ࡱ> {~|}5@ ׀bjbj22 \[XXsATTTTt0LLLLMt0hLTTTTTdffffff$M R  TTTTmggg(TTTdgdgg{vH tT@T @=',L d.0F\3 q3 000TTTT3 XHL6g,=004n?(004INDUSTRY AND COMPETITIVE SITUATION ANALYSIS ANALYTICAL STEPS: Identify the chief business and economic characteristics of the industry environment Identify/assess driving forces for change Evaluate the strength of competitive forces Assess the competitive positions of companies in the industry Predict who will likely make what competitive moves Pinpoint key success factors Draw conclusions about overall industry attractiveness *Note that each industry usually has several strategic segments, each of which may have different business & economic characteristics, driving forces for change, competitive forces, and key success factors, and therefore, the attractiveness of the industry varies across segments. COMPANY SITUATION ANALYSIS ANALYTICAL STEPS: Determine how well the present strategy is working (is current performance good?) By accounting criteria; by financial criteria; by marketing criteria; by management & HRM criteria, etc. Do a SWOT analysis. Match S&W with O&T. What are the companys core capabilities? What is the current overlap between the key success factors in the industry and the companys core capabilities? Asses the companys relative competitive strength. Which of the companys resources and assets are valuable in terms of providing a distinctive competency? Are these assets rare, non-imitable, or non-substitutable? Evaluate the companys relative cost position Identify the strategic issues and problems which the company needs to address (change the mission? Raise or lower objectives? Improve or change strategy?) IDENTIFY/EVALUATE THE COMPANYS OPTIONS KEY ISSUES: What realistic choices/options does the company have? Locked into making improvements in same basic strategy? Room to make major strategy changes? Where? How? How best to try to build a substantial competitive advantage FORM A STRATEGY DECISION CRITERIA: Helps to achieve food fit with the overall strategy Helps build competitive advantage Contributes to higher company performance INDUSTRY AND COMPETITIVE ANALYSIS: KEY QUESTION What are the chief business and economic characteristics of the industry environment? What forces are driving changes in the industry and how important will these changes be? What competitive forces are at work in the industry and how strong are they? Which companies are in the strongest/weakest competitive position and why? Who will likely make what competitive moves next? What are the keys to competitive success? All things considered, how attractive is the industry and how good are the prospects for above-average profitability? WORKSHEET 6.2 Case ______________________________  Date ______________________________ Industry Analysis Name _____________________________ Potential rate of growth of industry (in real terms) 0-3% ____ 9-12% ____ 18-21% ____ 3-6% ____ 12-15% ____ >21% ____ 6-9% ____ 15-18% ____ Ease of entry of new firms into industry No barriers - ____:____:____:____:____:____:____:____:____ - Virtually impossible to enter (patent protection) Intensity of competition among firms Extremely competitive - ____:____:____:____:____:____:____:____:____ -Almost no competition (Kodak intense) Degree of product substitutability Many substitutes available - ____:____:____:____:____:____:____:____:____ -No substitutes available (alternative photographic sources) Degree of dependency on complementary or supporting products and services Highly dependent - ____:____:____:____:____:____:____:____:____ -Virtually independent (film processing, film suppliers) Degree of bargaining power buyers and customers possess Buyers dictate terms - ____:____:____:____:____:____:____:____:____ -Purchasing firms dictate terms (few large, concentrated buyers) Degree of bargaining power suppliers and vendors Suppliers dictate terms - ____:____:____:____:____:____:____:____:____ -Purchasing firms dictate terms (about average) Degree of technological sophistication in industry High-level technology - ____:____:____:____:____:____:____:____:____ -Very low-level technology (R&S essential) Rate of innovation in industry Rapid innovation - ____:____:____:____:____:____:____:____:____ -Almost no innovation (continual influx of new ideas) General level of management capability Many very capable mgrs - ____:____:____:____:____:____:____:____:____ -Very few capable mgrs WORKSHEET 4.2 Case _____________________________  Date _____________________________ Environmental Scan (continued) Name ____________________________ Economic Factors (e.g., business cycle, inflationary trends, consumption, employment, investment, monetary, and fiscal policies) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Political Factors (e.g., political power, different ideologies, interest groups, social stability, legislation, and regulation) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ WORKSHEET 4.2  Environmental Scan (continued) Social Factors (e.g., age distribution, geographic distribution, income