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Trade Management

The document provides an analysis of a company's competitiveness within its sector. It includes sections on the company profile, organizational analysis, production, quality control, finances, costs, purchases, sales, marketing, the competitiveness of the sector, and a SWOT analysis. Porter's Five Forces framework is also introduced for analyzing competitive environment factors like competitive rivalry, supplier and buyer power, threat of substitution or new market entrants. International market potential and competitiveness is to be evaluated using sector diagnostics and Porter's Five Forces model.

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Daniel Eduardo Ospina Restrepo
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28 views

Trade Management

The document provides an analysis of a company's competitiveness within its sector. It includes sections on the company profile, organizational analysis, production, quality control, finances, costs, purchases, sales, marketing, the competitiveness of the sector, and a SWOT analysis. Porter's Five Forces framework is also introduced for analyzing competitive environment factors like competitive rivalry, supplier and buyer power, threat of substitution or new market entrants. International market potential and competitiveness is to be evaluated using sector diagnostics and Porter's Five Forces model.

Uploaded by

Daniel Eduardo Ospina Restrepo
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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COMPANY DIAGNOSIS

SECTOR COMPETITIVENESS
1. COMPANY PROFILE
2. ORGANIZATIONAL ANALYSIS
3. PRODUCTION ANALYSIS
4. QUALITY CONTROL PROCESSES 10. SECTOR
5. FINANCIAL ANALYSIS COMPETITIVENESS
6. COST POLICIES
7. PURCHASE POLICIES
8. SALES POLICIES
9. MARKETING
11. SWOT ANALYSIS
• COMPETITIVENESS: ALLOWS YOU TO DETERMINE THE THREATS AND OPPORTUNITIES
OF THE COMPANY, HAVING INTO ACCOUNT THE MACROECONOMIC ENVIRONMENT
AND ITS EFFECTS IN THE COMPANY.

• COLOMBIAN SECTOR ANALYSIS (GROWTH, EXPORTS, IMPORTS, NUMBER OF


COMPANIES ETC.)
• POSITION OF THE COMPANY AGAINST SIMILAR COMPANIES IN THE SECTOR.
COMPETITIVE ADVANTAGE REGARDING TO COST, PRICE, QUALITY AND PRODUCT
DIFFERENCE.
• FLEXIBILITY TO CHANGE (HOW FAST CAN THE COMPANY ANSWER TO A CHANGE
IN THE ENVIRONMENT?). GIVE A SPECIFIC EXAMPLE.
https://www.euromonitor.com/colombia
https://www.maro.com.co/apuesta-pdp/11
https://www.colombiaproductiva.com/
PORTER'S FIVE FORCES IS A FRAMEWORK FOR ANALYZING
A COMPANY'S COMPETITIVE ENVIRONMENT.

 THE NUMBER AND POWER OF A


COMPANY'S COMPETITIVE RIVALS,
POTENTIAL NEW MARKET ENTRANTS,
SUPPLIERS, CUSTOMERS, AND SUBSTITUTE
PRODUCTS INFLUENCE A COMPANY'S
PROFITABILITY.
ANALYZING THESE ELEMENTS CAN BE USED TO
GUIDE BUSINESS STRATEGY TO INCREASE
COMPETITIVE ADVANTAGE.
• COMPETITIVE RIVALRY. THIS LOOKS AT THE NUMBER AND STRENGTH OF YOUR COMPETITORS.
HOW MANY RIVALS DO YOU HAVE? WHO ARE THEY, AND HOW DOES THE QUALITY OF THEIR
PRODUCTS AND SERVICES COMPARE WITH YOURS?

• WHERE RIVALRY IS INTENSE, COMPANIES CAN ATTRACT CUSTOMERS WITH AGGRESSIVE PRICE
CUTS AND HIGH-IMPACT MARKETING CAMPAIGNS. ALSO, IN MARKETS WITH LOTS OF RIVALS,
YOUR SUPPLIERS AND BUYERS CAN GO ELSEWHERE IF THEY FEEL THAT THEY'RE NOT GETTING A
GOOD DEAL FROM YOU.

• ON THE OTHER HAND, WHERE COMPETITIVE RIVALRY IS MINIMAL, AND NO ONE ELSE IS DOING
WHAT YOU DO, THEN YOU'LL LIKELY HAVE TREMENDOUS STRENGTH AND HEALTHY PROFITS.

