1. Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Chapter 3 External Analysis: Industry Structure, Competitive Forces, and Strategic Groups

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3. 3-3 Chapter Outline 3.1 The PESTEL Framework 3.2 Industry Structure and Firm Strategy: The Five Forces Model 3.3 Changes over Time: Industry Dynamics 3.4 Explaining Performance Differences within the Same Industry: Strategic Groups 3.5 Implications for the Strategist 3.1 The PESTEL Framework 3.2 Industry Structure and Firm Strategy: The Five Forces Model 3.3 Changes over Time: Industry Dynamics 3.4 Explaining Performance Differences within the Same Industry: Strategic Groups 3.5 Implications for the Strategist

4. 3-4 Strategy Smart Videos Michael Porter on Five Forces Interview with Michael Porter, Professor at Harvard University http://www.youtube.com/watch?v=mYF2_FBCvXw 13:12 Minutes Topics: Five Forces Model; Competitive Strategy

5. 3-5 ChapterCase 3 Tesla Motors and the U.S. Automotive Industry  With high entry barriers, the BIG THREE – GM, Ford, and Chrysler – dominated the U.S. car market until the 1980s.  There have been no new recent entrants due to the HIGH industry entry barriers.  Tesla Motors’ Model S received outstanding market reception, and was awarded the 2013 MotorTrend Car of the Year. Tesla Motors and the U.S. Automotive Industry  With high entry barriers, the BIG THREE – GM, Ford, and Chrysler – dominated the U.S. car market until the 1980s.  There have been no new recent entrants due to the HIGH industry entry barriers.  Tesla Motors’ Model S received outstanding market reception, and was awarded the 2013 MotorTrend Car of the Year. Courtesy of Tesla Motors

6. 3-6 Strategy Smart Videos Elon Musk Profiled: Bloomberg Risk Takers Documentary on the life of Elon Musk (by Bloomberg, August 2011) http://www.youtube.com/watch?v=CTJt547-- AM&list=FLJE5sYtPVhwCuLhzplhxitQ&index=3 Published on Jan 3, 2013 52:06 Minutes A bit long, but well worth it. Perhaps best watched before class or in specific segments.

7. 3-7 MACRO MICRO

8. 3-8  Managers mitigate threats and exploit opportunities by analyzing the external environmental forces.  Factors are interdependent.  Framework to scan, monitor, and evaluate important external factors/trends impacting a firm in its quest for competitive advantage. 3.1 The PESTEL Framework KEY CONCEPTS

9. 3-9 Exhibit 3.1 The Firm Embedded in Its External Environment

10. 3-10 Political/Legal Factors Political environment Processes/actions of government that can influence the decisions and behavior of firms Legal environment Laws, mandates, regulations, and court decisions – all of which can have a direct bearing on a firm’s profit potential

11. 3-11 Economic Factors Economy-wide phenomena, consisting of the following five macroeconomic factors affecting firm strategy: Growth rates Interest rates Levels of employment Price stability (inflation and deflation) Currency exchange rates

12. 3-12 Strategy Highlight 3.1 How the Eurozone Crisis Is Hurting Companies  The EU (European Union) began its formation in the early 1950s.  Today – The euro is the common currency used by 17 of the 27 EU member states.  2009 – Several European countries took on too much debt and were unable to repay their credit obligations.  Strict austerity programs were enacted.  Banks tightened credit hampering firms worldwide. How the Eurozone Crisis Is Hurting Companies  The EU (European Union) began its formation in the early 1950s.  Today – The euro is the common currency used by 17 of the 27 EU member states.  2009 – Several European countries took on too much debt and were unable to repay their credit obligations.  Strict austerity programs were enacted.  Banks tightened credit hampering firms worldwide.

13. 3-13 Sociocultural factors Capture cultures, norms, and values for society; are dynamic and differ across groups. Implications for firm strategy must be considered. Demographic trends Capture population characteristics related to age, gender, family size, ethnicity, sexual orientation, religion, and socioeconomic class. Sociocultural Factors

14. 3-14 Technological factors Capture the application of knowledge to create new processes and products.  Innovations in process technology Lean manufacturing, Six Sigma quality, and biotechnology.  Nanotechnology revolution (Initial stages) Major upheaval for several industries – medical devices to new-age materials for earthquake- resistant buildings. Technological Factors

15. 3-15  Broad environmental issues, e.g., the natural environment, global warming, and sustainable economic growth  Business and natural worlds are interdependent and inextricably linked.  Managing these relationships in a sustainable manner directly influences the continued existence of human societies and the organizations we create. Ecological Factors

16. 3-16 MACRO MICRO

17. 3-17 Industry A group of (incumbent) firms that face the same set of suppliers and buyers Industry Analysis Identifies the industry's profit potential Derive implications for a firm’s strategic position within an industry Strategic Position A firm’s ability to create value (V) for customers while containing costs (C) Competitive Advantage = a large value gap (V - C) 3.2 Industry Structure and Firm Strategy: The Five Forces Model

