战略管理02外部环境分析.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,战略管理02外部环境分析,*,PPT,文档演模板,Office,PPT,战略管理02-外部环境分析,2026/11/4,战略管理02外部环境分析,“To assure victory,always carefully survey the field before battle.”,-Sun Tzu,RoyaltyFree/Stockdisc/Getty Images,战略管理02外部环境分析,External Analysis requires an assessment of:,Industry environment in which company operates,Competitive structure of industry,Competitive position of the company,Competitiveness and position of major rivals,The country or national environments in which company competes,The wider socioeconomic or macroenvironment that may affect the company and its industry,Social,Government,Legal,International,Technological,External Analysis,The purpose of external analysis is to identify the strategic,opportunities,and,threats,in the organizations operating environment that will affect how it pursues its mission.,战略管理02外部环境分析,External Analysis:Opportunities and Threats,Analyzing the dynamics of the industry in which an organization competes to help identify:,Opportunities,Conditions in the environment that a company can take advantage of to become more profitable,Threats,Conditions in the environment that endanger the integrity and profitability of the companys business,战略管理02外部环境分析,Industry Analysis:Defining an Industry,I,ndustry,A group of companies offering products or services that are close substitutes for each other and that satisfy the same basic customer needs,Industry boundaries may change as customer needs evolve and technology changes,Sector,A group of closely related industries,Market Segments,Distinct groups of customers within an industry,Can be differentiated from each other with distinct attributes and specific demands,Industry analysis begins by focusing on the overall industry,before considering market segment or sector-level issues,战略管理02外部环境分析,The Computer Sector:Industries and Market Segments,Figure 2.1,战略管理02外部环境分析,Porters Five Forces Model,Source:Adapted and reprinted by permission of,Harvard Business Review.,From“How Competitive Forces Shape Strategy,”by Michael E.Porter,Harvard Business Review,March/April 1979,by the President and Fellows of Harvard College.All rights reserved.,Figure 2.2,战略管理02外部环境分析,How the Five Forces Shape Competition within an Industry,The stronger that each of these five forces is,the more limited is the ability of established companies to raise prices and earn greater profits within their industry.,A,weak,competitive force,may be viewed as an,opportunity,as it allows company to earn,greater profits,A,strong,competitive force,may be viewed as a,threat,as it,depresses,industry profits,Strength of forces may change,As industry conditions change,Through its choice of strategies,a company may alter the strength of one or more of the five forces to its advantage.,战略管理02外部环境分析,Potential Competitors,are companies that are not currently competing in an industry but have the capability to do so if they choose.Barriers to new entrants include:,Risk of Entry by Potential Competitors,Economies of Scale,as firms expand output unit costs fall via:,Cost reductions,through mass production,Discounts on bulk purchases,of raw material and standard parts,Cost advantages,of spreading fixed and marketing costs over large volume,Brand Loyalty,Achieved by creating well-established customer preferences,Difficult for new entrants to take market share from established brands,Absolute Cost Advantages,relative to new entrants,Accumulated experience,in production and key business processes,Control of particular inputs required for production,Lower financial risks,access to cheaper funds,Customer Switching Costs for Buyers,where significant,Government Regulation,May be a barrier to enter certain industries,战略管理02外部环境分析,Industry Competitive Structure,Number and size distribution of companies,Consolidated versus fragmented industries,Demand Conditions,Growing demand,tends to moderate competition and reduce rivalry,Declining demand,encourages rivalry for market share and revenue,Cost Conditions,High fixed costs,profitability leveraged by sales volume,Slow demand and growth,can result in intense rivalry and lower profits,Height of Exit Barriers,prevents companies from leaving industry,Write-off of investment in assets,Economic dependence on industry,Maintain