Industry Structure Analysis.PPT

8/18/2019 Industry Structure Analysis.PPT

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Chapter 3

Porter Competitive Model

forIndustry Structure Analysis





Can Information Technology:

• uild !arriers to prevent a company from entering an

industry"

• uild in cost# difficult for a customer to s$itch suppliers"

• Change the !asis for competition $ithin the industry"

• Change the !alance of po$er in the relationship that a

company has $ith customers or suppliers"

• Provide the !asis for ne$ product and services% ne$mar&ets or other ne$ !usiness opportunities"




Intra-IndustryRivalry

Strategic Business Unit

BargainingPower

of Buyers

Bargaining Power

of Suppliers

Substitute

Products

and Services

PotentialNew Entrants

Source: Michael '" Porter

()orces *overning Competition inIndustry

Harvard Business Review, Mar"+A r" ,-.-



*eneric Value Chain

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S

Adapted $ith the permission of the )ree Press% an imprint of Simon 8 Schuster Inc"" from

C0MP'TITIV' A2VA/TA*': Creating and Sustaining Superior Performance !y Michael Porter" Copyright9 ,-; !y Michael '" Porter"



5ey 0!<ective

• *ain a competitive advantage=

• 1nderstand the forces that influence this"

• 5no$ ho$ to use models to do an o!<ective

evaluation"



Chapter 3

The Porter Competitive Model

for

Industry Structure Analysis



A Successful IS Professional

1nderstands !oth IT and the !usiness in $hich

they $or&"

7as good communication s&ills"

Can sell their IT solution to someone else>s

pro!lem"

Is a self starter and can handle a large amountof personal responsi!ility"

Manages their o$n career"

7as a high degree of personal confidence"



ATP Approach," 4ead Value ine articles for industry perspective and

company information"

?" og onto the company $e! page and loo& at general

!usiness information and most recent annual report"A" 2etermine dominant !usiness"

" Identify !usiness and IT leaders"

C" 2efine the industry the company is in"

2" Identify the ma<or mar&ets in $hich theyoperate and determine the mar&et that you $ill

analy@e using the Porter Competition model"

'" Start to develop an understanding of the si

primary !usiness strategies in this industry"



ATP 4esearch

," Value ine

?" Company $e! page and annual report"

3" Internet search engines:

6ahoo

As& Beeves

*oogle

" i!rary reference documents

;" Bac& Callon and his documents



7o$ and Dhere to Search

Company /ame and 'ecutive /ames

Competitor /ameEDe! Pages

IT Pu!lications + 2atamation% InformationDee&

usiness Pu!lications + AI% )ortune% usinessDee&

Industry Associations + e"g" Semiconductor Industry Association

)inancial Analysis De! pages

i!rary 4eference 2es& + arons% Moodys% etc"

Bac& Callon>s office



A$areness of competitive forces can

help a company sta&e out a position

in its industry that is less vulnera!leto attac&"

Michael '" Porter

Competitive Strategy



The Plan

• Address the Concepts of the Porter

Competitive Model"

• Provide some industry eamples using theCompetitive Model"

• Address the Value Chain conceptually and

$ith industry eamples"• 4evisit each of these using the Airline

Industry as the eample in Chapter "




• Das not developed for IS use"• rea&s an industry into logical parts%

analy@es them and puts them !ac& together"• Avoids vie$ing the industry too narro$ly"• Provides an understanding of the structure

of an industry>s !usiness environment"• Provides an understanding of competitive

threats into an industry"



T$o 5ey Fuestions

," 7o$ structurally attractive is

the industryG

?" Dhat is the company>s relative

position $ithin the industryG



Dhy 2o 6ou CareG

The collective strength of the industry forces

determines the ultimate profit potential of an

industry"

The strongest competitive forces are of greatest

importance in formulating competitive strategies"

'very industry has an underlying structure% or aset of fundamental economic and technical

characteristics that gives rise to these competitive

forces"



Dhy 2o 6ou CareG

This vie$ of competition pertains to industries

selling products and those dealing in services"

A fe$ characteristics are often &ey to the strength

of each competitive force"