distribution, mobility, education, family values, work and business attitudes) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Technological Factors (e.g., rate of technological change, future raw material availability, raw material cost, technological developments in related areas, product life cycle) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ WORKSHEET 4.2  Environmental Scan (continued) Competitive Factors (e.g., entry and exit of major strategic changes by competitors, competition size, number, capacity, location, methods, production/market segments) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Geographical Factors (e.g., plant/warehouse location, relocation of facilities, headquarters, foreign markets) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ WORKSHEET 4.3 Case ________________________  Date ________________________ Environmental Threat and Opportunity Profile (ETOP) Name _______________________ FactorsImpact of FactorsImportance of FactorsEnvironmental Threat (10 pp)Economic___________________________________Political____________________________________Social____________________________________Technological____________________________________Competitive____________________________________Geographic____________________________________Total Impact from 10 (strongly positive) to 0 (strongly negative). Importance of each factor ranked from 0 (unimportant) to 10 (very important). Comments: ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ WORKSHEET 9.1 Case ________________________  Date ________________________ Company Capability Profile Name _______________________ Managerial Factors 0% Weak Neutral (50) Strong 100% 1. Corporate Image, Social Responsibility 2. Use of Strategic Plans and Strategic Analysis 3. Environmental Assessment and Forecasting 4. Speed of Response to Changing Conditions 5. Flexibility of Organizational Structure 6. Management Communication and Control 7. Entrepreneurial Orientation 8. Ability to Attract and Retain Highly Creative People 9. Ability to Meet Changing Technology 10. Ability to Handle Inflation 11. Aggressiveness in Meeting Competition 12. Other  Competitive Factors 0% Weak Neutral (50) Strong 100% 1. Product Strength, Quality, Uniqueness 2. Customer Loyalty and Satisfaction 3. Market Share 4. Low Selling and Distribution Costs 5. Use of Experience Curve for Pricing 6. Use of Life Cycle of Products and Replacement Cycle 7. Investment in New Product Development by R&D 8. High Barriers to Entry into the Companys Markets 9. Advantage Taken of Market Growth Potential 10. Supplier Strength and Material Availability 11. Customer Concentration 12. Other  WORKSHEET 9.1  Company Capability Profile (continued) Financial Factors 0% Weak Neutral (50) Strong 100% 1. Access to Capital when Required 2. Degree of Capital Utilization 3. Ease of Exit from the Market 4. Profitability, Return on Investment 5. Liquidity, Available Internal Funds 6. Degree of Leverage, Financial Stability 7. Ability to Compete on Prices 8. Capital Investment, Capacity to Meet Demand 9. Stability of Costs 10. Ability to Sustain Effort in Cyclic Demand 11. Price Elasticity of Demand 12. Other  Technical Factors 0% Weak Neutral (50) Strong 100% 1. Technical and Manufacturing Skills 2. Resource and Personnel Utilization 3. Level of Technology Used in Products 4. Strength of Patents and Processes 5. Production Effectiveness and Delivery Schedules 6. Value Added to Product 7. Intensity of Labor to Produce to the Product 8. Economies of Scale 9. Newness of Plant and Equipment 10. Application of Computer Technology 11. Level of Coordination and Integration 12. Other  Analysis ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ EXHIBIT 6.10 SPACE CHART   SHAPE \* MERGEFORMAT   Industry Assessment Company Assessment Factors determining environmental stability (ES) a) Technological changes b) Rate of inflation c) Demand variability d) Price range of competing products e) Barriers to entry into market f) Competitive pressure g) Price elasticity Factors determining industry strength (IS) a) Growth potential b) Profit potential c) Financial stability d) Technological know-how e) Resource utilization f) Capital intensity g) Ease of entry into market h) Productivity; capacity utilization Factors determining competitive advantage (CA) a) Market share b) Product quality c) Product life cycle d) Product replacement cycle e) Customer loyalty f) Competitions capacity utilization g) Technological know-how h) Vertical integration Factors determining financial strength (FS) a) Return on investment b) Leverage c) Liquidity d) Capital required/capital available e) Cash flow f) Ease of exit from market g) Risk involved in business Financial Strength and Competitive Advantage are two (2) major determinants of strategic position Industry Strength and Environmental Stability characterize strategic position of industry WORKSHEET 11.4 Case _______________________________  Date _______________________________ Organizational Life Cycle Name ______________________________  SHAPE \* MERGEFORMAT  Analysis _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ WORKSHEET 11.3 Case _______________________________  Date _______________________________ Organizational Chart Name ______________________________  SHAPE \* MERGEFORMAT  Analysis _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Table 4-4 COMPANY SITUATIONAL ANALYSIS  1. STRATEGIC PERFORMANCE INDICATORS Performance Indicator19___20___20___20___20___Market Share_________________________Sales Growth_________________________Net Profit Margin_________________________Return on Equity_________________________Other?