Chapter-5 Industry and competitor analysis
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Industry and competitor analysis is important for new ventures to determine if a niche market is favorable and to assess the attractiveness of an industry. The five forces model examines threat of new entrants, rivalry among existing firms, bargaining power of suppliers and buyers, and threat of substitutes. A competitor analysis identifies competitors and collects intelligence through ethical means like trade shows. This information is organized in a competitive analysis grid to evaluate competitive positions.
Chapter-5 Industry and competitor analysis
- 1. 5-1 Chapter 5 Industry and Competitor Analysis
- 2. What is Industry Analysis? Industry An industry is a group of firms producing a similar product or service, such as airlines, fitness drinks, furniture, or electronic games. Industry Analysis Is business research that focuses on the potential of an industry. 5-2
- 3. What is Industry Analysis Important? 5-3 Industry Analysis Importance • Once it is determined that a new venture is feasible in regard to the industry and market in which it will compete, a more in-depth analysis is needed to learn the ins and outs of the industry. • The analysis helps a firm determine if the niche market it identified during feasibility analysis is favorable for a new firm.
- 4. Three Key Questions 5-4 When studying an industry, an entrepreneur must answer three questions before pursuing the idea of starting a firm. Is the industry accessible—in other words, is it is realistic place for a new venture to enter? Are there positions in the industry that avoid some of the negative attributes of the industry as a whole? Does the industry contain markets that are ripe for innovation or are underserved? Question 1 Question 3Question 2
- 5. How Industry and Firm-Level Factors Affect Performance Firm Level Factors Include a firm’s assets, products, culture, teamwork among its employees, reputation, and other resources. Industry Level Factors Include threat of new entrants, rivalry among existing firms, bargaining power of buyers, and related factors. Conclusion In various studies, researchers have found that from 8% to 30% of the variation in firm profitability is directly attributable to the industry in which a firm competes. 5-5
- 6. Techniques Available to Assess Industry Attractiveness 5-6 Study Environmental and Business Trends The Five Competitive Forces Model Assessing Industry Attractiveness
- 7. Studying Industry Trends Environmental Trends Include economic trends, social trends, technological advances, and political and regulatory changes. For example, industries that sell products to seniors are benefiting by the aging of the population. Business Trends Other trends that impact an industry. For example, are profit margins in the industry increasing or falling? Is innovation accelerating or waning? Are input costs going up or down? 5-7
- 8. The Five Competitive Forces Model 1 of 3 Explanation of the Five Forces Model The five competitive forces model is a framework for understanding the structure of an industry. The model is composed of the forces that determine industry profitability. They help determine the average rate of return for the firms in an industry. 5-8
- 9. The Five Competitive Forces Model 2 of 3 Explanation of the Five Forces Model (continued) Each of the five-forces impacts the average rate of return for the firms in an industry by applying pressure on industry profitability. Well managed firms try to position their firms in a way that avoids or diminishes these forces—in an attempt to beat the average rate of return of the industry. 5-9
- 10. The Five Competitive Forces Model 3 of 3 5-10
- 11. Threat of Substitutes 1 of 3 Threat of Substitutes The price that consumers are willing to pay for a product depends in part on the availability of substitute products. For example, there are few if any substitutes for prescription medicines, which is one of the reasons the pharmaceutical industry is so profitable. In contrast, when close substitutes for a product exist, industry profitability is suppressed, because consumers will opt out if the price gets too high. 5-11
- 12. Threat of Substitutes 2 of 3 Threat of Substitutes (continued) The extent to which substitutes suppress the profitability of an industry depends on the propensity for buyers to substitute between alternatives. This is why firms in an industry often offer their customers amenities to reduce the likelihood that they will switch to a substitute product, even in light of a price increase. 5-12
- 13. Threat of Substitutes 3 of 3 5-13 • A customer could easily get a cup of coffee cheaper at one of Starbuck’s competitors. • To decrease the likelihood of this, Starbucks offers high- quality fresh coffee, good service, and a pleasant atmosphere. • Starbucks has therefore reduced the threat of substitutes.
- 14. Threat of New Entrants Threat of New Entrants If the firms in an industry are highly profitable, the industry becomes a magnet to new entrants. Unless something is done to stop this, the competition in the industry will increase, and average industry profitability will decline. Firms in an industry try to keep the number of new entrants low by erecting barriers to entry. A barrier to entry is a condition that creates a disincentive for a new firm to enter an industry. 5-14
- 15. Threat of New Entrants 5-15 Barrier to Entry Explanation Economies of Scale Product differentiation Capital requirements Barriers to Entry Industries that are characterized by large economies of scale are difficult for new firms to enter, unless they are willing to accept a cost disadvantage. Industries such as the soft drink industry that are characterized by firms with strong brands are difficult to break into without spending heavily on advertising. The need to invest large amounts of money to gain entrance to an industry is another barrier to entry.