5ey Industry Analysis )actors

• Collecting the data"

• 2etermining $hich data is crucial"

• Selecting an appropriate overall approach"

• 2eciding on the logical starting point"



asic 0!<ectives of the S1

," To create effective lin&s $ith

!uyers and suppliers"

?" To !uild !arriers to ne$ entrants

and su!stitute products"






BargainingPower

of Buyers

Bargaining Power

of Suppliers

Substitute

Products

and Services


)igure 3+,


()orces *overning Competition in

Industry

Harvard Business Review, Mar"+A r" ,-.-



4ivalry i&elihood

• Profit margins"

• Industry gro$th rate and potential"

• A lac& of capacity to satisfy the mar&et"• )ied costs"

• Competitor concentration and !alance"

• 2iversity of competitors"• 'isting !rand identity"

• S$itching costs"

• 'it !arriers"



A uyer 7as Po$er If:

," It has large% concentrated !uying po$er that ena!les

it to gain volume discounts andEor special

terms or services"

?" Dhat it is !uying is standard or undifferentiated andthere are multiple alternative sources"

3" It earns lo$ profit margins so it has great incentive

to lo$er its purchasing costs"" It has a strong potential to !ac&$ard integrate"

;" The product is unimportant to the Huality of the

!uyers> products or services"



A Supplier 7as Po$er If:

," There is domination of supply !y a fe$ companies"

?" Its product is uniHue or at least differentiated"

3" It has !uilt up s$itching costs"

" It provides !enefits through geographic proimity to

its customers"

;" It poses a definite threat to for$ard integrate into

its customers> !usiness"

" A long time $or&ing relationship provides uniHue

capa!ilities"



2efinitions

New Entrant: An eisting company or a startup

that has not previously competed $ith the S1

in its geographic mar&et" It can also !e an

eisting company that through a shift in !usinessstrategy !egins to compete $ith the S1"

Substitute Product or Service: An alternative

to doing !usiness $ith the S1" This dependson the $illingness of the !uyers to su!stitute% the

relative priceEperformance of the su!stitute

andEor the level of the s$itching cost"



Possi!le arriers to 'ntry• 'conomies of scale"

• Strong% esta!lished cost advantages"

• Strong% esta!lished !rands"

• Proprietary product differences"

• Ma<or s$itching costs"

• imited or restrained access to distri!ution"• arge capital ependiture reHuirements"

• *overnment policy"

• 2efinite strong competitor retaliation"



Su!stitute Threats

• uyer propensity to su!stitute"

• 4elative priceEperformance of su!stitutes"

• S$itching costs"



Competitive Strategy

• Dhat is driving competition in my current or

future industryG

• Dhat are my current or future competitors

li&ely to do and ho$ $ill $e respondG

• 7o$ can $e !est posture ourselves to achieve

and sustain a competitive advantageG



Strategy 0ptionsAccording to Michael Porter

Primary Strategies

," 2ifferentiation

?" east Cost

Supporting Strategies

," Innovation?" *ro$th

3" Alliance



Can Information Systems:

," uild !arriers to prevent a company from entering

an industryG

?" uild in costs that $ould ma&e it difficult for a

customer to s$itch to another supplierG3" Change the !asis for competition $ithin the

industryG

" Change the !alance of po$er in the relationshipthat a company has $ith customers or suppliersG

