战略管理02-外部环境分析-OT分析课件.pptVIP

Chapter Two External Analysis: The Identification of Opportunities and Threats “To assure victory, always carefully survey the field  before battle.” External Analysis External Analysis requires an assessment of: Industry environment in which company operates Competitive structure of industry Competitive position of the company Competitiveness and position of major rivals The country or national environments in which company competes The wider socioeconomic or macroenvironment that may affect the company and its industry Social Government External Analysis: Opportunities and Threats Industry Analysis: Defining an Industry Industry A group of companies offering products or services that are close substitutes for each other and that satisfy the same basic customer needs Industry boundaries may change as customer needs evolve and technology changes Sector A group of closely related industries Market Segments Distinct groups of customers within an industry Can be differentiated from each other with distinct attributes and specific demands The Computer Sector: Industries and Market Segments Porter’s Five Forces Model How the Five Forces Shape Competition within an Industry A weak competitive force may be viewed as an opportunity as it allows company to earn greater profits A strong competitive force may be viewed as a threat as it depresses industry profits Strength of forces may change As industry conditions change ? Risk of Entry by Potential Competitors ? Rivalry Among Established Companies ? Bargaining Power of Buyers ? Bargaining Power of Suppliers ? Substitute Products Strategic Groups Within Industries Strategic Groups in the Pharmaceutical Industry Strategic Groups in the Pharmaceutical Industry High Risk – High Return Focus on developing new proprietary drugs Heavy RD spending Strategic Barriers in the Pharmaceutical Industry Industry Life Cycle Analysis Embryon