_________________________ 2. INTERNAL STRENGTHS INTERNAL WEAKNESSES EXTERNAL OPPORTUNITIES EXTERNAL THREATS 3. COMPETITIVE STRENGTH ASSESSMENT Rating Scale: 1 = Very weak; 10 = Very strong Key Success Factor/ Competitive VariableWeightFirm AFirm BFirm CFirm DFirm EQuality/product performance______________________________Reputation/image______________________________Raw material access/cost______________________________Technological skills______________________________Manufacturing capability______________________________Marketing/distribution______________________________Financial strength______________________________Relative cost position______________________________Other? SHAPE \* MERGEFORMAT  SHAPE \* MERGEFORMAT  SHAPE \* MERGEFORMAT  SHAPE \* MERGEFORMAT  SHAPE \* MERGEFORMAT  SHAPE \* MERGEFORMAT Overall strength rating ______________________________ 4. CONCLUSIONS CONCERNING COMPEITIVE POSITION (Improving/slipping? Competitive advantages/disadvantages?) 5. MAJOR STRATEGIC ISSUES/PROBLEMS THE COMPANY MUST ADDRESS   TABLE 4.4 Information Needed for Competitor Analysis  Concept DesignPhysical ResourcesMarketFinanceManagementTechnical ResourcesPlantSales ForceLong-TermKey PeopleConceptsCapacitySkillsDebt/equity ratioObjectives and prioritiesPatents and copyrightsSizeSizeCost of debtValuesTechnological sophisticationLocationTypeShort-termReward systemsTechnical integrationAgeLocationLine of creditDecision makingHuman resourcesEquipmentDistribution networkType of debtLocationKey people and skillsAutomationResearchCost of debtTypeUse of externalMaintenanceSkillsLiquiditySpeed technical groupsFlexibilityTypeCash flowPlanningFundingProcessesService and sales policiesDays of receivablesTypeTotalUniquenessAdvertisingInventory turnoverEmphasisPercentage of salesFlexibility SkillsAccounting practicesTime spanConsistency over timeDegree of integration TypeHuman ResourcesStaffingInternally generatedHuman ResourcesHuman ResourcesKey people and skillsLongevity and turnoverGovernment suppliedKey people and skillsKey people and skillsTurnoverExperienceWork forceTurnoverSystemsReplacement policies Skills mixFundingBudgetingOrganization UnionsTotalForecastingCentralization TurnoverConsistency over timeControllingFunctionsPercentage of salesUse of staffReward systems  Source: Reprinted by permission of the publisher. From Management Review July 1979, 1979. American Management Association, New York. All rights reserved. WORKSHEET 11.2 Case ___________________________________  Date ___________________________________ Assessment of Cultural Elements Name __________________________________ Score (0-9) for each Importance of CultureCompatibility with strategic change 1. Founders beliefs______________________________2. Key executives style______________________________3. Maturity of organization______________________________4. Cohesiveness and collaboration______________________________5. Openness and trust______________________________6. Climate of organization______________________________7. Recognition of individual______________________________8. Rewards for performance______________________________9. Support of individual ______________________________10. Participation in decisions______________________________11. Consistent communication______________________________12. Enforcement of policies______________________________13. Degree of social interaction______________________________14. Opportunity for growth______________________________15. Level of job security______________________________16. Level of technology______________________________17. Degree of innovation______________________________18. Sense of belonging______________________________19. Latitude in job execution______________________________20. Sense of urgency______________________________ Table 3-3 CATEGORIZING THE OBJECTIVES AND STRATEGIES OF COMPETITORS Competitive ScopeStrategic IntentMarket Share ObjectiveCompetitive Position / SituationStrategic PostureCompetitive StrategyLocal Regional NationalBe the dominant leader Overtake the present industry leaderAggressive expansion via both acquisitions and internal growthGetting stronger; on the moveMostly offensive Mostly defensive Striving for low cost leadershipMulti-country GlobalBe among the industry leaders (top 5) Move into the top 10 Expansion via internal growth (boost market share at the expense of rival firmsWell-entrenched; able to maintain its present positionA combination of offense and defense Aggressive risk-taker