Karteikarten
EXTERNAL ENVIRONMENT
Karten in diesem Stapel (43)
- 1STRATEGIC GROUPSOrganisations within an industry with similar strategic characteristics, following similar strategies or competing on similar bases
- 2STRATEGIC GROUPS- IDENTIFIED BYMARKET COMMONALITY VS. RESOURCE SIMILARITY
- Indirect competitors (subs)
- Direct competitors
- Potential competitors (potential new entrants) - 3STRATEGIC GROUPS- CASE STUDYHOSPITALITY INDUSTRY
GEOGRAPHIC FOCUS VS. PRODUCT SCOPE
- Luxury (mandarin oriental)
-Nationally focused single brand (travel lodge)
- International branded (Best western)
- Global multi-brand (hilton) - 4STRATEGIC GROUPS- USED FOR-Understanding comp
- Strategic opportunities in white space (or black holes?)
- Mobility barriers, good to be in a group with strong mobility barriers to impede immitation - 5INDUSTRY STRUCTURE ANALYSISPORTER'S 5 FORCES
VALUE NET
STRATEGIC GROUPS - 6PORTERS 5 FORCES- KEY COMPONENTSCompetitive Rivalry
Threat of New Entrants
Threat of Substitutes
Bargining power of Buyers
Bargining power of Suppliers - 7THREAT OF NEW ENTRANTSENTRY BARRIERS- high or low?
- exp curve
- scale economies
- access to supply/distribution channels
- expected retaliation
-Superior contacts/knowledge - 8THREAT OF SUBSTITUTESSIMILAR BENEFIT DIFFERENT PROCESS
- Caps industry prices (e-books)
- price/performance ratio crucial
- come from outside the industry - 9BARGAINING POWER OF BUYERSHigh when-
- concentrated buyers
-low switching costs
- threat of backward vertical integration - 10BARGAINING POWER OF SUPPLIERSHIGH when-
- concentrated suppliers
- high switching costs
- threat of forward vertical integration (e.g. airlines bypassing travel agents) - 11COMPETITIVE RIVALRYSIMILAR PRODUCTS/SERVICES AIMED AT THE SAME CUSTOMER GROUP
- balance of size
- industry growth rate
- high fixed costs
- high barriers to exit
- Low differentiation to stop customers switching - 12MARKET STRUCTURE AND FEATURES (5 FORCES)Monopoly, oligopoly, monopolistic comp, perfect comp. HYPERCOMPETITION.
Sliding scale,
Sustainability of CA, high to low.
Comp low to high.
Stability high to low.
Defensive to aggressive strategy - 13HYPERCOMPETITON- CHARACTERISTICSD'Aveni 1994
UNSTABLE, COMPLEX, DYNAMIC
Constant disequilibrium
Blurred industry barriers
Barriers to entry and CA unsustainable - 14HYPERCOMPETITION- CAUSESRapid tech change
Globalization
Fragmenting consumer tastes
Deep company pockets due to alliances - 155 FORCES- SUITABLE FOROLIGOPOLY
- 16HYPERCOMPETITON- EXAMPLESoftware industry
- 17PORTER'S 5 FORCES- WEAKNESSES (1)INDUSTRY DRIVES PERFORMANCE
- Is the business unit more important
- Rumelt 1991 differences in profit were greater between firms in same industry than between diff industries
- Industry has more of an impact on profit in turbulent sectors - 18PORTER'S 5 FORCES- WEAKNESSES (2)HOW DEFINED ARE INDUSTRIES?