;" Provide the !asis for ne$ products and services%

ne$ mar&ets or other ne$ !usiness opportunitiesG

P C i i ! d l



Porter Copetitive !odel

"eavyweig#t !otorcycle !anufacturing Industry

Nort# $erican !ar%et

argaining

Po$er of

uyers

• 4ecreational Cyclist

• 6oung Adults

• a$ 'nforcement

• Military 1se

• 4acers

Potential

/e$ 'ntrant

Su!stitute

Product or

Service

Intra+Industry 4ivalry

S1: 7arley+2avidson

4ivals: 7onda% MD%

Su@u&i% 6amaha

• )oreign Manufacturer

• 'sta!lished Company

'ntering a /e$ Mar&et

Segment• /e$ Startup

• Parts Manufacturers

• 'lectronic Components

• Specialty Metal Suppliers

• Machine Tool Vendors

• a!or 1nions

• IT Vendorsargaining

Po$er of

Suppliers

• Automo!iles

• Pu!lic Transportation

• Mopeds

• icycles

Business Strategy !odel !otorcycle !anufacturing Industry



'ngineering Product 2esign Manufacturing SalesE2istri!ution usiness

Inforation Systes

Copany Structure

Independent Alliances Boint VenturesESu!sidiaries

Sales&'istribution Strategy

2istri!utors Independent 2ealers )ranchised 2ealers

!anufacturing Strategy

Vertically Integrated Vendor 'mphasis 0utsource

!ar%et Strategy

/orth American 'urope BapanEAsia atin America

a$ 'nforcement Military 4ecreational Professional 6oung Adult

Product Strategy

TypeEPurposeESi@e

7eavy$eight 0ff+4oad 2ual Purpose 4oad 4acing CafJ 4acer

Price Strategy

'ntry evel Moderate Premium

Business Strategy !odel - !otorcycle !anufacturing Industry



Porter Copetitive !odel $nalysis

for t#e San (rancisco )iants

Intra-Industry

RivalrySBU: S( )iants

BuyersSuppliers

Substitute Products and Services

New Entrants

Porter Copetitive !odel $nalysis for t#e San (rancisco )iants



Porter Copetitive !odel $nalysis for t#e San (rancisco )iants

Bay $rea !ar%et

Intra-Industry RivalrySBU: S( )iants

•4ivals: 0a&land A>s•Minor eague ase!all•S")" -ers•*olden State Darriors•College Athletic 'vents•7igh School Athletic 'vents

•Movies% Stage Plays% etc"•*eneral Travel and Travel Pac&ages

Buyers•2ie 7ard *iants )ans•2ie 7ard ase!all )ans•)air Deather ase!all )ans

• /on+!ase!all )ans•0ut of To$n Visitors•0pposing Team )ans•Age *roup Segments•*roups Versus Individuals•Corporate Sponsors•Sports Driters and Media

0utlets

Suppliers•Players 1nion•City of S)•Transportation Services

•)ood Service•Sovereigns•Police and Sanitation

Service•1tilities•Stadium 'mployees

Substitute Products and Services•Televised ase!all *ames + )ree or Ca!le Service at 7ome•Televised *ames at Sports ars

• 4adio roadcasts of ase!all *ames• 4otisserie eagues% Trading Cards% Memora!ilia

New Entrants•Arena )oot!all eague•Canadian )oot!all

•Professional 7oc&ey•Professional Soccer •Sumo Tournaments



argainingPo$er

of Suppliers

Potential /e$ 'ntrants

Su!stitute

Products

and Services

argainingPo$er

of uyers

Intra-Industry Rivalry

S1: 5leiner Per&ins Caufield 8 yers4ivals: 7am!recht 8 Fuist

SeHuoia Capital

Sierra Ventures

SeHuoia Capital

Arthur 4oc& 8 Co"

Asset Management Corp"


*enture Capital Industry in t#e U+S+

• rea&do$n of

industry !oundaries

• Increasing sophistication

• More options• etter information

• o$ arriers to 'ntry

• 4apid 'ntry

• Attractive 4ates of 4eturn

• More glo!al sources

• Concentration in the

hands of a fe$ institutions

• Increasing sophistication

• etter information

•More firms

•More capital•2iminishing opportunities•Cut+throat competition•7igher deal prices



VC Sponsored Companies

• 2igital 'Huipment

• Apple Computer

• )ederal 'press• Sun Microsystems

• CompaH

• otus 2evelopment

• Staples



Ma<or Start+up Company Sources

• Stanford 1niversity

• MIT

• 1niversity of Teas



Venture Capital Industry

• The roots of the industry can !e traced to the ,-?Ks and

,-3Ks $ithin the 1"S"

• 'arly companies that o!tained VC funding $ere 'astern

Airlines and Lero"• )irst VC firm $as A42 in ,- founded !y 4alph

)landers% President of )ederal 4eserve an& of oston"

• ig push to ta&e advantage of DDII technology developed

at MIT"• The industry all !ut shut do$n !et$een ,-.K and ,-.."

