西交大战略管理课件 (2).ppt

INDUSTRY PETITIVE ANALYSIS
CHAPTER 2
“Analysis is the critical starting point of strategic thinking.”
“Quote”
Chapter Outline
Role of Situation Analysis in Strategy-Making
Methods of Industry petitive Analysis
Industry’s Dominant Economic Traits
Industry’petitive Forces
Drivers of Industry petitive Positions of petitive Moves of Rivals
Key ess Factors
Conclusions: Overall Industry Attractiveness
Conducting an Industry petitive Analysis
Good Situation Analysis Leads to Good Strategic Choices
1. Industry’s dominant economic traits
2. Nature petition & strength petitive forces
3. Drivers of industry change
4. Competitive position of rivals
5. Strategic moves of rivals
6. Key ess factors
7. Conclusions about industry attractiveness
(Chapter 2)
Assess Industry & Competitive Conditions
1. Assessment pany’s present strategy
2. Strengths, weaknesses, opportunities, & threats
3. Company’s pared to rivals
4. Strength pany’petitive position
5. Strategic issues to be addressed
(Chapter 3)
pany Situation
Identify
Strategic Options
for the
Company
Select the Best Strategy
for the
Company
- Competitive/Business Unit Options
Chapter 4 & other Chapters
Question 1: What Are theIndustry’s Dominant Economic Traits?
Market size and growth rate
(Scope petitive rivalry)
Number petitors and their relative sizes
Prevalence (流行) of backward/forward integration
Entry/exit barriers
Nature and pace of technological change
Product and customer characteristics
Scale economies and experience curve effects
Capacity utilization and resource requirements
(Industry profitability)
The Experience Curve Effect
An experience curve exists when unit costs decline as cumulative production volume increases because of
Accumulating production know-how
Growing mastery of the technology
The bigger the experience curve effect, the bigger the cost advantage of the firm with the largest cumulative production volume
Cost Advantages ofDifferent Experience Curve Effects
$1
$1
.90
.80
.70