WithrFACILITATOR: Dr. GABRIEL MAIBVISIRA, E-MAIL ADD.

[email protected] OR
[email protected]
Midlands State University
Graduate School of Business Leadership:
Tel: 054-223523udder

3-1
 Chapter 3: Evaluating a
Company’s External
Environment

Screen graphics created by:

Jana F. Kuzmicki, Ph.D.
Troy University

McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter Learning Objectives
1. To gain command of the basic concepts and
analytical tools widely used to diagnose a
company’s industry and competitive conditions.

2. To become adept in recognizing the factors that

cause competition in an industry to be fierce, more
or less normal, or relatively weak.

3. To learn how to determine whether an industry’s

outlook presents a company with sufficiently
attractive opportunities for growth and profitability.

4. To understand why in-depth evaluation of specific

industry and competitive conditions is a prerequisite
to crafting a strategy well matched to a company’s
situation.
3-3
 Chapter Roadmap
 The Strategically Relevant Components of a
Company’s External Environment
 Thinking Strategically About a Company’s Industry
and Competitive Environment
 Question 1: What Are the Industry’s Dominant Economic
Features?
 Question 2: How Strong Are Competitive Forces?
 Question 3: What Forces Are Driving Industry Change and
What Impacts Will They Have?
 Question 4: What Market Positions Do Rivals Occupy—
Who Is Strongly Positioned and Who Is Not?
 Question 5: What Strategic Moves Are Rivals Likely to
Make Next?
 Question 6: What Are the Key Factors for Future
Competitive Success?
 Question 7: Does the Outlook for the Industry Offer the
Company a Good Opportunity to Earn Attractive Profits?
3-4
 Understanding the Factors that
Determine a Company’s Situation
 Diagnosing a company’s situation has
two facets
 Assessing the company’s external or macro-
environment
 Industry and competitive conditions
 Forces acting to reshape this environment
 Assessing the company’s internal or
micro-environment
 Market position and competitiveness
Competencies, capabilities,
resource strengths and
weaknesses, and competitiveness
3-5
Figure 3.1: From Thinking Strategically About the
Company’s Situation to Choosing a Strategy

3-6
Figure 3.2: The Components of a Company’s Macro-environment

3-7
Thinking Strategically About a
Company’s Macro-environment
 A company’s macro-environment includes all
relevant factors and influences outside its
boundaries
 Diagnosing a company’s external situation involves
assessing strategically important factors that have a
bearing on the decisions a company’s makes about
its
 Direction
 Objectives
 Strategy
 Business model
 Requires that company managers scan
the external environment to
 Identify potentially important external developments
 Assess their impact and influence
 Adapt a company’s direction and strategy as needed
3-8
 Key Questions Regarding the
Industry and Competitive Environment

What are the

industry’s
dominant
economic traits?

What forces
How strong are
are driving
competitive
change in the
forces?
industry?

What market What are the How attractive

positions do key factors for is the industry
rivals occupy? competitive from a profit
What moves will success? perspective?
they make next?
3-9
Question 1: What are the Industry’s
Dominant Economic Traits?
 Market size and growth rate
 Number of rivals
 Scope of competitive rivalry
 Buyer needs and requirements
 Degree of product differentiation
 Product innovation
 Supply/demand conditions
 Pace of technological change
 Vertical integration
 Economies of scale
 Learning and experience curve effects
3-10
Table 3.1: What to Consider in Identifying
an Industry’s Dominant Economic Features

3-11
Learning/Experience Effects
 Learning/experience effects exist when a
company’s unit costs decline as its
cumulative production volume increases
because of
 Accumulating production know-how

 Growing mastery of the technology

 The bigger the learning or experience

curve effect, the bigger the cost advantage
of the firm with the largest cumulative
production volume
3-12
Question 2: How Strong Are
Competitive Forces?

 Objectives are to identify

 Main sources of competitive forces

 Strength of these forces

 Key analytical tool

 Five Forces Model

of Competition

3-13
Figure 3.3: The Five Forces Model of Competition

3-14
Analyzing the Five Competitive
Forces: How to Do It
Step 1: Identify the specific competitive
pressures associated with each of
the five forces

Step 2: Evaluate the strength of each

competitive force – fierce, strong,
moderate to normal, or weak?

Step 3: Determine whether the collective

strength of the five competitive forces
is conducive to earning attractive
profits
3-15
 Competitive Pressures
Among Rival Sellers
 Usually the strongest of the five forces

 Key factor in determining strength of

rivalry
 How aggressively are rivals using various
weapons of competition to improve their
market positions and performance?
 Competitive rivalry is a combative
contest involving
 Offensive actions
 Defensive countermoves
3-16
Figure 3.4: Weapons for Competing and Factors
Affecting Strength of Rivalry

3-17
 Competitive Pressures
Associated With Potential Entry
 Seriousness of threat depends on

 Size of pool of entry candidates

and available resources
 Barriers to entry
 Reaction of existing firms

 Evaluating threat of entry involves assessing

 How formidable entry barriers are for each type

of potential entrant and
 Attractiveness of growth and profit prospects
3-18
Figure 3.5: Factors Affecting Threat of Entry

