1、IndustrialDynamicsandMarket/CompetitorAnalysisinaGlobalContext,KeyConcepts:Dynamics,Industry,Competition,GlobalisationKnowledge,Analysis,Internet,OverviewoftheBlock,TheoriesofIndustrialDynamismandIndustryAnalysisTheoriesofCompetitionandImplicationsforStrategiesofInternationalFirmsInternationalMarket
2、KnowledgeTheInternet,TheConceptofIndustrialDynamics,IndustrialOrganisation(IO)EconomicsTheS-C-PmodelPortersFiveForcesTheoriesofCompetitionPerfectcompetitionIndependenceandcompetitiverivalryResource-AdvantageTheoryCompetitiveDynamicsCompetitionisevolutionaryFirmstrategiesaredisequilibriumprovoking(cf
3、.Schumpeterscreativedestruction),ThePlayers,ThefocalindustryCustomersindustry/industriesSuppliersindustry/industriesTheenvironmentastheplayingfield,TheRoleofICTinChangingtheRulesoftheGame,ICTengineeredcompetitors-newentrantsICTasastrategictoolICTaschainfacilitatorsUpstreamDownstream,Migatronic-”TheR
4、ollingCase”,TestingTheory-PracticefitCharacteristicsofMigatronicsindustryNatureanddegreeofcompetitivedynamicsAppropriatnessoftheS-C-PmodelStrategicOrientationofMigatronicKnowledgeAcquisitionandManagementPossibleroleofICTAlternativebusinessdevelopmentstrategiesforMigatronic-,SomeKeyConceptmaybecostly
5、tocollectDatamaybecollectedtolegitimisetopmanagementdecision,StudyingtheCompany,Espousedtheoriesvs.Theories-in-useOrganisationalmindsetCorerigiditiesandroutinizedbehaviourResearcher-ManagementRelationshipTheissueoftrustHiddenagendaofTopManagement,RespondentSelection,Respondentsasrepresentativeofanor
6、ganizationSpeakfortheorganisationorunitRespondentsasprivateindividuals,i.e.intheirpersonalcapacitySpeakoftheorganisationorunitRespondentspersonalagendaTopmanagementcontrolofrespondentselectionSelectionbasedonrecommendationsProblemsofoverorunder-representation,TheConceptofMarketKnowledge,Rational-Emo
7、tionalKnowledgeDeclarativeknowledge(facts)SkillsCognitive/perceptualknowledgeSubjectivewisdom,non-causality,affectivebehaviourIndividual-CollectiveKnowledgetrainedcapacity(incapacity)groupnorms,rulesandvalues;“communityofpractices”organisationalmindset(“corecapabilities”or“corerigidities”Explicit-Ta
8、citKnowledgecodificationofknowledge-experiencedbasedknowledge”,OrganisationalDisseminationofMarketKnowledge,ProblemsofknowledgeconversionIsface-to-faceinteractionnecessary?ProblemsofcomputermediateddisseminationFunctional/DepartmentalknowledgepreferencesIndividualknowledgepreferencesCulture-basedpre
9、ferenceinmulticulturedorganisationsHistory-basedpreferenceRule-basedconstraints,AnalysisOfNewMarketOpportunities,TOYNEANDWALTERSCLASSIFICATIONincipientdemandmarketsexpectedtoexistinthefuturelatentdemandrepresentsanuntappeddemandcurrentdemand.,AnalysisOfNewMarketOpportunities,ClassificationofmarketsP
10、otentialmarketcustomerswhohaveshowninterestbutlackpurchasingpowerAvailablemarket-customerswhohaveshowninterestandhavethepurchasingpowerTargetmarketthemarketsegmentthatthevendorispreparedtoservepenetrated(served)marketunpenetrated,(un-served)market,AnsoffsProduct-MarketFramework,Analysisofcurrentmark
11、etsituationsChangesinmarketsegmentconfigurationChangesincompetitorsituationsMarketingmixgapanalysisCustomervalueanalysisAnalysisofnewmarketsituationsIndustrychangesCountryeconomic,political,socialchangesSegmentationanalysisAnalysisofnewproductsituationsBenchmarkingPotentialcustomerneeds/valueanalysi
