戰略管理的行業分析

行業分析的目的

了解產業結構帶動競爭，這決定了行業盈利水平

評估行業吸引力

利用對產業結構變化的證據來預測未來的盈利能力

制定策略以改變產業結構來提高行業的盈利能力

識別關鍵成功因素

行業盈利能力的關鍵因素

三個關鍵因素：

1產品的價值給客戶

2競爭強度

3相對議價能力在價值鏈的不同階段

Pestel framework continued…PESTEL框架繼續…

政治因素，如政府政策、稅收的變化，在國外市場的政治風險，政府補助/補貼。

經濟因素，如個人可支配收入、匯率、失業率、通貨膨脹率、國民經濟增長率。

社會文化因素如人口變化、生活方式的改變，文化和時尚，改變移民的國際學生。

技術因素：技術的發展，ICT創新，增加研發支出。

環保（綠色的）因素，如碳排放（汽車）、能源（水）、廢物處理和回收。

法律因素如競爭法（兼并）、健康與安全法，勞動法，機場的權利，禁煙令。

Political Factors e.g. government policies, taxation changes, political risk in foreign markets, government grants/subsidies.

Economic Factors e.g. personal disposable income, exchange rates, unemployment rates, inflation, national growth rates.

Socio-cultural Factors e.g. population changes, lifestyle changes, changes in culture and fashion, emigration, international students.

Technological Factors e.g. Technology developments, ICT innovations, increased spending on R&D.#p#分頁標題#e#

Environmental (‘Green’) Factors e.g. carbon emissions (cars), energy consumption (water), waste disposal and re-cycling.

Legal Factors e.g. competition laws (mergers), health and safety laws, employment laws, airport rights, smoking ban.

 

Pestel continued….

 

PESTEL forces can be complex and intertwined. It can be better to focus on the key drivers for change – the environmental factors most likely to have a high impact on the success or failure of a strategy, i.e. high priority.

In complex or uncertain environments it is difficult to develop definitive views on the influences on strategy. Scenarios are plausible views of how the environment of an organisation might develop in the future based on key drivers of change about which there is a high level of uncertainty.

 

Porter’s Five Forces Competition Framework

 

Porter’s five forces framework helps identify the attractiveness of an industry in terms of five competitive force - the more immediate environment and the competitive forces at play.

Five forces continued

 

4. Power of Suppliers

Suppliers are those who supply the organisation with what they need to produce the product or service - finance, raw material, fuel.

Key issues – concentration (iron ore); switching costs (Microsoft); forward integration; price sensitivity

5. Level of Competition Rivalry#p#分頁標題#e#

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 more competitive it is, or where the forces are high, the worse for incumbents, i.e. the less attractive it is – too much pressure and competition..

Other forces worth noting include competitor balance/diversity; industry growth rate; high fixed costs; high exit barriers; cost conditions (e.g. ratio of fixed to

variable costs).

Once the degree of attractiveness has been understood, the five forces can help

set an agenda for action.

 

Five forces concluding points

 

Implications of five forces

Which industries should we enter or leave – industry attractiveness.

If we can forecast changes in industry structure we can predict the likely impact on competition and profitability. Helps with planning and positioning.

What influence can we exert? – use deliberate management strategies to influence structural variables that are depressing profitability.

The size of the company is a factor.

You must analyse at the right industry level

Crucial to consider timing issues and lifecycle issues in your analysis.

Is the five forces model out-dated?

Convergence of industries – particularly in the high tech sectors (e.g. digital industries - mobile phones/cameras/mp3 players).

Complementary products and services. An organisation is your complimentor if 1) customers value your product more when they have the other organisation’s product than when they have product alone 2) if it is more attractive for suppliers to provide resources to you when they are also supplying the other organisation than when they are supplying you alone.

 

Types of industries

 

Monopolistic industries - an industry with one firm and therefore no competitive rivalry.

A firm has ‘monopoly power’ if it has a dominant position in the market. For example,

BT in the UK fixed line telephone market.

Oligopolistic industries (or duopoly) - an industry dominated by a few firms with limited rivalry and in which firms have power over buyers and suppliers.

Perfectly competitive industries - where barriers to entry are low, there are many equal rivals each with very similar products, and information about competitors is freely available. Few (if any) markets are ‘perfect’ but may have features of highly competitive markets. Difficult to ear much profit and competition is primarily based on price.

 

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