策略管理(二)【45页】.pptVIP

The External Environment: Opportunities, Threats, and Industry Competition, and Competitor Analysis Michael A. Hitt R. Duane Ireland Robert E. Hoskisson The External Environment External Environmental Analysis A continuous process which includes External Environmental Analysis General Environment Sociocultural segment 社會文化面 General Environment General Environment Political/Legal Segment 政治/法律面 General Environment General Environment Global Segment 全球面 General Environment Industry Environment A set of factors that directly influences a company and its competitive actions and responses. Interaction among these factors determine an industry’s profit potential. Five Forces Model of Competition Identify current and potential competitors and determine which firms serve them. Conduct competitive analysis. Recognize that suppliers and buyers can become competitors. Recognize that producers of potential substitutes may become competitors. Five Forces Model of Competition Threat of New Entrants Barriers to entry Bargaining Power of Suppliers A supplier group is powerful when: Bargaining Power of Buyers Buyers (customers) are powerful when: Threat of Substitute Products Product substitutes are strong threat when: Intensity of Rivalry Intensity of rivalry is stronger when competitors: High Exit Barriers Common exit barriers include: Strategic Groups策略性群組 Strategic group: a group of firms in an industry following the same or similar strategy along the same strategic dimensions. The strategy followed by a strategic group differs from strategies being implemented by other companies in the industry. Competitor Environment Competitor intelligence is the ethical gathering of needed information and data about competitors’ objectives, strategies, assumptions, and capabilities Competitor Analysis Future Objectives: Competitor Analysis Current Strategy: Competitor Analysis Assumptions: Competitor Analysis Capabilities: Competitor Analysis what drives the competitor as shown by its future