assets-,to participate,effectively in an industry,Rivalry Among Established Companies,Competitive Rivalry,refers to the competitive struggle between companies in the same industry to gain market share from each other.Intensity of rivalry is a function of:,High fixed costs of exit,Emotional attachment to industry,Bankruptcy regulations,allowing unprofitable assets to remain,战略管理02外部环境分析,Industry Buyers,may be the consumers or end-users who ultimately use the product or intermediaries that distribute or retail the products.These buyers are most powerful when:,Bargaining Power of Buyers,Buyers are dominant.,Buyers are large and few in number.,The industry supplying the product is composed of many small companies.,Buyers purchase in large quantities.,Buyers have purchasing power as leverage for price reductions.,The industry is dependant on the buyers.,Buyers purchase a large percentage of a companys total orders.,Switching costs for buyers are low.,Buyers can play off the supplying companies against each other.,Buyers can purchase from several supplying companies at once.,Buyers can threaten to enter the industry themselves.,Buyers produce themselves and supply their own product.,Buyers can use threat of entry as a tactic to drive prices down.,战略管理02外部环境分析,Suppliers,are organizations that provide inputs such as material and labor into the industry.These suppliers are most powerful when:,Bargaining Power of Suppliers,The product supplied is vital to the industry and has few substitutes.,The industry is not an important customer to suppliers.,Suppliers are not significantly affected by the industry.,Switching costs for companies in the industry are significant.,Companies in the industry cannot play suppliers against each other.,Suppliers can threaten to enter their customers industry.,Suppliers can use their inputs to produce and compete with companies already in the industry.,Companies in the industry cannot threaten to enter suppliers industry.,战略管理02外部环境分析,Substitute Products,are the products from different businesses or industries that can satisfy similar customer needs.,Substitute Products,The existence of close substitutes is a strong competitive threat.,Substitutes limit the price that companies can charge for their product.,Substitutes are a weak competitive force,if an industrys products have few close substitutes.,Other things being equal,companies in the industry have the opportunity to raise prices and earn additional profits.,战略管理02外部环境分析,Strategic Groups Within Industries,Strategic Groups,are groups of companies that follow a business model similar to other companies within their strategic group but are different from that of other companies in other strategic groups.,Implications of Strategic Groups,The closest competitors are within the same Strategic Group,and may be viewed by customers as substitutes for each other.,Each Strategic Group can have different competitive forces,and may face a different set of opportunities and threats.,Mobility Barriers,factors within an industry that inhibit the movement of companies between strategic groups,Include barriers to enter another group or exit existing group,The basic differences between business models in different strategic groups can be captured by a relatively small number of strategic factors.,战略管理02外部环境分析,Strategic Groups in the Pharmaceutical Industry,Figure 2.3,战略管理02外部环境分析,Strategic Groups in the Pharmaceutical Industry,High Risk High Return,Focus on developing new proprietary drugs,Heavy R&D spending,Low Risk Low Return,Focus on low-cost copies of drugs with expired patents,Production efficiency,战略管理02外部环境分析,Strategic Barriers in the Pharmaceutical Industry,Strategic Barrier,Lack of R&D Skills to develop new proprietary drugs,战略管理02外部环境分析,Industry Life Cycle Model,analyzes the affects of industry evolution on competitive forces over time and is characterized by five distinct life cycle stages:,Industry Life Cycle Analysis,Embryonic,industry just beginning to develop,Rivalry based on perfecting products,educating customers,and opening,up distribution channels.,Growth,first-time demand takes-off with new customers,Low rivalry as focus is on keeping up with high industry growth.,Shakeout,demand approaches saturation,replacements,Rivalry intensifies with emergence