effectiveness Prospects for Economic Growth Level of External Debt and access to Foreign Capital Strength of the Domestic Financial System

Country Risk Models Mid 1970’s – Countries Don’t Fail – Focus on Political Risk and Competence of Political Leadership Late 1970’s – Macro Economic Policy – Data Gathering Early 1980’s – Country Cash Flow – External Debt Service Capacity Mid 1980’s – Comparatives Country Risk Models – Risk vs. Opportunity Assessment

Country Risk Models Late 1980’s – International Monetary Fund Seal of Approval – Sources and Uses of Capital Early 1990’s – Global Capital Markets Analysis – Structural Competitiveness Mid 1990’s – Differentiation of Countries – Financial Engineering Late 1990’s – Differentiation by Industry – Financial Deepening

Early 2000 Measures Country Risk Measures Country Opportunity Country Risk- Quantitative Measure - Index to measure an action’s capacity to service debt based upon size of external debt and short term financing requirements -Index to measure impact of economic growth, inflation, and fiscal & monetary policy on debt service capacity Economic Potential Index - Measures attractiveness of an overseas market from a macro perspective -Major variables include a country’s structural competitiveness, strength of the financial system, quality of economic policy management, stability and effectiveness of the political institutions -Market Attractiveness can be measured on an individual and comparative basis

Projected Rapid Growth in Internet Activity and E- Commerce Growing Computer Usage Rapid Infrastructure Development Dropping telephone and Access Charges Customer Base Willing to Consume Increased Number of Local Content sites Influx of New Market Entrants Technological Innovation

Tips for Successfully Establishing Business in Latin America Evaluate Risks and Opportunities in Each Market Prioritize Which Markets to Enter Be Sensitive to Local Social and Cultural Traits Form a Partnership with a Local Company Consider the Current Level of Technology Study and Closely Monitor Government Regulations Be Aware of the Competition – Current an Future Players

Traits of Successful Firms Plan Around Existing Economic Conditions Understand and Monitor the Regulatory Regime Focus on the Cultural Nuances of Each Market Be First Movers Develop Brand Name Maintain Access to Financing