战略管理02-外部环境分析(OT分析)

ChapterTwoExternalAnalysis:TheIdentificationofOpportunitiesandThreats2|2“Toassurevictory,alwayscarefullysurveythefieldbeforebattle.”-SunTzu©RoyaltyFree/Stockdisc/GettyImages2|3ExternalAnalysisrequiresanassessmentof:Industryenvironmentinwhichcompanyoperates•Competitivestructureofindustry•Competitivepositionofthecompany•CompetitivenessandpositionofmajorrivalsThecountryornationalenvironmentsinwhichcompanycompetesThewidersocioeconomicormacroenvironmentthatmayaffectthecompanyanditsindustry•Social•Government•Legal•International•TechnologicalExternalAnalysisThepurposeofexternalanalysisistoidentifythestrategicopportunitiesandthreatsintheorganization’soperatingenvironmentthatwillaffecthowitpursuesitsmission.2|4ExternalAnalysis:OpportunitiesandThreatsAnalyzingthedynamicsoftheindustryinwhichanorganizationcompetestohelpidentify:OpportunitiesConditionsintheenvironmentthatacompanycantakeadvantageoftobecomemoreprofitableThreatsConditionsintheenvironmentthatendangertheintegrityandprofitabilityofthecompany’sbusiness2|5IndustryAnalysis:DefininganIndustryIndustry•Agroupofcompaniesofferingproductsorservicesthatareclosesubstitutesforeachotherandthatsatisfythesamebasiccustomerneeds•IndustryboundariesmaychangeascustomerneedsevolveandtechnologychangesSector•AgroupofcloselyrelatedindustriesMarketSegments•Distinctgroupsofcustomerswithinanindustry•CanbedifferentiatedfromeachotherwithdistinctattributesandspecificdemandsIndustryanalysisbeginsbyfocusingontheoverallindustry–beforeconsideringmarketsegmentorsector-levelissues2|6TheComputerSector:IndustriesandMarketSegmentsFigure2.12|7Porter’sFiveForcesModelSource:AdaptedandreprintedbypermissionofHarvardBusinessReview.From“HowCompetitiveForcesShapeStrategy,”byMichaelE.Porter,HarvardBusinessReview,March/April1979©bythePresidentandFellowsofHarvardCollege.Allrightsreserved.Figure2.22|8HowtheFiveForcesShapeCompetitionwithinanIndustryThestrongerthateachofthesefiveforcesis,themorelimitedistheabilityofestablishedcompaniestoraisepricesandearngreaterprofitswithintheirindustry.•Aweakcompetitiveforce»maybeviewedasanopportunity»asitallowscompanytoearngreaterprofits•Astrongcompetitiveforce»maybeviewedasathreat»asitdepressesindustryprofits•Strengthofforcesmaychange»AsindustryconditionschangeThroughitschoiceofstrategies,acompanymayalterthestrengthofoneormoreofthefiveforcestoitsadvantage.2|9PotentialCompetitorsarecompaniesthatarenotcurrentlycompetinginanindustrybuthavethecapabilitytodosoiftheychoose.Barrierstonewentrantsinclude:RiskofEntrybyPotentialCompetitors1.EconomiesofScale–asfirmsexpandoutputunitcostsfallvia:Costreductions–throughmassproductionDiscountsonbulkpurchases–ofrawmaterialandstandardpartsCostadvantages–ofspreadingfixedandmarketingcostsoverlargevolume2.BrandLoyaltyAchievedbycreatingwell-establishedcustomerpreferencesDifficultfornewentrantstotakemarketsharefromestablishedbrands3.AbsoluteCostAdvantages–relativetonewentrantsAccumulatedexperience–inproductionandkeybusinessprocessesControlofparticularinputsrequiredforproductionLowerfinancialrisks–accesstocheaperfunds4.CustomerSwitchingCostsforBuyers–wheresignificant5.GovernmentRegulationMaybeabarriertoentercertainindustries2|101.IndustryCompetitiveStructureNumberandsizedistributionofcompaniesConsolidatedversusfragmentedindustries2.DemandConditionsGrowingdemand–tendstomoderatecompetitionandreducerivalryDecliningdemand–encouragesrivalryformarketshareandrevenue3.CostConditionsHighfixedcosts–profitabilityleveragedbysalesvolumeSlowdemandandgrowth–canresultinintenserivalryandlowerprofits4.HeightofExitBarriers–preventscompaniesfromleavingindustryWrite-offofinvestmentinassetsEconomicdependenceonindustryMaintainassets-toparticipateeffectivelyinanindustryRivalryAmongEstablishedCompaniesCompetitiveRivalryreferstothecompetitivestrugglebetweencompaniesinthesameindustrytogainmarketsharefromeachother.Intensityofrivalryisafunctionof:HighfixedcostsofexitEmotionalattachmenttoindustryBankruptcyregulations–allowingunprofitableassetstoremain2|11IndustryBuyersmaybetheconsumersorend-userswhoultimatelyusetheproductorintermediariesthatdistributeorretailtheproducts.Thesebuyersaremostpowerfulwhen:BargainingPowerofBuyers1.Buyersaredominant.Buyersarelargeandfewinnumber.Theindustrysupplyingtheproductiscomposedofmanysmallcompanies.2.Buyerspurchaseinlargequantities.Buyershavepurchasingpowerasleverageforpricereductions.3.Theindustryisdependantonthebuyers.Buyerspurchasealargepercentageofacompany’stotalorders.4.Switchingcostsforbuyersarelow.Buyerscanplayoffthesupplyingcompaniesagainsteachother.5.Buyerscanpurchasefromseveralsupplyingcompaniesatonce.6.Buyerscanthreatentoentertheindustrythemselves.Buyersproducethemselvesandsupplytheirownproduct.Buyerscanusethreatofentryasatactictodrivepricesdown.2|12Suppliersareorganizationsthatprovideinputssuchasmaterialandlaborintotheindustry.Thesesuppliersaremostpowerfulwhen:BargainingPowerofSuppliers1.Theproductsuppliedisvitaltotheindustryandhasfewsubstitutes.2.Theindustryisnotanimportantcustomertosupplie