• 'conomic gro$th implications of emerging% small

companies"



VC Strategies in ,-K+,-.K

• Invest in management team and mar&et potential"

• Stress value+added company !uilding"

• Concentrate on start+up and early stage companies"

• e a lead investor"

• Invest for ten years% may!e longer !ut harvest $hen

appropriate"

•4aise a ne$ fund once your present fund is performing$ell"

• 2eal ma&ing and transaction s&ills are important !ut not

central to the value creation process"



,-K and eyond Strategies

• 4aise ne$ funds $hile the money is flo$ing instead of $hen

you need the money"

• 4ely on financial engineering for Huic& entry and eits"

• 'ploit hot IP0 mar&ets to harvest early and often"

• Co+invest versus !eing the lead investor"

• oo& to later+stage 0 and M0 deals for large minimums

and faster returns"

• Dorry less a!out the management team 6ou can shape it laterN"

• Dorry more a!out the fiduciary epectations of the limited partners"

• Trade the horse !efore it dies"

P t C titi ! d l




Education Industry: U+S+ Universities

Intra-Industry RivalryStrategic Business Unit

BargainingPower of Buyers

Bargaining

Power

of Suppliers

Substitute

Products and Services

Potential

New

Entrants

• )aculty• Staff • 'Huipment and

Service Suppliers• Alumni• )oundations• usiness• *overnment

• oo&s and Videotapes• Computer+ased Training• Training Companies

• Consulting )irms

• Students• Parents• usiness

• 'mployers• egislators

• )oreign 1niversities• 2istance earning• Motorola 1"• /ational Technical 1niversity



1"S" 1niversity Industry StructureIntra-Industry Rivalry:

o$ gro$th rate or

shrin&age

'cess capacity

1ndifferentiated product

Competition for funding

and contri!utions

Bargaining Power of Buyers:Price Pressures

Mo!ility

Bargaining Power of Suppliers:

Cost Pressures

id Processes Are Common

1nions and Tenure

Barriers to Entry:

o$ entry !arriers

7igh eit !arriers

Substitutes: 'asy to su!stitute

Self+study success



Porter Competitive Model Tips

," To incorrectly define the industry can cause ma<or

pro!lems in doing Section I of the analysis term paper"

?" 6ou must identify the specific mar&et !eing evaluated"

3" 6our analysis company is the Strategic usiness 1nit"

" Identify rivals !y name for ma<ors% !y category for minor

rivals if needed to present the !est possi!le profile of

rivals"




;" e sure to address the po$er implications of !oth

customers and suppliers" Po$er !uys them $hatG

" Identify !uyers and suppliers !y categories versus

companies"

." Summari@e your Porter Model analysis"



Computer Industry

Dhy is this industry more of a challenge to

evaluate using the Porter Competitive

ModelG



0ld Computer Industry

,ayer

'istribution

,ayer .

$pplication

Software

,ayer /

0peratingSyste

Software

,ayer 1

Coputing

Platfors

,ayer 2Basic

Circuitry

IM 2'C 7P )u<itsu /C4

)igure 3+3



The /e$ Computer Industry

,ayer 2

!icroprocessor Intel L Motorola 4ISC Po$er PC

,ayer 1

CoputerPlatfors

IM CompaH 0ther Intel+ased PCs Apple Macs 0ther

,ayer /

0perating

Syste

Software

MS 20S Dindo$s 0SE? 1ni Apple

/ovell /et$are anyan IM 0thers

,ayer .

