Matakuliah
Tahun
: J0134/ Manajemen Strategik
: 2006
ANALISIS LINGKUNGAN INDUSTRI
Pertemuan 11
1
Industrial Organization (I/O)
View – Performing External
Audit
-- Industry factors more important than
internal factors
• Performance determined by industry forces
2
Competitive Forces
Identifying Rival Firms
Strengths
•Weaknesses
•Capabilities
•Opportunities
•Threats
•Objectives
•Strategies
3
Key Questions Concerning Competitors
• Their strengths
• Their weaknesses
• Their objectives and
strategiesTheir responses
to external variables
• Their vulnerability to our
alternative strategies
• Our vulnerability to
strategic counterattack
• Our product/service
positioning
• Should we keep our
strategies secret from
employees&stakeholders
?
• Entry and exit of firms in
the industry
• Key factors for our
current position in
industry
• Sales/profit rankings of
competitors over time
• Nature of supplier &
distributor relationships
• The threat of substitute
products/services
4
Sources of Corporate Information
•Asosiasi industri
•Biro riset, exp: AC Nielson, SRI, SWA,dll
•Moody’s Manuals
•Standard Corporation Descriptions
•Value Line Investment Surveys
•Dun’s Business Rankings
•Standard & Poor’s Industry Surveys
•Industry Week
•Forbes, Fortune, Business Week
5
7 Characteristics of most Competitive
U.S. Firms:
1. Market share matters
2. Understand what business you are in
3. Broke or not, fix it
4. Innovate or evaporate
5. Acquisition is essential to growth
6. People make a difference
7. No substitute for quality
6
The Five-Forces Model of Competition
Potential development
of substitute products
Bargaining power
of suppliers
Rivalry among
competing firms
Bargaining power
of consumers
Potential entry of new
competitors
7
1.Rivalry Among Competing Firms
• Most powerful of the five forces
• Focus on competitive advantage of strategies
Influences:
• Number of competitors
• Industry growth rate
• Fixed costs, scale issues
• Lack of differentiation
• Low switching costs
• High exit barriers (specialized assets, emotional
commitment, restrictions)
8
2.Potential Entry of New Competitors
• Barriers to entry are important:
–
–
–
–
–
–
Economies of scale
Differentiation/brand loyalty
Capital requirements
Switching costs
Access to distribution channels
Other cost disadvantages:
• Location
• Raw materials
• Proprietary technology
• Quality, pricing, and marketing can
overcome barriers
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3.Potential Development of Substitute
Products
• Pressures increase when consumer’s
switching costs decrease
• Firm’s plans for increased capacity &
market penetration
• Places an upper limit on prices
• Consists of products with a similar function
–
–
–
–
Electronic security/security guards
DSL/Cable modem
Coffee/tea/cola
Fax/overnight delivery of documents
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4.Bargaining Power of Suppliers
• Large number of suppliers & few substitutes affects
intensity of competition
• Backward integration can gain control or ownership
of suppliers
• Influences:
– Their size
– Number
– Ability to switch
– Availability of substitutes
– Criticality of product
– Ability to vertically integrate:
• Suppliers vertically integrate forward
11
5.Bargaining Power of Consumers
• Customers concentrated or buy in volume affects
intensity of competition
• Consumer power is higher where products are
standard or undifferentiated
• Outcomes are a function of the relative bargaining
power and dependencies of parties
• Buyers vertically integrate backward
• Bargaining power is evidenced through
– Price
– Quality
– Service
12
Results of Industry Analysis
To one in the industry --• Unattractive industry: intense rivalry, low
entry barriers, strong suppliers and buyers,
strong product substitutes
• Attractive industry: little rivalry, high entry
barriers, weak buyers and suppliers, weak
product substitutes
13
The World Automobile Industry:
Strategic Groups
High
Ferrari
Lamborghini
Porsche
Mercedes*
BMW
Price
Toyota
Ford
General
Motors
Chrysler*
Honda
Nissan
Hyundai
Kia
High
Low
Low
Breadth of Product Line
14