- different perspectives on industries (acedemic vs manager)
- convergence and blurred boundaries
- analyse multiple markets to get a full picture - 19PORTER'S 5 FORCES- WEAKNESSES (3)Oversimplifies buyers and suppliers
- 20PORTER'S 5 FORCES- WEAKNESSES (4)OVER-EMPHASIZES MACRO- what about product/market segments, outdoor sports vs performance
- 21PORTER'S 5 FORCES- WEAKNESSES (5)STATIC MODEL IN A DYNAMIC ENVIRONMENT
- 22PORTER'S 5 FORCES- WEAKNESSES (6)FAILS TO LINK TO ACTION
- 23PORTER'S 5 FORCES- STRENGTHSComplex eco theory in a USABLE format
PRACTICAL TOOL managers can use, identifies competitors and broad industry - 245 FORCES- REFINEMENTSCOMPLIMENTORS (A 6TH FORCE)
- customers value your product more when they have the other org's product
- its more attractive for suppliers to supply resources to you when they also supply the other org
- microsoft windows software and macafee security
- move towards a co-operation perspective, link to value net - 255 FORCES REFINEMENTS (2)GRUNDY'S 5 2006 REFINEMENTS
-Interdependencies
- Combine with macro-eco
-Prioritize (force field analysis)
- Examine sub forces
-Segment within the industry - 265 FORCES REFINEMENTS- INTERDEPENDENCIESThink of the 5 forces as an interactive system, can suppliers impact the threat of new entrants?
put diff forces in the center spot - 275 FORCES REFINEMENTS- COMBINE WITH MACRO-ECOAdd in PEST, do the forces have a positive or negative impact?
PEST all positive, 5 forces may not be felt - 285 FORCES- REFINEMENTS, PRIORITISINGForce field analysis (favorable, unfavorable, length of arrow equal severity
- 295 FORCES- REFINEMENTS, EXAMINE SUB-FORCESRIVALRY- commitment, mind-set, number, similarity
- 305 FORCES- REFINEMENTS, DYNAMISMRadar plot, compare current and predicted
- 31VALUE NETA map of organisations in a business environment that demonstrate opportunities for value creating co-operation as well as competition
- 32PORTER'S 5 FORCES- WEAKNESSES (6)Focuses on threats not opps
- 33VALUE NET- KEY COMPONENTSCOMPANY PRODUCT (e.g. ipod)
- Customers
- Competitors (sony mp3 players)
- Complimentors (sony music)
- Suppliers (sony lithium polymer battery) - 34PESTLEOk for stable environments, not dynamic.
Based upon key drivers for change- identifying what's really important
3 add-ons, dynamism, complexity and uncertainty - 35SENARIO PLANNING- DEFFDETAILED and PLAUSIBLE view of how the environment of an org may develop in the future depending on KEY DRIVERS FOR CHANGE about which there is a high level of UNCERTAINTY
- 36SENARIO PLANNING- PURPOSEprompts managers to be alert to a range of possibilities
- 37FORECASTINGSingle path to the future, assumes today will be like tomorrow, does not account for unpredictable environment
- 38SENARIO PLANNING- CONSTRUCTIONDrivers of change, basic trends, key uncertainties, rule of interaction= multiple senarios
- 39SENARIO PLANNING- CASE STUDYVisit Scotland- key drivers of change, key uncertainties, 2 key themes emerged.
Banana wars- tariffs removed, small Caribbean farmers suffered, what do they do? - 40SENARIO PLANNING- SUITABLE WHEN?A few discrete possible outcomes or a range of possibilities NOT where there is a clear future or ambiguity that does not provide a base for forecasting
- 41SENARIO PLANNING- PAPERSCHOEMAKER AND DAY 2009- scanning for weak signals.
Identify and minimize org and personal biases.
Actively identify weak signals (networks, search parties).
Amplify them (senarios).
Probe and clarify (constructive conflict) - 42MACRO-ENVIRONMENT ANALYSISPESTLE
SENARIO PLANNING - 43LAYERS OF THE EXTERNAL ENVIRONMENTMACRO-ENVIRONMENT (generally not influenced by businesses)
INDUSTRY/SECTOR ENVIRONMENT (can we define industries an more?)
COMPETITIVE ENVIRONMENT
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- Karteikarten am EXTERNAL ENVIRONMENT, erstellt von starry_eyed_ am 24/04/2013.
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- starry_eyed_
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