Chapter 4 Learning an Industry. Copyright © Houghton Mifflin Company4-2 Overview Industry life cycle Industry structure The environment of the industry.

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Presentation transcript:

Chapter 4 Learning an Industry

Copyright © Houghton Mifflin Company4-2 Overview Industry life cycle Industry structure The environment of the industry The competitive environment Competitive strategy

Copyright © Houghton Mifflin Company4-3 Industry Life Cycle Emerging Growing Established Decline New Technology

Copyright © Houghton Mifflin Company4-4 Industry Structure Threat of new entrants –Economies of scale –Brand loyalty Threat from substitute products Threat from buyers’ bargaining power Threat from suppliers’ bargaining power Rivalry among existing firms Threat of technology

Copyright © Houghton Mifflin Company4-5 What Do You Want to Know? Is the industry growing? What are the trends? Are there young, successful firms in the industry?

Copyright © Houghton Mifflin Company4-6 More Things to Know What is the status of new technology? How much is spent on R&D? Are there any threats? What are the gross margins?

Copyright © Houghton Mifflin Company4-7 Industry Analysis–The Environment Carrying capacity Dynamism Complexity

Copyright © Houghton Mifflin Company4-8 Sources of Field Data on the Industry

Copyright © Houghton Mifflin Company4-9 Understand Competitive Strategies in the Industry Cost superiority Differentiation –Product –Service –Distribution Niche

Copyright © Houghton Mifflin Company4-10 Identifying the Competition Direct competitors Indirect or substitute competitors Emerging competitors

Copyright © Houghton Mifflin Company4-11 Competitor Analysis Identify competitors’ core competency –Differentiates –Provides competitive advantage –Transferable to other business Is often not the logical competency

Copyright © Houghton Mifflin Company4-12 What You Have to Do Determine what your competitor has to do to be successful in its own core business Determine which of the competencies it has that are transferable to your business Determine whether it has a strong competency in those particular areas relative to your own company

Copyright © Houghton Mifflin Company4-13 Value Chain Analysis Each activity in a business adds value –If an activity does not add value, it should be discontinued Control and protect the activities that add the greatest value Good for comparing two companies

Copyright © Houghton Mifflin Company4-14 Patent Citation Analysis You can develop useful intelligence from looking at your competitor’s patents A stream of patents assigned to a company can reveal a strategy

Copyright © Houghton Mifflin Company4-15 Competitive Entry Strategies Cost Superiority –Difficult for a new venture Differentiation –Through product/process innovation or a unique marketing or distribution strategy Niche Strategy –Focus on a customer group or need that is not being served

Copyright © Houghton Mifflin Company4-16 The Ideal Industry Over $50 billion in sales Growing at a rate greater than the GNP After-tax profits of greater than 5 percent of sales within 3–5 years Socially and environmentally responsible

Copyright © Houghton Mifflin Company4-17 Take-Aways List what your students took away from the discussion here in real time

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