18. 3-18  A framework for identifying the five forces that determine industry profit potential and help shape firm competitive strategy  This model intersects: Theory: industrial organization economics with Practice: hundreds of case studies  Managers can predict industry profit potential and position their firms for sustainable competitive advantage. FIVE FORCES MODEL – MICHAEL PORTER

19. 3-19 Strategy Highlight 3.2 The Five Forces in the Airline Industry  Low Entry Barriers  Powerful Suppliers  Powerful Buyers  Strong Substitute Threat  Intense Rivalry  RESULTS – Low overall industry profit potential, thus an “unattractive” industry for investment. The Five Forces in the Airline Industry  Low Entry Barriers  Powerful Suppliers  Powerful Buyers  Strong Substitute Threat  Intense Rivalry  RESULTS – Low overall industry profit potential, thus an “unattractive” industry for investment.

20. 3-20 Exhibit 3.2 Porter’s Five Forces Model

21. 3-21 INDUSTRY FORCES IMPACT FIRM PROFITABILITY

22. 3-22 The Threat of Entry Entry barriers The risk that potential competitors will enter an industry With new entrants, profit potential is depressed for incumbent firms: Lower prices Spend more to satisfy existing customers

23. 3-23 The Threat of Entry Incumbent firms can benefit from several important sources of entry barriers: Economies of scale Network effects Customer switching costs Capital requirements Advantages independent of size Government policy Credible threat of retaliation

24. 3-24 The Power of Suppliers POWERFUL SUPPLIERS  Can demand higher prices for their inputs.  Capture part (sometimes a large part) of the economic value created. Signs of Strong Suppliers -Suppliers industry is concentrated. -They don’t depend heavily on the incumbent’s industry. -Incumbent firms face high switching costs. -Suppliers’ products are differentiated. -Limited substitutes. -Suppliers have credible forward integration threats.

25. 3-25 The Power of Buyers The bargaining power of buyers impacts industry profit potential. POWERFUL BUYERS  Can demand a lower price or higher product quality  Reduce industry profit potential: Through price discounts (limited revenue) Through increased quality / better service (higher costs) As they capture part of the economic value created

26. 3-26 Google Faces strong buyer power from Samsung who has 40% of Android-operated smartphones Walmart As the world’s largest retailer, it leverages huge buyer power from its suppliers. CEMEX Strong buyer power in the U.S. leaves it very small profits Weaker buyer power in Mexico yields much higher profits. THE POWER OF BUYERS EXAMPLES

27. 3-27 This threat derives from products/services fulfilling the needs of current customers from outside the industry. POWERFUL SUBSTITUTES: THE POWER OF SUBSTITUTES is HIGH when: Price-performance: Has an attractive trade-off. The buyer’s switching cost is low. Substitutes limit the price that industry competitors can charge for their products/services. The Threat of Substitutes

28. 3-28 The intensity of rivalry among existing competitors is determined largely by the following factors: Rivalry among Existing Competitors COMPETITIVE INDUSTRY STRUCTURE INDUSTRY GROWTH STRATEGIC COMMITMENTS EXIT BARRIERS

29. 3-29 The structure of an industry is captured by: Number and size of industry competitors Pricing power possessed by firms Products/services offered by firms (Commodity vs. differentiated product) Height of entry barriers COMPETITIVE INDUSTRY STRUCTURE

30. 3-30 Exhibit 3.3 Industry Competitive Structures along the Continuum from Fragmented to Consolidated

31. 3-31 Adding a Sixth Force: The Strategic Role of Complements  Complementor – A firm that provides a good/service that leads customers to value your firm’s offering more when the two are combined  Co-opetition – Cooperation by competitors to achieve a strategic objective

32. 3-32  The static five forces model cannot determine the speed of change for an industry.  As consolidated industries tend to be more profitable than fragmented ones, firms tend to change their industry structures toward being more consolidated through (horizontal) mergers and acquisitions. Industry Profitability Consolidation 3.3 Changes over Time: Industry Dynamics

33. 3-33  Driver: Technological advances  Example: Convergence of media industries due to technological progress in IT, telecommunications, and digital media

34. 3-34 MACRO MICRO

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36. 3-36 3.4 Explaining Performance Differences Within the Same Industry: Strategic Groups  Firms in the same strategic group follow a similar strategy.  Strategic group differences identify business-level strategies.  Direct competitors – same strategic group firms  Intra-group rivalry exceeds inter-group rivalry: Rivalry among firms within a strategic group is more intense than the rivalry between strategic groups.