3-19
Common Barriers to Entry
 Sizable economies of scale
 Cost and resource disadvantages independent
of size
 Brand preferences and customer loyalty
 Capital requirements and/or other
specialized resource requirements
 Access to distribution channels
 Regulatory policies
 Tariffs and international trade restrictions
 Ability of industry incumbents to launch
vigorous initiatives to block a newcomer’s entry
3-20
Competitive Pressures from Substitute
Products

Concept
Substitutes matter when customers
are attracted to the products of
firms in other industries

Examples
 Sugar vs. artificial sweeteners
 Eyeglasses and contact lens
vs. laser surgery
 Newspapers vs. TV vs. Internet
3-21
How to Tell Whether Substitute
Products Are a Strong Force

 Whether substitutes are readily

available and attractively priced

 Whether buyers view substitutes

as being comparable or better

 How much it costs end users

to switch to substitutes

3-22
Figure 3.6: Factors Affecting Competition From Substitute Products

3-23
Competitive Pressures From Suppliers
and Supplier-Seller Collaboration

 Whether supplier-seller relationships

represent a weak or strong competitive
force depends on

 Whether suppliers can exercise

sufficient bargaining leverage to
influence terms of supply in their favor

 Nature and extent of supplier-seller

collaboration in the industry

3-24
Figure 3.7: Factors Affecting Bargaining Power of Suppliers

3-25
Competitive Pressures: Collaboration
Between Sellers and Suppliers
 Industry members often forge strategic
partnerships with select suppliers
to
 Reduce inventory and logistics costs
 Speed availability of
next-generation components
 Enhance quality of parts being supplied
 Squeeze out cost savings for both parties
 Competitive advantage potential may accrue
to those industry members (sellers) doing the
best job of managing supply-chain relationships
3-26
Competitive Pressures From Buyers
and Seller-Buyer Collaboration

 Whether the relationships between industry

members and buyers represent a weak or
strong competitive force depends on

 Whether buyers have sufficient

bargaining leverage to influence
terms of sale in their favor

 Extent and competitive importance of

strategic partnerships between certain industry
members and the buyers
3-27
Figure 3.8: Factors Affecting Bargaining Power of Buyers

3-28
Competitive Pressures: Collaboration
Between Sellers and Buyers
 Partnerships between industry members
and some/many of their customers can
impact competitive pressures
 Collaboration may result in
mutual benefits regarding
 Just-in-time deliveries
 Order processing
 Electronic invoice payments
 Data sharing
 Competitive advantage may accrue to
those industry members doing the best job
of partnering with their customers
3-29
 Strategic Implications of
the Five Competitive Forces
 Competitive environment is
unattractive from the standpoint
of earning good profits when
 Rivalry is vigorous

 Entry barriers are low

and entry is likely

 Competition from
substitutes is strong

 Suppliers and customers have

considerable bargaining power
3-30
 Strategic Implications of
the Five Competitive Forces
 Competitive environment is ideal from
a profit-making standpoint when

 Rivalry is moderate

 Entry barriers are high

and no firm is likely to enter

 Good substitutes
do not exist

 Suppliers and customers are

in a weak bargaining position
3-31
 Coping With the
Five Competitive Forces

 Objective is to craft a strategy to

 Insulate firm from

competitive pressures

 Initiate actions to produce

sustainable competitive advantage

 Allow firm to be the industry’s “mover and

shaker” with the “most powerful” strategy that
defines the business model for the industry
3-32
Question 3: What Forces Are Driving Industry
Change and What Impacts Will They Have?

 Industries change because forces

are driving industry participants
to alter their actions
 Driving forces are the
major underlying causes
of changing industry and
competitive conditions
 Where do driving forces originate?
 Outer ring of macroenvironment
 Inner ring of macroenvironment
3-33
 Analyzing Driving Forces:
Three Key Steps
STEP 1: Identify forces likely to exert greatest
influence over next 1 - 3 years
 Usually no more than 3 - 4 factors
qualify as real drivers of change
STEP 2: Assess impact
 Are driving forces acting to cause market
demand for product to increase or decrease?
 Are driving forces acting to make competition
more or less intense?
 Will driving forces lead to higher or lower industry
profitability?
STEP 3: Determine what strategy changes are
needed to prepare for impacts of driving forces
3-34
Table 3.2: The Most Common Driving Forces

3-35
 Question 4: What Market
Positions Do Rivals Occupy?
 One technique to reveal different
competitive positions of industry rivals is
strategic group mapping

 A strategic group is a cluster of firms in an

industry with similar competitive
approaches and market positions

3-36
 Strategic Group Mapping
 Firms in same strategic group
have two or more competitive
characteristics in common
 Have comparable product line breadth
 Sell in same price/quality range
 Emphasize same distribution channels
 Use same product attributes to appeal
to similar types of buyers
 Use identical technological approaches
 Offer buyers similar services
 Cover same geographic areas
3-37
 Procedure for Constructing
a Strategic Group Map
STEP 1: Identify competitive characteristics that
differentiate firms in an industry from one
another