- 16. Threat of New Entrants 3 of 6 5-16 Barrier to Entry Explanation Cost advantages independent of size Access to distribution channels Government and legal barriers Barriers to Entry (continued) Existing firm may have cost advantages not related to size. For example, the existing firms in an industry may have purchased land when it was less expensive than it is today. Distribution channels are often hard to crack. This is particularly true in crowded markets, such as the convenience store market. Some industries, such as broadcasting, require the granting of a license by a public authority to compete.
- 17. Threat of New Entrants Non Traditional Barriers to Entry It is difficult for start-ups to execute barriers to entry that are expensive, such as economies of scale, because money is usually tight. Start-ups have to rely on nontraditional barriers to entry to discourage new entrants, such as assembling a world-class management team that would be difficult for another company to replicate. 5-17
- 18. Threat of New Entrants 5-18 Barrier to Entry Explanation Nontraditional Barriers to Entry Strength of management team If a start-up puts together a world-class management team, it may give potential rivals pause in taking on the start-up in its chosen industry. First-mover advantage If a start-up pioneers an industry or a new concept within an industry, the name recognition the start-up establishes may create a barrier to entry. Passion of the management team and employees If the employees of a start-up are motivated by the unique culture of a start-up, and anticipate large financial reward, this is a combination that cannot be replicated by larger firms.
- 19. Threat of New Entrants 5-19 Barrier to Entry Explanation Nontraditional Barriers to Entry (continued) Unique Business Model Inventing a new approach to an industry If a start-up is able to construct a unique business model and establish a network of relationships that makes the business model work, this set of advantages creates a barrier to entry. If a start-up invents a new approach to an industry and executes it in an exemplary fashion, these factors create a barrier to entry for potential imitators. Internet Domain Name Some Internet domain names are so “spot-on” that they give a start-up a meaningful leg up in terms of e- commerce opportunities.
- 20. Rivalry Among Existing Firms Rivalry Among Existing Firms In most industries, the major determinant of industry profitability is the level of competition among existing firms. Some industries are fiercely competitive, to the point where prices are pushed below the level of costs, and industry- wide losses occur. In other industries, competition is much less intense and price competition is subdued. 5-20
- 21. Rivalry Among Existing Firms 5-21 Factors that determine the intensity of the rivalry among existing firms in an industry. Number and balance of competitors Degree of difference between products The more competitors there are, the more likely it is that one or more will try to gain customers by cutting its price. The degree to which products differ from one product to another affects industry rivalry.
- 22. Rivalry Among Existing Firms 3 of 3 5-22 Factors that determine the intensity of the rivalry among existing firms in an industry (continued) Growth rate of an industry Level of fixed costs The competition among firms in a slow-growth industry is stronger than among those in fast- growth industries. Firms that have high fixed costs must sell a higher volume of their product to reach the break-even point than firms with low fixed costs.
- 23. Bargaining Power of Suppliers 1 of 3 Bargaining Power of Suppliers Suppliers can suppress the profitability of the industries to which they sell by raising prices or reducing the quality of the components they provide. If a supplier reduces the quality of the components it supplies, the quality of the finished product will suffer, and the manufacturer will eventually have to lower its price. If the suppliers are powerful relative to the firms in the industry to which they sell, industry profitability can suffer. 5-23
- 24. Bargaining Power of Suppliers 2 of 3 5-24 Factors that have an impact on the ability of suppliers to exert pressure on buyers Supplier concentration Switching costs Switching costs are the fixed costs that buyers encounter when switching or changing from one supplier to another. If switching costs are high, a buyer will be less likely to switch suppliers. When they are only a few suppliers that supply a critical product to a large number of buyers, the supplier has an advantage.
- 25. Bargaining Power of Suppliers 3 of 3 5-25 Factors that have an impact on the ability of suppliers to exert pressure on buyers (continued) Attractiveness of substitutes Threat of forward integration The power of a supplier is enhanced if there is a credible possibility that the supplier might enter the buyer’s industry. Supplier power is enhanced if there are no attractive substitutes for the product or services the supplier offers.
