1. External and Industry Environment Analysis Dr. K. Rangarajan 20 November 2015

2. SESSION : 2 Two Determinants of Profitability Environmental Attractiveness Competitive Position a Advantage Disadvantage LowHigh

3. SESSION : 2 Business Environment External & internal conditions effecting the firm Firm trades & competes within an economy, & an industry Constant changes require systematicmonitoring Environmental changes destroy & createbusiness opportunities

4. SESSION : 2 External Environment Outside forces which impact on the firm Economy Technology Society Government Competitors Customers Suppliers

5. SESSION : 2 Internal Environment Conditions & forces within the firm Owners Managers Employees Firm culture Physical resources

6. SESSION : 2 Environmental Uncertainty Level of uncertainty depends on 2 dimensions: Degree of change within the industry Stable to dynamic Degree of Homogeneity within industry Simple to complex

7. SESSION : 2 Strategy Making Department Environmental Turbulence Amount of simultaneous expansion, contraction, entry & exit within an industry Small firms exhibit higher level of turbulence than big business Less able to control environment through market dominance & political lobbying

8. SESSION : 2 Competition Grounded in underlying industry economics + other external forces: government, suppliers etc Porter’s model for analyzing industry attractiveness useful tool Knowledge of competitive pressure within an industry provides basis for strategy formulation

9. SESSION : 2 Questions to Ask in Societal Environmental Analysis What are the current and emerging trends in each segment? What are the indicators of these trends? What is the historic evolution of these trends? What is the degree of change within these trends? How will competitors deal with these trends? How will these trends impact my organization?

10. SESSION : 2 Strategic Issues and Strategic Factors Strategic Issues Trends likely to affect future environment Strategic Factors Those strategic issues with high probability of occurrence and high probable impact on corporation

11. SESSION : 2 Issues Priority Matrix High Priority High Priority High Priority Medium Priority Medium Priority Medium Priority Low Priority Low Priority Low Priority Low Medium High Medium High Low Probable Impact on Corporation Probability of Occurrence Source: Adapted from L. L. Lederman, “Foresight Activities in the U.S.A.: Time for a Reassessment?” Long Range Planning (June 1984), p. 46. Copyright © 1984 by Pergamon Press, Ltd. Reprinted with permission.

12. SESSION : 2 Some Important Variables in the Societal Environment EconomicTechnologicalPolitical-LegalSocio-cultural GDP trends Interest rates Money supply Inflation rates Unemployment levels Wage/price controls Devaluation/ revaluation Energy availability and cost Disposable and discretionary income Total government spending for R&D Total industry spending for R&D Focus of technological efforts Patent protection New products New developments in technology transfer from lab to marketplace Productivity Improvements through automation Antitrust regulations Environmental protection laws Tax laws Special incentives Foreign trade regulations Attitudes toward foreign companies Laws on hiring and promotion Stability of government Lifestyle changes Career expectations Consumer activism Rate of family formation Growth rate of population Age distribution of population Regional shifts in population Life expectancies Birth rates

13. SESSION : 2 Related and supporting industries Demand conditions Factor conditions Firm strategy structure and rivalry Chance Government Porter’s Diamond

14. SESSION : 2 Determinants in the Diamond I. Factor Conditions The nation’s position in factors of production These factors can be grouped as follows: Human Resource; Physical Resource; Knowledge Resource; Capital Resource; Infrastructure Competitive advantage from factors depends on how efficiently and effectively they are deployed II. Demand Conditions The quality of home demand determines competitive advantage Nature of domestic Buyers + Size and Pattern of Growth + Transmission to Foreign Market Competitive Advantage

15. SESSION : 2 Determinants in the Diamond (Contd.) III. Related and Supporting Industries The presence or absence of supplier industries and related industries that are internationally competitive IV. Firm Strategy, Structure and Rivalry The conditions in the nation governing how companies are created, organised and managed and the nature of domestic rivalry

16. SESSION : 2 Inter-relationship in the Diamond New Entrants Early product penetration feeds industry Attracts New Entrants though factor abundance or specialisation Firm Stgy. Structure and Rivalry Encourages formation of more specialists Stimulated growth of supplier industries Factor pools are transferable to related industries Related & Supported Industries Rivalry boosts home demand and its specification Pull foreign demand for the industry product Attract Foreign firms/individuals for the nation’s products Demand conditions Stimulates faster creation though rivalry/ challenges Create or stimulate creation of transferable factors Influence priorities for faster creation of investments Factor conditions Firm Stgy. Structure and Rivalry Related & Supported Industries Demand conditions Factor conditionsDeterminants