12、sAnalysisofopportunitiesfordiversification,MarketSelectionandPruningDecisions,ConventionalApproachesExpansiveApproachExperimentalandexperientialknowledgeacquisitionContractibleApproachConventionalanalysis,screeningmodelGlobalisedMarketingTheBornglobalsShrinkingmarketlag,globalmarketsegmentsConvergen
13、ce-DivergencedebateConversiontoE-businessProblemsofdoubletrackstrategiessellingglobalwithoutglobalcapacitycompetingwithdistributors,CriteriaforMarketSelection,CorporateobjectivesandgoalsforthemarketProfit?Marketshare?Longtermpresence?Productknowledgeacquisition?Deterenceofcompetitors/firstmoveradvan
14、tage?MarketingrequirementsExistingmarketingfacilitiesinthecountryCorporateresourcesPotentialcompetitorresponseWhatlikelymovesorstrategyshiftswillkeycompetitorsmake?Whereisthecompetitorvulnerable?,ConsiderationRegardingPruning,MarketgrowthrateandshareofmarketIsmarketpenetrationpossibleforus?Aremarket
15、ingcostsincreasingmorethanrevenue?Arethereopportunitiesforourotherproductsonthemarket?ShareofkeycustomerspurchasingbudgetAreourcustomersbusinessesgrowingordeclining?Areourcustomersloyaltous?Areweloyaltothem?Canwesupplyourkeycustomerswithotherproducts?Canwebuildrelationshipwiththem?Rateoftechnologica
16、lchangewithinthemarket,CustomerValueAnalysis(CVA),Whatisournetgaininservingthisparticularcustomer?Createaprofitprofilecomparingtheprofitcontributionofeachcustomer.DeterminethesourceoftheprofitAssessthevalueelementsbeyondprofitsDeterminetheoverallvaluerankingwithinthecustomergroupDeterminethemarketin
17、grequirementsforservingthecustomers,Developasales/marketingprogrammecommensuratewiththecustomersvalueAssessthegrowth(ordecline)thatisexpectedtooccurineachcustomersdemandforthevendorsproductsAssessthedegreeofmarketriskassociatedwitheachcustomerAssessthemarketingeffortsrequiredtosatisfytheneedsofthecu
18、rrentbuyermix,PreferencesforAlternativeApproachestoMarketKnowledgeAcquisition,FirmlevelconsiderationsSizeDecision-makingtraditionDegreeofinternationalisationTopmanagementeducationandprofessionalbackgroundIndustry/marketconsiderationsIndustrytraditionsCulturaldeterminantsConceptsofrationalityandknowl
19、edge,TypesofInternationalMarketResearch,SinglecountryresearchMulti-countryresearchIndependentmulti-countryresearchSequentialmulti-countryresearchSimultaneousmulti-countryresearch,AModelofMarketOpportunityAnalysis,IssuesSizeofmarketMarketingstrategyrequirementsCompetitorsmarketstrategiesandcustomerre
20、sponsesRequirmentsDemandanalysisSegementationanalysisIndustryanalysisCompetitoranalysisChannelanalysis,IndustryAnalysis,Industrygrowthoutput,sales,numberoffirmsetc.CommonoperatingpracticescreditfacilitiesandconditionsofpaymentIndustrydynamicsentryandexitbarrierstempooftechnologicalchangeDegreeofconc
21、entrationDegreeofinternationalisation,EstimatingIndustryMarketPotential,Industrymarketpotentialthetotalsalesthatcouldberealisedinageographicareaandtimeperiodiftheindustrywerecapableoffullydevelopingalldemandfortheproductinquestion.IMPt=NtxRt-(1)whereIMPtistheindustrymarketpotentialattime(t)Ntisthenu
