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UNDERSTANDING THE FORCES THAT SHAPE INDUSTRIES 作业代写

    The Environment
    Understanding the forces that shape industries
    Friday, 15 March 13
    Do the readings!

    Understanding the forces that shape industries  作业代写
    Visit the BlackBoard site and at a minimum do the top two
    readings for week 1 (Introducing Strategy) - AND the article by Porter
    in Week 2 (The Environment).
    These will give you an excellent leg up in this subject.
    Friday, 15 March 13
    Next Week

    Understanding the forces that shape industries  作业代写
    Visit http://bit.ly/RCLCGwk3Questions to post questions before the
    lecture
    Meet the Riddells Creek LandCare Group
    Friday, 15 March 13
    Macro Forces
    These forces often
    operate at the supra
    national level.
    They can operate to a
    greater or lesser
    effect

    Understanding the forces that shape industries  作业代写
    Sometimes these
    forces change
    dramatically and
    rapidly
    Friday, 15 March 13
    PESTEL Analysis
    POLITICAL
    ECONOMIC
    SOCIAL
    TECHNOLOGICAL
    ENVIRONMENT (GREEN)
    LEGAL
    Friday, 15 March 13
    GapMinder.org
    www.gapminder.org
    Friday, 15 March 13
    Porter’s 5 Forces
    The threat of entry
    The threat of substitutes
    The power of buyers
    The power of suppliers
    The extent of rivalry between
    companies
    Friday, 15 March 13
    The Threat of Entry
    The main barriers to entry are:
    Economies of scale/high fixed costs
    Experience and learning
    Access to supply and distribution channels
    Differentiation and market penetration costs
    Government restrictions
    Friday, 15 March 13
    The Threat of Entry
    The main barriers to entry are:
    Economies of scale/high fixed costs
    Experience and learning
    Access to supply and distribution channels
    Differentiation and market penetration costs

    Understanding the forces that shape industries  作业代写
    Government restrictions
    Don't forget:
    Industry incumbents may retailiate
    Friday, 15 March 13
    The Threat of Substitutes
    The price/performance ratio of the substitute is superior (e.g.
    aluminum maybe more expensive than steel but is more cost efficient
    for some car parts - similarly plastic.
    The substitute benefits from an innovation that improves customer
    satisfaction (e.g. high speed trains can be quicker than airlines from
    city centre to city centre)
    Substitutes are products or services that offer a similar benefit to an
    industry’s products or services, but by a different process.
    Customers will switch to alternatives (and thus the threat increases)
    if:
    Friday, 15 March 13
    Substitute - Taking the bus into Hong Kong
    Friday, 15 March 13
    Substitute - Taking the bus into Hong Kong
    Slower than a train
    Friday, 15 March 13
    Substitute - Taking the bus into Hong Kong
    Slower than a train
    Crowded
    Friday, 15 March 13
    Substitute - Taking the bus into Hong Kong
    Slower than a train
    Crowded
    Semi-regular
    (particularly at night)
    Friday, 15 March 13
    Substitute - Taking the bus into Hong Kong
    Slower than a train
    Not point to point
    (little in the way of info)
    Crowded
    Semi-regular
    (particularly at night)
    Friday, 15 March 13
    Substitute - Taking the bus into Hong Kong
    Slower than a train
    Not point to point
    (little in the way of info)
    Crowded
    Semi-regular
    (particularly at night)
    Friday, 15 March 13
    The Power of Buyers

    .Understanding the forces that shape industries  作业代写
    Buyers are concentrated
    Buyers have low swithching costs
    Buyers can supply their own inputs (backwards vertical integration)
    Buyers are the organisation’s immediate customers, not necessarily the
    ultimate consumers.
    If buyers are powerful, then they can demand cheap prices or
    product / service improvements to reduce profits.
    Buyer power is likely to be high when:
    Friday, 15 March 13
    The Power of Suppliers
    The suppliers are concentrated - there are few of them
    Suppliers provide a specialist or rare input
    Switching costs are high (it is disruptive or expensive to change
    suppliers)
    Suppliers can integrate forward (e.g. low cost airlines using online
    booking systems cuts out the middle-men: the travel agents)
    Suppliers are those who supply what organisations need to produce the
    product or service. Powerful suppliers can eat into an organisation’s profits.
    Supplier power is likely to be high when:
    Friday, 15 March 13
    The Extent of Rivalry
    Competitors are roughly of the same size
    Competitors are aggressive in seeking leadership

    Understanding the forces that shape industries  作业代写
    The market is mature or decliing
    There are high fixed costs
    The exit barriers are high
    There is a low level of differentiation
    Competitive rivals are organisations with similar products and services aimed at
    the same customer group and are direct competitors in the same industry/
    market (they are distinct from substitutes).
    The degree of rivalry is increased when:
    Friday, 15 March 13
    “Is the industry attractive?”
    Have you defined the industry properly/accurately?
    Undertake a five forces analysis to help understand the dynamics in
    play
    Even if you don’t define the industry accurately, a rigorously applied
    Five Forces Model will help you to understand the dynamics of the
    industry and may help you to find where you went wrong (e.g. A
    competitor that was excluded might be cast as a substitute).
    Read: Porter’s 2008 article in the HBR -
    The Five Competitive Forces that Shape Strategy
    Friday, 15 March 13
    “Is the industry attractive?”
    Have you defined the industry properly/accurately?
    Undertake a five forces analysis to help understand the dynamics in
    play

    Understanding the forces that shape industries  作业代写
    Even if you don’t define the industry accurately, a rigorously applied
    Five Forces Model will help you to understand the dynamics of the
    industry and may help you to find where you went wrong (e.g. A
    competitor that was excluded might be cast as a substitute).
    Read: Porter’s 2008 article in the HBR -
    The Five Competitive Forces that Shape Strategy
    WRONG QUESTION!
    Friday, 15 March 13
    What Next?
    •Understanding the forces that shape industries  作业代写
    If you haven’t done the readings, do them. They are important.
    Begin to think about what ‘industry’ the RCLCG is in. How will you
    define it? What information will you need? How will you identify and
    assess the various forces at play?
    Visit http://bit.ly/RCLCGwk3Questions and submit questions for the
    RCLCG to answer next week in the lecture
    •Understanding the forces that shape industries  作业代写
    Visit http://bit.ly/3125YourSay to ask questions that you would like me
    to address in next week’s lecture.
    Friday, 15 March 13