17. SESSION : 2 Competitive Diamond Indian Apparel Cluster Weak/Medium Weak Weak-With Potential Basic=Strong Advanced=Weak Basic=Strong Advanced=Weak Demand Condition s Strategy Structure Rivalry Factors Cluster -Dependency on intermediaries -Lack of first-hand exposure to demanding or trend-setting consumers -Low knowledge of high-income segments -Dependency on foreign brands -Poorly Exposed to stringent buyer requirements +Entrepreneurs read and travel widely +Indirect exposure via clients -Over-dependence on privileged market access -Mainly supplying labor -Mainly commodity/price competition +Some moving to full package/design +Many industry participants Basic: +Proximity to Stgic. Mkts. +Good IT Support +Good managerial/supervisory base +Favorable tax incentives +Good park infrastructure and policy +Relatively low labor costs Advanced: -Weak Telecom support - Weak port and airport -Weak in higher skills training --Weak financial sector +/-Transport logistics and costs +Some emerging CAD capability -Lack of local base of critical related industries -Dependency on foreign providers of technology -Inadequate schools and training providers -Lack Govt. vision for cluster development -Bureaucracy & Red-tapisim

18. SESSION : 2 Industry Analysis An Industry is defined as: A group of organizations offering products or services which are close substitutes for each other Boundaries of the industry are determined from a user’s point of view

19. SESSION : 2 Suppliers Bargaining power of suppliers Bargaining power of suppliers New Entrants New Entrants Threat of new entrants Threat of new entrants Buyers Bargaining power of buyers Bargaining power of buyers Substitutes Threat of substitutes Threat of substitutes Industry Competitors Intensity of rivalry Forces in the Industry Analysis

20. SESSION : 2 Intensity of Rivalry Determinants of rivalry Industry growth Share of fixed costs to total value added Depth of product differentiation Concentration and balance among competitors

21. SESSION : 2 Strong Rivalry Occurs When: Low industry growth High relative fixed costs Little product differentiation Fragmented industry with different competitive perspectives

22. SESSION : 2 Rivalry Among Established Companies Consolidated One firm or one dominant firm. (monopoly) Fragmented Many firms. No dominant firm Few firms, Shared dominance (Oligopoly) The Continuum of Industry Structures Industry Competitive Structure

23. SESSION : 2 Threat of New Entrants Likelihood of New Entrants is Determined by Height of Entry Barriers

24. SESSION : 2 Some Barriers to Entry: Economies of Scale Product Differentiation Capital Requirements Switching Costs Access to Distribution Channels Cost Disadvantages Independent of Size Government Policy

25. SESSION : 2 High Entry Barriers Means High Profitability High barriers restrict new entrants

26. SESSION : 2 Bargaining Power of Buyers Buyers as consumers of the industry’s output Powerful buyers can demand lower prices, higher quality or better services Powerful buyers reduce industry profitability

27. SESSION : 2 Buyers become powerful when: Few important buyers Buyer switching costs are low Buyers can easily vertically integrate Substitutes for the industry’s product are readily available

28. SESSION : 2 Bargaining Power of Suppliers Suppliers provide inputs to the industry Powerful Suppliers--raise prices or reduce quality of raw materials Powerful suppliers reduce industry profitability

29. SESSION : 2 Suppliers become powerful when: Few substitutes exist Differentiation or high switching costs Small number of suppliers Supplier threat of vertical integration is high

30. SESSION : 2 Threat of Substitutes Substitutes can replace the industry’s products and services or present an alternative to fulfill demand Substitutes establish a price ceiling for the industry’s product Substitutes establish a quality threshold for the industry’s product

31. SESSION : 2 Substitutes become powerful when: Buyers perceive performance and value of the substitute to be similar to the industry’s product Buyer’s switching cost is low Substitutes are readily available Vs.

32. SESSION : 2 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

33. SESSION : 2 Industry Scenarios 1.Examine possible shifts in societal variable globally. 2.Identify uncertainties in each of the six forces of the task environment. 3.Make a range of plausible assumptions about future trends. 4.Combine assumptions into internally consistent scenarios. 5.Analyze the industry situation under each scenario. 6.Determine sources of competitive advantage under each scenario. 7.Predict competitors’ behavior under each scenario. 8.Select most likely scenario to use in strategy formulation.

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