• SUPPLIER POWER. THIS IS DETERMINED BY HOW EASY IT IS FOR YOUR SUPPLIERS TO INCREASE
THEIR PRICES. HOW MANY POTENTIAL SUPPLIERS DO YOU HAVE? HOW UNIQUE IS THE
PRODUCT OR SERVICE THAT THEY PROVIDE, AND HOW EXPENSIVE WOULD IT BE TO SWITCH
FROM ONE SUPPLIER TO ANOTHER?

• THE MORE YOU HAVE TO CHOOSE FROM, THE EASIER IT WILL BE TO SWITCH TO A CHEAPER
ALTERNATIVE. BUT THE FEWER SUPPLIERS THERE ARE, AND THE MORE YOU NEED THEIR HELP, THE
STRONGER THEIR POSITION AND THEIR ABILITY TO CHARGE YOU MORE. THAT CAN IMPACT
TRADEMAP
YOUR PROFIT.

• BUYER POWER. HERE, YOU ASK YOURSELF HOW EASY IT IS FOR BUYERS TO DRIVE YOUR
PRICES DOWN. HOW MANY BUYERS ARE THERE, AND HOW BIG ARE THEIR ORDERS? HOW
MUCH WOULD IT COST THEM TO SWITCH FROM YOUR PRODUCTS AND SERVICES TO THOSE
OF A RIVAL? ARE YOUR BUYERS STRONG ENOUGH TO DICTATE TERMS TO YOU? WHEN YOU
DEAL WITH ONLY A FEW SAVVY CUSTOMERS, THEY HAVE MORE POWER, BUT YOUR POWER
INCREASES IF YOU HAVE MANY CUSTOMERS.
• THREAT OF SUBSTITUTION. THIS REFERS TO THE LIKELIHOOD OF YOUR CUSTOMERS
FINDING A DIFFERENT WAY OF DOING WHAT YOU DO. FOR EXAMPLE, IF YOU SUPPLY A
UNIQUE SOFTWARE PRODUCT THAT AUTOMATES AN IMPORTANT PROCESS, PEOPLE
MAY SUBSTITUTE IT BY DOING THE PROCESS MANUALLY OR BY OUTSOURCING IT. A
SUBSTITUTION THAT IS EASY AND CHEAP TO MAKE CAN WEAKEN YOUR POSITION AND
THREATEN YOUR PROFITABILITY.

• THREAT OF NEW ENTRY. YOUR POSITION CAN BE AFFECTED BY PEOPLE'S ABILITY TO


ENTER YOUR MARKET. SO, THINK ABOUT HOW EASILY THIS COULD BE DONE. HOW
EASY IS IT TO GET A FOOTHOLD IN YOUR INDUSTRY OR MARKET? HOW MUCH WOULD
IT COST, AND HOW TIGHTLY IS YOUR SECTOR REGULATED? EUROMONITOR
NEWSPAPERS
• IF IT TAKES LITTLE MONEY AND EFFORT TO ENTER YOUR MARKET AND COMPETE
EFFECTIVELY, OR IF YOU HAVE LITTLE PROTECTION FOR YOUR KEY TECHNOLOGIES, THEN
RIVALS CAN QUICKLY ENTER YOUR MARKET AND WEAKEN YOUR POSITION. IF YOU
HAVE STRONG AND DURABLE BARRIERS TO ENTRY, THEN YOU CAN PRESERVE A
FAVORABLE POSITION AND TAKE FAIR ADVANTAGE OF IT.
WORKSHOP
• IN THE SAME GROUPS OF YOUR FINAL WORK COMPLETE THE FOLLOWING POINTS:

• DEFINE THE SECTOR (WHICH PRODUCTS ARE INCLUDED?)

• MAKE A QUICK DIAGNOSIS OF THE SECTOR (5 DIFFERENT ASPECTS)

• ANALYZE THE ASPECTS OF THE FIVE FORCES MODEL BY M. PORTER (ACCORDING TO YOUR PRODUCT AND AN
INTERNATIONAL MARKET.)

• WHICH ONES ARE THE POTENTIAL INTERNATIONAL MARKETS AND WHY? (SHOW SOME GRAPHS AND EXTRA INFORMATION
YOU FIND)
1. COMPANY PROFILE
2. ORGANIZATIONAL ANALYSIS
3. PRODUCTION ANALYSIS
4. QUALITY CONTROL PROCESSES 10. SECTOR
5. FINANCIAL ANALYSIS COMPETITIVENESS
6. COST POLICIES
7. PURCHASE POLICIES
8. SALES POLICIES
9. MARKETING
11. SWOT ANALYSIS
EXPORT POTENTIAL DIAGNOSIS

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