of excess productive capacity.,Mature,market totally saturated with low to no growth,Industry consolidation based on market share,driving down price.,Decline,industry growth becomes negative,Rivalry further intensifies based on rate of decline and exit barriers.,战略管理02外部环境分析,Stages in the Industry Life Cycle,Strength and nature of five forces change as industry evolves,Figure 2.4,战略管理02外部环境分析,Growth in Demand and Capacity,Industry Shakeout:,Rivalry Intensifies with growth in excess capacity,Anticipate how forces will change and formulate appropriate strategy,Figure 2.5,战略管理02外部环境分析,Limitations of Models for Industry Analysis,Life Cycle Issues,Industry cycles do not always follow the life cycle generalization.,In rapid growth situations embryonic stage is sometimes skipped.,Industry growth revitalized through innovation or social change.,The time span of the stages can vary from industry to industry.,Innovation and Change,Punctuated Equilibrium,occurs when an industrys long term stable structure is punctuated with periods of rapid change by innovation.,Hypercompetitive industries,are characterized by permanent and ongoing innovation and competitive change.,Company Differences,There can be significant variances in the profit rates of individual companies within an industry.,In addition to industry attractiveness,company resources and capabilities are also important determinants of its profitability.,Models provide useful ways of thinking about competition within an industry but be aware of their limitations.,战略管理02外部环境分析,Punctuated Equilibrium and Competitive Structure,Periods of long term stability,Periods of long term stability,Industry Structure revolutionized by innovation,Figure 2.6,战略管理02外部环境分析,The Role of the Macroenvironment,Changes in the forces in the macro-environment can directly impact:,The Five Forces,Relative Strengths,Industry,Attractiveness,Figure 2.7,战略管理02外部环境分析,“Strategy is a choice on how to compete.”,-Michael Porter,RoyaltyFree/Stockdisc/Getty Images,战略管理02外部环境分析,S-C-P Model,Bain&Mason,1960s,战略管理02外部环境分析,Porters Five Forces of Competition Framework,SUPPLIERS,POTENTIAL,ENTRANTS,SUBSTITUTES,BUYERS,INDUSTRY,COMPETITORS,Rivalry among,existing firms,Bargaining power of suppliers,Bargaining power of buyers,Threat of,new entrants,Threat of,substitutes,战略管理02外部环境分析,Applying Five-Forces Analysis,Forecasting Industry Profitability,Past profitability a poor indicator of future profitability.,If we can forecast,changes in industry structure,we can predict likely impact on,competition,and,profitability,.,Strategies to Improve Industry Profitability,What structural variables are depressing profitability,Which can be changed by individual or collective strategies?,战略管理02外部环境分析,Any Problems with the,Five Force Analysis Model?,战略管理02外部环境分析,Limitations of Five-Force Analysis,Industry-level factors vs Firm-level factors,Supply-side vs demand side,Qualitative vs Quantitative,Cooperative vs competitive,Static vs dynamic,Homogeneous firms vs heterogeneous firms,Role of government,战略管理02外部环境分析,The Value Net,COMPANY,CUSTOMERS,SUPPLIERS,COMPLEMENTORS,COMPETITORS,战略管理02外部环境分析,Dynamic Competition,Porter framework assumes,industry structure drives competitive behavior,Industry structure is stable.,But-competition also changes industry structure,Schumpeterian Competition,:,creative destruction,(創造性的破壞):,innovation overthrows established,market leaders,Christensens,disruptive innovation,(破壞性的創新),Hypercompetition,:“intense and rapid competitive moves.creating disequilibrium through continuously creating new competitive advantages and destroying,obsoleting or neutralizing opponents competitive advantages,战略管理02外部环境分析,Punctuated Equilibrium andCompetitive Structure,战略管理02外部环境分析,Strategic Groups Within Industries,The Concept of Strategic Groups,Implications of Strategic Groups,Mobility Barriers,战略管理02外部环境分析,Strategic Group Analysis,A strategic group is a group of firms in an industry following,the same or similar strategy,.,Identifying strategic groups:,Identify principal,strategic variables,which distinguish firms.,Position,each firm in relation to these variables.,Identify,clusters.,战略管理02外部环境分析,Strategic Groups in the Pharmaceutical Industry,Insert Figure 2.3,战略管理02外部环境分析,演讲完毕，谢谢听讲,!,再见，see you again,3rew,2026/11/4,战略管理02外部环境分析,