- 26. Bargaining Power of Buyers 1 of 3 Bargaining Power of Buyers Buyers can suppress the profitability of the industries from which they purchase by demanding price concessions or increases in quality. For example, the automobile industry is dominated by a handful of large companies that buy products from thousands of suppliers in different industries. This allows the automakers to suppress the profitability of the industries from which they buy by demanding price reductions. 5-26
- 27. Bargaining Power of Buyers 2 of 3 5-27 Factors that have an impact on the ability of suppliers to exert pressure on buyers Buyer group concentration Buyer’s costs The greater the importance of an item is to a buyer, the more sensitive the buyer will be to the price it pays. If there are only a few large buyers, and they buy from a large number of suppliers, they can pressure the suppliers to lower costs and thus affect the profitability of the industries from which they buy.
- 28. Bargaining Power of Buyers 3 of 3 5-28 Factors that have an impact on the ability of buyers to exert pressure on suppliers (continued) Degree of standardization of supplier’s products Threat of backward integration The power of buyers is enhanced if there is a credible threat that the buyer might enter the supplier’s industry. The degree to which a supplier’s product differs from its competitors affect the buyer’s bargaining power.
- 29. First Application of the Five Forces Model 1 of 2 First Application of the Model The five forces model can be used to assess the attractiveness of an industry by determining the level of threat to industry profitability for each of the forces. If a firm fills out the form shown on the next slide and several of the threats to industry profitability are high, the firm may want to reconsider entering the industry or think carefully about the position it would occupy. 5-29
- 30. First Application of the Five Forced Model 2 of 2 5-30 Assessing Industry Attractiveness Using the Five Forces Model
- 31. Second Application of the Five Forces Model 1 of 2 Second Application of the Model The second way a new firm can apply the five forces model to help determine whether it should enter an industry is by using the model to answer several key questions. The questions are shown in the figure on the next slide, and help a firm project the potential success of a new venture in a particular industry. 5-31
- 32. Second Application of the Five Forced Model 2 of 2 5-32 Using the Five Forces Model to Pose Questions to Determine the Potential Success of a New Venture in an Industry
- 33. Industry Types and the Opportunities They Offer 1 of 3 Emerging Industries Industries in which standard operating procedures have yet to be developed. Opportunity: First-mover advantage. Fragmented Industries Industries that are characterized by a large number of firms of approximately equal size. Opportunity: Consolidation.-mergers and acquisitions 5-33
- 34. Industry Types and the Opportunities They Offer 2 of 3 Mature Industries Industries that are experiencing slow or no increase in demand. Opportunities: Process innovation and after-sale service innovation. Declining Industries Industries that are experiencing a reduction in demand. Opportunities: Leadership, establishing a niche market, and pursuing a cost reduction strategy. 5-34
- 35. Industry Types and the Opportunities They Offer 3 of 3 Global Industries Industries that are experiencing significant international sales. Opportunities: Multidomestic and global strategies. 5-35
- 36. Competitor Analysis What is a Competitor Analysis? A competitor analysis is a detailed analysis of a firm’s competition. It helps a firm understand the positions of its major competitors and the opportunities that are available. A competitive analysis grid is a tool for organizing the information a firm collects about its competitors. 5-36
- 37. Identifying Competitors 5-37 Types of Competitors New Ventures Face
- 38. Sources of Competitive Intelligence 1 of 3 Collecting Competitive Intelligence To complete a competitive analysis grid, a firm must first understand the strategies and behaviors of its competitors. The information that is gathered by a firm to learn about its competitors is referred to as competitive intelligence. A new venture should take care that it collects competitive intelligence in a professional and ethical manner. 5-38
- 39. Sources of Competitive Intelligence 2 of 3 5-39 Ethical ways to obtain information about competitors • Attend conferences and trade shows. • Purchase competitor’s products. • Study competitors’ Web sites. • Set up Google and Yahoo! e-mail alerts. • Read industry-related books, magazines, and Web sites. • Talk to customers about what motivated them to buy your product as opposed to your competitor’s product.
- 40. Sources of Competitive Intelligence 3 of 3 5-40 • Many companies attend trade shows to not only display their products, but to see what their competitors are up to. • This is a photo of the the 2008 Consumer Electronics Trade Show in Las Vegas.
- 41. Completing a Competitive Analysis Grid Competitive Analysis Grid A tool for organizing the information a firm collects about its competitors A competitive analysis grid can help a firm see how it stakes up against its competitors, provide ideas for markets to pursue, and identify its primary sources of competitive advantage. 5-41
- 42. Competitive a Analysis Grid for Expresso Fitness 5-42