$pplications•Spreadsheets•Dord Processors•2ata!ase

otus ,+?+3 Microsoft 'cel Fuattro Pro

,ayer

'istributors

Computer

2ealers

Super

Stores

Mass

MerchandisersClu!s Mail

0rder

Value+add

4esellers

2irect

Sales)orce

0ther

)igure 3+



Computer Industry Mar&et Segments

•Supercomputers

•Mainframes

•Minicomputers

•Dor&stations

•Personal Computers

•Peripheral 'Huipment

•7ard$are

•Soft$are

•Services

•Telecom /et$or&sG



PC Industry Segment

," Passed O,KK !illion in sales in the first ten years"

?" *ro$th and competition $as !ased on industry standards

li&e never !efore"

3" This has spa$ned thousands of niche companies"

" The PC has fundamentally restructured the Computer

Industry"

;" Industry pioneers !elieve the revolution is no more than

half over"



Change 4elative to Selling PCs

," anguages

?" Application Pac&ages3" Connectivity and Compati!ility

" Multimedia

;" *roup$are



Computer Industry

0f the top fifteen companies in ,-.;% only

four remain:

• IM

• /'C

• 7P

• /C4



The 0ld Computer Industry

IM and the 1/C7

urroughs

1nivac

/C4

Control 2ata

7oney$ell



PC Industry Change

• Atari

• Cromemco

• )ortune Systems

• Dicat Systems

• 5aypro

• Morro$ 2esigns

• 0s!orne Computer

• Victor Technologies

• CompaH

• 2ell

• *ate$ay

• IM

• 7P

• /'C



The )uture Computer Industry

," Traditional 1S Companies largeN"

?" Asian 'lectronic Companies"

3" The /e$ Strategy Companies"

Dhy has the 1S continued to !e the $orld leader in

the computer industryG



Porter Value Chain

Basic Concept:

," 2eals $ith core !usiness processes"

?" 'na!les trac&ing a ne$ idea to create a ne$

product andEor service from origination all the

$ay to customer satisfaction"



Porter Value Chain

Service

Sales

and

2istri!ution

Mar&eting

Production

and

Manufacturing

'ngineering

!anufacturing Industry *alue C#ain

4esearch

and

2evelopment



4etail Industry Value Chain

Mar&eting and

Selling

0perating

Stores

2istri!uting

Inventory

Managing

Inventory uying

Partnering$ith

Vendor



Value Chain Things to 4emem!er

," Value to customer o!<ective is not clear"

?" 4elay team concept is too time consuming and doesn>t

$or& in the current competitive environment"

3" Maimi@e the value+add activities and eliminate as

much as possi!le the things that do not add value"

" Ma&e sure that each step in the overall process each

functionN does things consistent $ith the overall

o!<ective of value to customer"

* i V l Ch i



*eneric Value Chain

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)igure 3+Adapted $ith the permission of the )ree Press% an imprint of Simon 8 Schuster Inc"" from

C0MP'TITIV' A2VA/TA*': Creating and Sustaining Superior Performance !y Michael Porter" Copyright

9 ,-; !y Michael '" Porter"



Property and Casualty Industry Value Chain

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I/)4AST41CT14'+)inancial Policy +4egulatory Compliance + egal + Accounting

Actuary

Training

Agent

Training

Claims

Training

Claims

Procedures

•Claims Settlement•oss Control

•Policy Sales•Policy 4ene$al•Agent Manage+

ment•Advertising

•Independent

Agent /et$or& •illing and

Collections

• 1nder$riting• Investment

•Policy 4ating

Actuarial Methods

Investment

Practices

IET

Communications

Product

2evelopment

Mar&et 4esearch

)igure 3+.

Included $ith permission of Michael '" Porter !ased on ideas in Competitive Advantage: Creating and Sustaining

Superior Performance, copyright ,-; !y Michael '" Porter"



Technologies in the Value Chain

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'E*E,0P!EN3

"U!$N

RES0URCE

!$N$)E!EN3

(IR!

