1 Industry Analysis: The FundamentalsOUTLINE The objectives of industry analysis From environmental analysis to industry analysis Porter’s Five Forces Framework Applying industry analysis Industry & market boundaries Identifying Key Success Factors 17 1
2 The Objectives of Industry AnalysisTo understand how industry structure drives competition, which determines the level of industry profitability. To assess industry attractiveness To use evidence on changes in industry structure to forecast future profitability To formulate strategies to change industry structure to improve industry profitability To identify Key Success Factors 18 2
3 From Environmental Analysis to Industry AnalysisThe natural environment The national/ international economy THE INDUSTRY ENVIRONMENT Suppliers Competitors Customers Demographic structure Technology Government & Politics Social structure Social structure The Industry Environment lies at the core of the Macro Environment. The Macro Environment impacts the firm through its effect on the Industry Environment. 3
4 Profitability of US Industries (selected industries only)Median return on equity (%), Household & Personal Products Gas & Electric Utilities Pharmaceuticals Food and Drug Stores Tobacco Motor Vehicles & Parts Food Consumer Products Hotels, Casinos, Resorts Securities Railroads Diversified financials Insurance: Life and Health Beverages Packaging & Containers Mining & crude oil Insurance: Property & Casualty 8.3 Petroleum Refining Building Materials, Glass Medical Products & Equipment Metals Commercial Banks Food Production Scientific & Photographic Equipt Forest and Paper Products Apparel Semiconductors & Computer Software Electronic Components Publishing, Printing Telecommunications Health Care Communications Equipment Electronics, Electrical Equipment Entertainment Specialty Retailers Airlines (22.0) Computers, Office Equipment 11.7 4
5 The Profitability of Global Industries: Return on Invested Capital, 1963-2003
6 The Determinants of Industry Profitability3 key influences: The value of the product to customers The intensity of competition Relative bargaining power at different levels within the value chain. 5
7 The Spectrum of Industry StructuresPerfect Competition Oligopoly Duopoly Monopoly Concentration Many firms A few firms Two firms One firm Entry and Exit Barriers No barriers Significant barriers High barriers Product Differentiation Homogeneous Product Potential for product differentiation Information Perfect Information flow Imperfect availability of information 2 6
8 Porter’s Five Forces of Competition FrameworkSUPPLIERS Bargaining power of suppliers INDUSTRY COMPETITORS Threat of substitutes POTENTIAL ENTRANTS Threat of new entrants SUBSTITUTES Rivalry among existing firms Bargaining power of buyers BUYERS 7
9 The Structural Determinants of CompetitionBUYER POWER Buyers’ price sensitivity Relative bargaining power THREAT OF ENTRY Capital requirements Economies of scale Absolute cost advantage Product differentiation Access to distribution channels Legal/ regulatory barriers Retaliation INDUSTRY RIVALRY Concentration Diversity of competitors Product differentiation Excess capacity & exit barriers Cost conditions SUBSTITUTE COMPETITION Buyers’ propensity to substitute Relative prices & performance of substitutes BUYER POWER Buyers’ price sensitivity Relative bargaining power 7
10 Threat of Substitutes Extent of competitive pressure from producers ofsubstitutes depends upon: Buyers’ propensity to substitute The price-performance characteristics of substitutes. 8
11 The Threat of Entry Entrants’ threat to industry profitability depends upon the height of barriers to entry. The principal sources of barriers to entry are: Capital requirements Economies of scale Absolute cost advantage Product differentiation Access to channels of distribution Legal and regulatory barriers Retaliation 9
12 Bargaining Power of BuyersBuyer’s price sensitivity Relative bargaining power Cost of purchases as % of buyer’s total costs. How differentiated is the purchased item? How intense is competition between buyers? How important is the item to quality of the buyers’ own output? Size and concentration of buyers relative to sellers. Buyer’s information . Ability to backward integrate. Note: analysis of supplier power is symmetric 12
13 Rivalry Between Established CompetitorsThe extent to which industry profitability is depressed by aggressive price competition depends upon: Concentration (number and size distribution of firms) Diversity of competitors (differences in goals, cost structure, etc.) Product differentiation Excess capacity and exit barriers Cost conditions Extent of scale economies Ratio of fixed to variable costs 10
14 Profitability and Market GrowthROI (%) Return on sales Return on investment Cash flow/ Investment Less than -5% % to to 5% % to 10% Over 10% ANNUAL RATE OF GROWTH OF MARKET DEMAND 11
15 Supplier Power: The Impact of Unionization on ProfitabilityPercentage of employees unionized
16 Applying Five - Forces AnalysisForecasting Industry Profitability Past profitability a poor indicator of future profitability. If we can forecast changes in industry structure we can predict likely impact on competition and profitability. Strategies to Improve Industry Profitability What structural variables are depressing profitability Which of these variables can be changed by individual or collective strategies? 14
17 Drawing Industry Boundaries : Identifying the Relevant MarketWhat industry is BMW in: World Auto industry European Auto industry World luxury car industry? Key criterion: SUBSTITUTABILITY On the demand side : are buyers willing to substitute between types of cars and across countries On the supply side : are manufacturers able to switch production between types of cars and across countries We may need to analyze industry at different levels of aggregation for different types of decision 15
18 Identifying Key Success FactorsPre-requisites for success Pre-requisites for success What do customers want? How does the firm survive competition Analysis of competition What drives competition? What are the main dimensions of competition? How intense is competition? How can we obtain a superior competitive position? Analysis of demand Who are our customers? What do they want? What drives competition? What are the main dimensions of competition? How intense is competition? How can we obtain a superior competitive position? KEY SUCCESS FACTORS 17
19 Identifying Key Success Factors Through Modeling Profitability: The Airline IndustryProfitability = Yield x Load factor - Unit Cost Income Revenue RPMs Expenses ASMs RPMs ASMs ASMs = x - Strength of competition on routes. Responsiveness to cha anging market conditions % business travelers. Achieving differentia- tion advantage Price competitiveness. Efficiency of route planning. Flexibility and responsiveness. Customer loyalty. Meeting customer requirements. Wage rates. Fuel efficiency of planes. Employee productivity. Load factors. Administrative overhead. ASM = Available Seat Miles RPM = Revenue Passenger Miles 18
20 Identifying Key Success Factors by Analyzing Profit Drivers: RetailingSales mix of products Return on Sales Avoiding markdowns through tight inventory control Max. buying power to minimize cost of goods purchased ROCE Max. sales/sq. foot through: *location *product mix *customer service *quality control Sales/Capital Employed Max. inventory turnover through electronic data interchange, close vendor relationships, fast delivery Minimize capital deployment through outsourcing & leasing 7 19
21 SUMMARY: What Have We Learned?Forecasting Industry Profitability Past profitability a poor indicator of future profitability. If we can forecast changes in industry structure we can predict likely impact on competition and profitability. Strategies to Improve Industry Profitability What structural variables are depressing profitability? Which can be changed by individual or collective strategies? Defining Industry Boundaries Key criterion: substitution The need to analyze market competition at different levels of aggregation (depending on the issues being considered) Key Success Factors Starting point for the analysis of competitive advantage 14