37. 3-37 1.Identify important strategic dimensions. 2.For the horizontal and vertical axes – select two key dimensions which expose pivotal differences among the competitors. These dimensions should not be highly correlated. 3.Graph the firms in their strategic groups, indicating each firm’s market share by the size of the bubble with which it is represented. MAPPING STRATEGIC GROUPS

38. 3-38 Exhibit 3.5 Strategic Groups and the Mobility Barrier in the U.S. Domestic Airline Industry

39. 3-39 Mobility barriers Restricts movement between groups; industry-specific factors that separate one strategic group from another Exhibit 3.5 – Airline industry strategic groups: Hub-and-spoke group with international routes Point-to-point airline groups do not Mobility Barriers

40. 3-40 3.5 Implications for the Strategist  PESTEL analysis guiding consideration: How the external factors identified affect the firm’s industry environment.  Porter’s five forces model identifies industry profit potential and firm positioning for gaining and sustaining competitive advantage.  Strategic group map helps to find performance differences within the focal industry.

41. 3-41 ChapterCase 3 Consider This… Recent dynamics in the automotive industry have lowered the profit potential, reducing its attractiveness. Tesla Motors has demonstrated how new technology can be used to circumvent entry barriers. However, incumbent firms are also introducing hybrid or all- electric cars, further increasing rivalry in the industry. Consider This… Recent dynamics in the automotive industry have lowered the profit potential, reducing its attractiveness. Tesla Motors has demonstrated how new technology can be used to circumvent entry barriers. However, incumbent firms are also introducing hybrid or all- electric cars, further increasing rivalry in the industry. Courtesy of Tesla Motors

42. 3-42 Take-Away Concepts  A firm’s macroenvironment consists of a wide range of factors that can affect industry and firm performance.  Political environment describes the influence government bodies can have on firms.  Economic environment is mainly affected by five factors: growth rates, interest rates, levels of employment, price stability (inflation and deflation), and currency exchange rates.  Sociocultural factors capture a society’s cultures, norms, and values.  Technological factors capture the application of knowledge to create new processes and products.  Ecological factors concern a firm’s regard for environmental issues such as the natural environment, global warming, and sustainable economic growth.  Legal environment factors capture the official outcomes of the political processes that manifest themselves in laws, mandates, regulations, and court decisions. LO 3-1 Generate a PESTEL analysis to evaluate the impact of external forces on the firm.

43. 3-43 Take-Away Concepts  Competition must be viewed more broadly to not only encompass direct rivals but also a set of other forces in an industry: buyers, suppliers, the potential new entry of other firms, and the threat of substitutes.  The profit potential of an industry is a function of the five forces that shape competition: (1) threat of entry, (2) power of suppliers, (3) power of buyers, (4) threat of substitutes, and (5) rivalry among existing competitors.  The stronger a competitive force, the greater the threat it represents. The weaker the competitive force, the greater the opportunity it presents.  A firm can shape an industry’s structure in its favor through its strategy. LO 3-2 Apply Porter’s five competitive forces to explain the profit potential of different industries.

44. 3-44 Take-Away Concepts  The competitive structure of an industry is largely captured by the number and size of competitors in an industry, whether the firms possess some degree of pricing power, the type of product or service, and the height of entry barriers.  A perfectly competitive industry is characterized by many small firms, a commodity product, low entry barriers, and no pricing power for individual firms.  A monopolistic industry is characterized by many firms, a differentiated product, medium entry barriers, and some pricing power.  An oligopolistic industry is characterized by few (large) firms, a differentiated product, high entry barriers, and some degree of pricing power.  A monopoly exists when there is only one (large) firm supplying the market. A few reasons that can cause this are that the firm may offer a unique product, the barriers to entry may be high, and the monopolist has considerable pricing power. LO 3-3 Explain how competitive industry structure shapes rivalry among competitors.

45. 3-45 Take-Away Concepts  Co-opetition can create a positive-sum game, resulting in a larger pie for everyone involved.  Complements increase demand for the primary product, enhancing the profit potential for the industry and the firm.  Attractive industries for co-optetion are characterized by high entry barriers, low exit barriers, low buyer and supplier power, a low threat of substitutes, and the availability of complements. LO 3-4 Describe the strategic role of complements in creating positive- sum co-opetition.

46. 3-46 Take-Away Concepts  Industries are dynamic…they change over time.  Different conditions prevail in different industries, directly affecting the firms competing in these industries and their profitability.  In industry convergence, formerly unrelated industries begin to satisfy the same customer need. This is often brought on by technological advances. LO 3-5 Appraise the role of industry dynamics and industry convergence in shaping the firm’s external environment.

47. 3-47 Take-Away Concepts  A strategic group is a set of firms within a specific industry that pursue a similar strategy in their quest for competitive advantage.  Generally, there are two strategic groups in an industry based on two different business strategies: low-cost and differentiation strategies.  Rivalry within the same strategic group is more intense than the rivalry between strategic groups: intra-group rivalry exceeds inter-group rivalry.  Strategic groups are affected differently by the external environment and the five competitive forces.  Some strategic groups are more profitable than others.  Movement between strategic groups is restricted by mobility barriers—industry-specific factors that separate one strategic group from another. LO 3-6 Generate a strategic group model to reveal performance differences between clusters of firms in the same industry.

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