IN(R$S3RUC3URE

Information System Technology

Planning and udgeting Technology

0ffice Technology

Training Technology

Motivation 4esearch

Information Technology

Product Technology

Computer+Aided 2esign

Pilot Plant Technology

•2iagnostic and

Testing Technology•Communications

Technology•Information

Technology

•Transportation

Technology•Material 7andling

Technology•Storage and

Preservation

Technology•Communication

System Technology•Testing Technology•Information

Technology

Information Systems Technology

Communication System Technology

Transportation System Technology

Soft$are 2evelopment Tools

Information Systems Technology

•asic Process

Technology•Materials

Technology•Machine Tools

Technology•Materials 7andling

Technology•Pac&aging

Technology•Testing Technology•IEnformation Tech"

•Transportation

Technology•Material 7andling

Technology•Pac&aging

Technology•Communications


Technology

•Multi+Media

Technology•Communication


Technology

)igure 3+

Adapted $ith the permission of the )ree Press% an imprint of Simon 8 Schuster Inc"" from

C0MP'TITIV' A2VA/TA*': Creating and Sustaining Superior Performance !y Michael Porter" Copyright

9 ,-; !y Michael '" Porter"% p" ,."



Summary of Chapter 3

y Sandra Chu

The Porter Competitive Model

for

Industry Structure Analysis



Chapter 0!<ectives

," To identify significant forces in addition to direct competitors

and customers that impact a company>s position $ithin an

industry"

?" To understand the importance of !asic o!<ectives that a

company has relative to the forces $ithin the CompetitiveModel"

3" To appreciate the po$er implications $ithin the Porter

Competitive Model"

" To understand the t$o !asic strategies and three supportingstrategies used !y intra+industry rivals"

;" To recogni@e industry characteristics that ma&e the use of the

Porter Competitive Model most effective"

P C i i M d l






BargainingPower

of Buyers

Bargaining Power

of Suppliers

SubstituteProducts

and Services


)igure 3+,


()orces *overning Competition in

Industry Harvard Business Review, Mar"+A r" ,-.-



Industry Structure and the Company Position

• 7o$ significant is the structure of the

industry to eisting companies and possi!le

ne$ entrants or providers of su!stitute products or servicesG

• Dhat is the company>s relative position

$ithin the industryG




• Intra+Industry 4ivalry

ogical starting point"

2eals $ith the nature and degree of competition"

• Strategic usiness 1nit has t$o primary o!<ectives:

Create effective lin&s $ith !uyers and suppliers

uild !arriers to ne$ entrants and su!stitutes



S1 and Competitive StrategiesPriary Strategies:

• 'ifferentiation: !e different% !e uniHue at meeting

some need valued !y the customer"

• ,ow-Cost: !e the cheapest"

Supporting Strategies:

• Innovation: doing creative% often original things"• )rowt#: stressing the importance of !usiness gro$th"

• $lliances: competing through formali@ed relationships $ith other !usiness enterprises"




• Threat of /e$ 'ntrants

T$o possi!le sources"

Consideration of !arriers to entry"

• Threat of Su!stitute Products or Services

Important to clearly understand the definition"

)ocus on via!le alternatives" 2etermine attractiveness and deterrents of

su!stitutes"



The Value Chain

• Systematic method for eamining the !usiness

processes of a firm and the interactions !et$een

them"

• Idea of a (chainQ ++ identify core !usiness

processes and ho$ they can !e lin&ed"



Value Chain

," The ultimate o!<ective is value to customer"

?" A focus needs to !e on value+add activities and trying to

eliminate as many activities as possi!le that do not add value

to customer"3" Ma&e sure that specific !usiness functions &eep in mind the

ultimate o!<ective and not !ecome distracted !y doing things

that seem to ma&e them loo& good"

" 4emem!er that time has !ecome a ma<or competitiveconsideration and that a relay team concept can contradict

this premise"



Conclusions

• The Porter Competitive Model is &ey to

understanding !usiness competitiveness"

• It is important for a company to assess its position$ithin an industry and relative to customers and

suppliers"

•The model can !e used to understand if IT canchange the competitive environment of an

industry"



Possi!le 'am Fuestions

," Identify an industry $here information systems act as a

significant !arrier to entry and eplain the significance of this

!arrier"

?" Identify and eplain the t$o !asic strategies and threesupporting strategies used !y intra+industry rivals"

3" Dhat is the primary !enefit to !e derived through the use of

the Porter Value ChainG

" 'plain the logic of gro$th as a competitive strategy and

provide t$o company eamples $here this $as a &ey

strategy"

Industry Structure Analysis.PPT

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