戰(zhàn)略管理02-外部環(huán)境分析(ot分析)(編輯修改稿)
2025-01-21 08:30 本頁面
【文章內(nèi)容簡介】 aterial and labor into the industry. These suppliers are most powerful when: ? Bargaining Power of Suppliers 1. The product supplied is vital to the industry and has few substitutes. 2. The industry is not an important customer to suppliers. ? Suppliers are not significantly affected by the industry. 3. Switching costs for panies in the industry are significant. ? Companies in the industry cannot play suppliers against each other. 4. Suppliers can threaten to enter their customers’ industry. ? Suppliers can use their inputs to produce and pete with panies already in the industry. 5. Companies in the industry cannot threaten to enter suppliers’ industry. 12 Substitute Products are the products from different businesses or industries that can satisfy similar customer needs. ? Substitute Products 1. The existence of close substitutes is a strong petitive threat. ?Substitutes limit the price that panies can charge for their product. 2. Substitutes are a weak petitive force if an industry’s products have few close substitutes. ?Other things being equal, panies in the industry have the opportunity to raise prices and earn additional profits. 13 Strategic Groups Within Industries Strategic Groups are groups of panies that follow a business model similar to other panies within their strategic group – but are different from that of other panies in other strategic groups. ? Implications of Strategic Groups – 1. The closest petitors are within the same Strategic Group and may be viewed by customers as substitutes for each other. 2. Each Strategic Group can have different petitive forces and may face a different set of opportunities and threats. ? Mobility Barriers – factors within an industry that inhibit the movement of panies between strategic groups ? Include barriers to enter another group or exit existing group The basic differences between business models in different strategic groups can be captured by a relatively small number of strategic factors. 14 Strategic Groups in the Pharmaceutical Industry Figure 15 Strategic Groups in the Pharmaceutical Industry High Risk – High Return ? Focus on developing new proprietary drugs ? Heavy RD spending Low Risk – Low Return ? Focus on lowcost copies of drugs with expired patents ? Production efficiency 16 Strategic Barriers in the Pharmaceutical Industry Strategic Barrier Lack of RD Skills to develop new proprietary drugs 17 Industry Life Cycle Model analyzes the affects of industry evolution on petitive forces over time and is characterized by five distinct life cycle stages: Industry Life Cycle Analysis 1. Embryonic – industry just beginning to develop ? Rivalry based on perfecting products, educating customers, and opening up distribution channels. 2. Growth – firsttime demand takesoff with new customers ? Low rivalry as focus is on keeping up with high industry growth.
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號-1