Conservative followerMostly focusing on a market niche - High end - Low endMove up a notch or two in the industry rankingsExpansion via acquisitionStuck in the middle of the pack - Geographic - Buyers with special needsOvertake a particular rival (not necessarily the leader) Hold onto present share (by growing at a rate equal to the industry average)Going after different market position (trying to move from a weaker to a stronger position) - Other Pursuing differentiation based on - QualityMaintain position Just surviveGive up share if necessary to achieve short-term profit objectives (stress profitability, not volume)Struggling; losing ground Retrenching to a position that can be defended - Service - Technological superiority - Breadth of product line - Image and reputation - Other attributes Note: Since a focus strategy can be aimed at any of several market niches and a differentiation strategy can be keyed to any of several attributes, it is best to be explicit about what kind of focus strategy or differentiation strategy a given firm is pursuing. All focusers do not pursue the same market niche, and all differentiators do not pursue the same differentiating attributes. Table 4-3 (B) SAMPLE OF A WEIGHTED COMPETITIVE STRENGTH ASSESSMENT Rating Scale: 1 = Very weak; 10 = Very strong Key Success Factor / Strength MeasureWeightABC Co.Rival 1Rival 2Rival 3Rival 4Quality / product performance0.108/0.805/0.5010/1.001/0.106/0.60Reputation / image0.108/0.807/0.7010/1.001/0.106/0.60Raw material access / cost0.102/0.2010/1.004/0.405/0.501/0.10Technological skills0.0510/0.501/0.057/0.353/0.158/0.40Manufacturing capability0.059/0.454/0.2010/0.505/0.251/0.05Marketing / distribution0.059/0.454/0.2010/0.505/0.251/0.05Financial strength0.105/0.5010/1.007/0.703/0.301/0.10Relative cost position0.354/1.7510/3.503/1.051/0.354/1.40Ability to compete on price0.155/0.757/1.0510/1.501/0.154/1.60 Sum of weights1.00 Weighted overall strength rating6.208.207.002.102.90 How important are the strengths? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ How vulnerable are the weaknesses? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What is the cost of not responding? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ EXHIBIT 6.14 Application of strategic position and action evaluation (SPACE) to strategy choices for business units  Strategic Posture as Determined by SPACE Appropriate Generic StrategyAggressive PostureCost leadership through concentration, concentric diversification, or vertical integrationCompetitive PostureDifferentiation, e.g., through strong R&D effort funded by merger with cash-rich companyConservative PostureFocus and selective diversification through acquisition of companies in other market segmentsGamesmanship PostureDefensive, particularly survival tactics, such as retrenchment, divestment, or liquidation  EXHIBIT 5.7 Gap Analysis  100%   Industry Market Potential (IMP)  Relevant  Industry Sales  (RIS) 0% IMP = PLG + DG + UG + CG + CS Real Market Share:  CS (RMS) = RIS  EXHIBIT 6.15 Strategic options and generic strategies. FS = Financial Strength of the company; IS = Industrial Strength; ES = Environmental Stability; CA = Competitive Advantage of the company    EXHIBIT 5.8 Performance Gaps                 Desktop/MGT 5491/Industry and Competitive Situational Analysis -1 -2 -3 -4 -5 -6 1 2 3 4 5 6 6 5 -6 -5 -4 -3 -2 -1 1 2 3 4 Aggressive Competitive Defensive Conservative Environmental Stability (ES) Industry Strength (IS) Companys Financial Strength (FS) Companys Competitive Advantage (CA) Low Low High High Phase 1 Initiation (Entrepreneurial Structure) Phase 2 Formalization (Bureaucratic structure) Phase 3a Expansion (Divisional structure) Phase 3b Coordination (Production group structure) Phase 4 Participation (Matrix structure) Need for direction Lack of autonomy Lack of control Need to adapt and cope Age of Company Mature Young Size of Company Small Large ES IS FOCUS CA FS OVERALL COST LEADERSHIP DEFENSIVE DIFFEREN- TIATION Conservative Aggressive Gamesmanship Turnaround Status quo Concentric diversification Conglomerate diversification Concentration Vertical Integration Diversification Concentric merger Conglomerate merger Turnaround Divestment Liquidation Retrenchment Product Line Gap (PLG) Distribution Gap (DG) Usage Gap (UG) Competitive Gap (CG) Current Sales (CS) Sales, Profits Gap in Sales Growth Profit Gap Management Control Strategic Planning Time -@+ , - ` a b ~   S '+Ta>?Rf<qrsſ||hC5CJaJ"jhgwCJUaJmHnHuh 05CJaJhG%5CJaJ h 05aJh 05CJaJ h 0aJ hoMaJ hoM5aJhoM5CJaJhg h*6h*65hoMhoMhoM5h*6 h*65h*65CJaJ0,-?@, - a b   & F h0`0gd*6gdoM & F h0`0gdoMgd*6$a$gd*6{|ր   Z [ &'()*+ST`a & F h0`0gdoM$a$gdoMgdoM & F hh^hgd*6gd*6>?@PQRef & F h0`0gd 0$a$gd 0gd 0 & F h0`0gdoMgdoM & FgdoMrsfg;r45^gd 0^`0gdL\gd & F h0`0gdgd 0 & F h0`0gd 0tAtBz>?~9CDPa)!!ðढ़}hg CJaJhPCJaJhCJaJhPCJaJhgwCJaJhgwhgwCJaJ%jhgw5CJUaJmHnHuhgwhgw5CJaJhgw5CJaJhg CJaJhgwCJaJhL\CJaJhCJaJhCCJaJ15[\stABGstABgdgdL\ & F h0`0gd^gd 0^`0gdL\Bz{ ?@]}~DEgdgwgdL\ & F h0`0gdLMNOPa)!!!! 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