22、mberofpotentialconsumersintime(t)Rtistheusageratefortheproductintime(t),Industrysalesforecast,Industrysalesforecasttheestimatedlevelofsalesthatwillactuallybegenerated,givenexistingindustrypractices.ISFt=IMPtXIEt-(2)whereISFtisindustrysalesforecastattime(t)IMPtistheindustrymarketpotentialattime(t)(al
23、readyestimated)IEindexcanbeestimatedfromtheperformanceoftheindustryduringtheimmediatepast.,EstimatingaFirmsSalesPotential,ThefirmssalespotentialSPt=ISFtxMMSt-(3)whereSPtisthefirmssalespotentialintime(t)ISFtisIndustrySalesForecastintime(t)(alreadyestimated)MMStisthefirmsmaximummarketshareintime(t)bas
24、edonmanagementsjudgement.,Companyssalesforecast,CompanyssalesforecastSFt=ISFtxMSt-(4)whereSFtisyourfirmsactualsalesforecastfortime(t)ISFtbeingtheindustrysalesforecastintime(t)MStbeingyourfirmsestimateofarealisticmarketshare.,Analysisofmarketsize,AnalysisofAggregateDemandAnalysisoffactorsinfluencingd
25、emandfortheindustryasawhole.Determiningtheportionofthistotaldemandthatisavailableforthefirmsparticularproductorservice.,SummaryofEstimatingEquations,IndustryMarketPotentialIMPt=NtxRtIndustrySalesForecastISFt=IMPtxIetFirmsSalesPotentialSPt=ISFtxMMStFirmsSalesForecastSFt=ISFtxMst,MarketAttractivenessC
26、riteria,MarketSizeMarketgrowthrateStrengthofcompetitionProfitpotentialNon-Economicfactorspolitical,social,legal,cultural,CompetitiveStrengths,MarketShareDifferentialadvantagesCostadvantagesReputationDistributioncapabilitiesCorecompetencies,ProblemsRelatingtoInternationalMarketResearch,Lackofequivale
27、nceofconceptsLanguageandcontextualdifferencesProblemsoffindingcomparableandreliablesamplingframesDifferencesinqualityandreliabilityofsecondarydataPerceptualdifferencesbetweendecision-makersandmarketresearchersMulti-culturalityofmanycountriesInadequacyoffundstocarryoutsurveys,RationaleandStylesofInte
28、rviewing,FlexibilityandadaptabilityTypesofinterviewFullystructuredSemistructuredNon-structuredConversationalinterviewing,Interviewingprocess,ListenmorethanyouspeakPutquestionsinastraightforward,clearandnon-threateningmannerAvoidcueswhichleadintervieweestorespondinaparticularwayEnjoytheinterview(orap
29、peartoenjoyit),RespondentsPerceptionoftheInterviewer,RespondentinformationcensorshipTreatinginterviewerasastrangerProtectingtheorganisationCreatinganon-threateningatmosphereRapportcreatingremarks(newspaperarticle)ReconfirmingpurposeofinterviewChoiceofvenueandtime,ValidityChecks,Checkingperceptualand
30、factualdisagreementsIssuesofwrongrecordingIssuesofinterviewermisinterpretationMemorydecayRespondentvalidationchecksRespondentvalidationInter-respondentvaliditychecksExternalvaliditychecks(Cross-validation),TheIssueofVocality,Whosevoicecomesthroughinthedata?Topmanagement?Middleorjuniormanagers?Worker
31、s?Expatriatestaff?Theneedformultiorbalancedvocality,Segmentingbusinessmarkets,Demographiccharacteristicsthenatureoftheindustry,thesizesofthecompaniesOperatingvariables,companytechnologynatureofproducts,customercapabilitiesPurchasingapproaches,themannerinwhichtheyorganisetheirpurchasingprocess,thepowerstructuresthatcharacterisethepurchasedecisionmakingunitsSituationalfactorstheurgencyoforderfulfillment,productapplication,thesizeoforder.,