STEP 2: Plot firms on a two-variable map using

pairs of these differentiating
characteristics

STEP 3: Assign firms that fall in about the same

strategy space to same strategic group

STEP 4: Draw circles around each group, making

circles proportional to size of group’s
respective share of total industry sales
3-38
Example: Strategic Group Map of Selected Motor Vehicle Manufacturers

3-39
Guidelines: Strategic Group Maps
 Variables selected as axes should not be highly
correlated
 Variables chosen as axes should expose big
differences in how rivals compete
 Variables do not have to be either quantitative
or continuous
 Drawing sizes of circles proportional to
combined sales of firms in each strategic group
allows map to reflect relative sizes of each
strategic group
 If more than two good competitive variables can
be used, several maps can be drawn
3-40
Interpreting Strategic Group Maps
 The closer strategic groups are
on the map, the stronger the cross-group
competitive rivalry tends to be
 Not all positions on the map
are equally attractive
 Driving forces and competitive pressures often
favor some strategic groups and hurt others
 Profit potential of different strategic
groups varies due to strengths and
weaknesses in each group’s market
position
3-41
Question 5: What Strategic Moves
Are Rivals Likely to Make Next?
 A firm’s best strategic moves
are affected by
 Current strategies of competitors
 Future actions of competitors
 Profiling key rivals involves gathering
competitive intelligence about
 Current strategies
 Most recent actions and public announcements
 Resource strengths and weaknesses
 Efforts being made to improve their situation
 Thinking and leadership styles of top executives
3-42
ompetitor Analysis
 Sizing up strategies and competitive
strengths and weaknesses of rivals
involves assessing
 Which rival has the best strategy? Which
rivals appear to have weak strategies?
 Which firms are poised to gain
market share, and which ones
seen destined to lose ground?
 Which rivals are likely to rank among the
industry leaders five years from now? Do any
up-and-coming rivals have strategies and the
resources to overtake the current industry
leader?
3-43
 Things to Consider in
Predicting Moves of Rivals
 Which rivals need to increase their unit sales
and market share? What strategies are rivals
most likely to pursue?
 Which rivals have a strong incentive, along with
resources, to make major strategic changes?
 Which rivals are good candidates to be
acquired? Which rivals have the resources to
acquire others?
 Which rivals are likely to enter new geographic
markets?
 Which rivals are likely to expand their product
offerings and enter new product segments?
3-44
 Question 6: What Are the Key
Factors for Competitive Success?
 Key Success Factors (KSFs) are competitive
factors and attributes that affect every industry
member’s ability to be competitively and financially
successful
 KSFs are those particular attributes that are so
important that they spell the difference between
 Profit and loss
 Competitive success or failure
 KSFs can relate to
 Specific strategy elements
 Product attributes
 Resources
 Competencies
 Competitive capabilities
 Market achievements
3-45
Identifying Industry Key Success Factors

 The answers to 3 questions often help pinpoint

an industry’s KSFs
 On what basis do customers choose
between competing brands of sellers?
 What resources and competitive capabilities does a
company need to have to be competitively
successful?
 What shortcomings are likely to place a company at
a significant competitive disadvantage?
 Rarely are there more than 5 - 6
factors that are truly key to the future financial
and competitive success of industry members
3-46
Table 3.3: Common Types of Industry Key Success Factors

3-47
 Question 7: Does the Outlook for the
Industry Offer an Attractive Opportunity?
 Involves assessing whether the industry and
competitive environment presents a company with
an attractive or unattractive opportunity
for earning good profits
 Factors to consider:
 Industry growth potential
 Whether competitive forces are growing stronger/weaker
 Whether driving forces will favorable/unfavorably impact
industry profitability
 Degree of risk and uncertainty in industry’s future
 Whether the industry confronts severe problems
 Firm’s competitive position in industry vis-à-vis rivals
 Firm’s potential to capitalize on industry opportunities or
the vulnerabilities of weaker rivals
 Whether a firm has sufficient competitive strength to
defend against unattractive industry factors
3-48
 Factors to Consider in
Assessing Industry Attractiveness
 As a general proposition
 If an industry’s overall profit prospects are
above average, the industry environment is
basically attractive
 If an industry’s overall profit prospects are
below average, the industry environment is
basically unattractive
 However
 Attractiveness is relative, not absolute
 Conclusions about attractiveness have
to be drawn from the perspective of a
particular company
3-49
 Factors to Consider in
Assessing Industry Attractiveness
 An industry is unlikely to be equally
attractive or unattractive to all industry
members
 Industry environments attractive to strong
competitors may be unattractive to weak competitors
 A favorably positioned company may survey an
industry environment and see opportunities that
weak competitors have little or no ability to
capture
 Industry environments attractive to insiders may be
unattractive to potential entrants
 Under certain circumstances, a firm uniquely well-
situated in an otherwise unattractive industry can
still earn good profits by taking sales and market
share away from weaker competitors
3-50
 Core Concept: Assessing
Industry Attractiveness

The degree to which an industry

is attractive or unattractive is not the
same for all industry participants
or potential entrants.
The opportunities an industry
presents depend partly on a
company’s ability to capture them.
3-51