The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 1

The Strategic Management Process Strategy Formulation External Environment The Strategic Management Process Strategic Outcomes Actions Strategic Inputs Strategic Intent Strategic Mission Internal Environment Strategy Formulation Strategy Implementation Business-level Strategy Competitive Dynamics Corporate-Level Strategy International Strategy Corporate Governance Structure & Control Strategic Competitiveness Above Average Returns Feedback 10

Components of the General Environment Economic Demographic Sociocultural Competitive Environment Industry Environment Political/Legal Global Technological 10

Components of the General Environment 10

External Environmental Analysis The external environmental analysis process should be conducted on a continuous basis. This process includes four activities: Scanning Monitoring Forecasting Assessing Identifying early signals of environmental changes and trends Detecting meaning through ongoing observations of environmental changes and trends Developing projections of anticipated outcomes based on monitored changes and trends Determining the timing and importance of environmental changes and trends for firms' strategies and their management 10

External Environmental Analysis Top 10 U.S. States Moving Toward Digital Economy States in the top 10 of those that are trying to transform themselves to the realities and needs of a digital economy may experience an influx of high-tech companies and skilled workers as well as increases in tax revenues

Bargaining Power of Suppliers Porter’s Five Forces Model of Competition Threat of New Entrants Bargaining Power of Suppliers Rivalry Among Competing Firms in Industry Bargaining Power of Buyers Teaching Note: It should be noted that, while firms cannot directly control the elements of the general environment, they can influence—and will be influenced by—factors in their industry and competitor environments. Threat of Substitute Products 23

Porter’s Five Forces Model of Competition Threat of New Entrants 11

Threat of New Entrants Economies of Scale Product Differentiation Government Policy Economies of Scale Product Differentiation Capital Requirements Switching Costs Access to Distribution Channels Cost Disadvantages Independent of Scale Barriers to Entry Expected Retaliation 12

Caveat to Entry Barriers There may be High exit barriers which take the form of economic, strategic or emotional factors which cause companies to remain in an industry even when future profitability is questionable. Specialized assets Fixed cost of exit (e.g., labor agreements) Emotional barriers Government and social restrictions Strategic interrelationships 27

Effects of Entry Barriers and Exit Barriers on Industry Profits Low High Low Entry Barriers High 28

Effects of Entry Barriers and Exit Barriers on Industry Profits Low High Low, Stable Returns Low Entry Barriers High 29

Effects of Entry Barriers and Exit Barriers on Industry Profits Low High Low, Stable Returns Low Entry Barriers High, Stable Returns High 30

Effects of Entry Barriers and Exit Barriers on Industry Profits Low High Low, Stable Returns Low, Risky Returns Low Entry Barriers High, Stable Returns High 31

Effects of Entry Barriers and Exit Barriers on Industry Profits Low High Low, Stable Returns Low, Risky Returns Low Entry Barriers High, Stable Returns High, Risky Returns High 32

Bargaining Power of Suppliers Porter’s Five Forces Model of Competition Threat of New Entrants Bargaining Power of Suppliers 14

Bargaining Power of Suppliers Suppliers are likely to be powerful if: Suppliers exert power in the industry by: * Threatening to raise prices or to reduce quality Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases Supplier industry is dominated by a few firms Suppliers’ products have few substitutes Buyer is not an important customer to supplier Suppliers’ product is an important input to buyers’ product Suppliers’ products are differentiated Suppliers’ products have high switching costs Supplier poses credible threat of forward integration 15

Bargaining Power of Buyers Porter’s Five Forces Model of Competition Threat of New Entrants Bargaining Power of Buyers Bargaining Power of Suppliers 17

Bargaining Power of Buyers Buyer groups are likely to be powerful if: Buyers are concentrated or purchases are large relative to seller’s sales Purchase accounts for a significant fraction of supplier’s sales Products are undifferentiated Buyers face few switching costs Buyers’ industry earns low profits Buyer presents a credible threat of backward integration Product unimportant to quality Buyer has full information Buyers compete with the supplying industry by: * Bargaining down prices * Forcing higher quality * Playing firms off of each other 18

Bargaining Power of Suppliers Bargaining Power of Buyers Porter’s Five Forces Model of Competition Threat of New Entrants Bargaining Power of Suppliers Bargaining Power of Buyers Threat of Substitute Products 20

Threat of Substitute Products Keys to evaluate substitute products: Products with similar function limit the prices firms can charge Products with improving price/performance tradeoffs relative to present industry products Example: Electronic security systems in place of security guards Fax machines in place of overnight mail delivery 21

Bargaining Power of Suppliers Porter’s Five Forces Model of Competition Threat of New Entrants Bargaining Power of Suppliers Rivalry Among Competing Firms in Industry Bargaining Power of Buyers Threat of Substitute Products 23

Rivalry Among Existing Competitors Intense rivalry often plays out in the following ways: Jockeying for strategic position Using price competition Staging advertising battles Making new product introductions Increasing consumer warranties or service Occurs when a firm is pressured or sees an opportunity Price competition often leaves the entire industry worse off Advertising battles may increase total industry demand, but may be costly to smaller competitors 25

Rivalry Among Existing Competitors Cutthroat competition is more likely to occur when: Numerous or equally balanced competitors Slow growth industry High fixed costs Lack of differentiation or switching costs High storage costs Capacity added in large increments High strategic stakes High exit barriers Diverse competitors Defined: Diverse Competitors 26

Competitor Analysis The follow-up to Industry Analysis is effective analysis of a firm’s Competitors Competitive Environment Industry Environment 33

Competitor Analysis Future Objectives How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? 34

Competitor Analysis Future Objectives Current Strategy How do our goals compare to our competitors’ goals? Current Strategy Where will emphasis be placed in the future? How are we currently competing? What is the attitude toward risk? Does this strategy support changes in the competitive structure? 35

Competitor Analysis Future Objectives Current Strategy Assumptions How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? Current Strategy How are we currently competing? Does this strategy support changes in the competition structure? Assumptions Do we assume the future will be volatile? What assumptions do our competitors hold about the industry and themselves? Are we assuming stable competitive conditions? 36

Competitor Analysis Future Objectives Current Strategy Assumptions How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? Current Strategy How are we currently competing? Does this strategy support changes in the competition structure? Do we assume the future will be volatile? Are we operating under a status quo? What assumptions do our competitors hold about the industry and themselves? Assumptions Capabilities What are my competitors’ strengths and weaknesses? How do our capabilities compare to our competitors? 37

Competitor Analysis Future Objectives Response Current Strategy How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? Response What will our competitors do in the future? Current Strategy How are we currently competing? Does this strategy support changes in the competition structure? Where do we have a competitive advantage? Do we assume the future will be volatile? Are we operating under a status quo? What assumptions do our competitors hold about the industry and themselves? Assumptions How will this change our relationship with our competition? Capabilities What are my competitors’ strengths and weaknesses? How do our capabilities compare to our competitors? 38