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Chapter 5
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Industry Analysis
Is business research that focuses on the potential of an industry.
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Question 1
Question 2
Question 3
Is the industry accessiblein other words, is it a realistic place for a new venture to enter?
Does the industry contain markets that are ripe for innovation or are underserved?
Are there positions in the industry that will avoid some of the negative attributes of the industry as a whole?
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Industry-Level Factors
Include threat of new entrants, rivalry among existing firms, bargaining power of buyers, and related factors.
Conclusion
In various studies, researchers have found that from 8% to 30% of the variation in firm profitability is directly attributable to the Industry in which a firm competes.
2008 Prentice Hall
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Threat of Substitutes
Degree of existing rivalry. Determined by number of firms, relative size, degree of differentiation between firms, demand conditions, exit barriers
2008 Prentice Hall
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The degree to which products differ from one product to another affects industry rivalry. For example, the firms in commodity industries (such as paper products) tend to compete on price because there is little difference between one manufacturers products and anothers.
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Bargaining power of suppliers. Determined by number of suppliers and their degree of differentiation, the portion of a firms inputs obtained from a particular supplier, the portion of a suppliers sales sold to a particular firm, switching costs, and potential for vertical integration.
Threat of Substitutes
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Supplier concentration
When there are only a few suppliers that supply a critical product to a large number of buyers, the supplier has an advantage.
Switching costs
Switching costs are the fixed costs that buyers encounter when switching or changing from one supplier to another. If switching costs are high, a buyer will be less likely to switch suppliers.
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Attractiveness of substitutes
The power of a supplier is enhanced if there is a credible possibility that the supplier might enter the buyers industry.
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Bargaining Power of Buyers Determined by number of buyers, the firms degree of differentiation, the portion of a firms inputs sold to a particular buyer, the portion of a buyers purchases bought from a particular firm, switching costs, and potential for vertical integration.
Bargaining Power of Buyers
Threat of Substitutes
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Buyers costs
The greater the importance of an item is to a buyer, the more sensitive the buyer will be to the price they pay. For example, if the component sold by the supplier represents 50% of the cost of the buyers product, the buyer will bargain hard to get the best price for that component.
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The power of buyers is enhanced if there is a credible threat that the buyer might enter the suppliers industry.
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Threat of Substitutes
Threat of substitutes. Determined by number of potential substitutes, their closeness in function and relative price.
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Threat of Substitutes
(1 of 2)
Threat of Substitutes
The price that consumers are willing to pay for a product depends in part on the availability of substitute products. For example, there are few if any substitutes for prescription medicines, which is one of the reasons the pharmaceutical industry is so profitable. In contrast, when close substitutes for a product exist, industry profitability is suppressed, because consumers will opt out if the price gets too high.
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Threat of Substitutes
(2 of 2)
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Threat of Substitutes
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Economies of scale
Product differentiation
Capital requirements
The need to invest large amounts of money to gain entrance to an industry is another barrier to entry. For example, it now takes about two years and $4 million to develop an electronic game. Many new firms do not have the capital to compete at this level.
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In knowledge intensive industries, such as biotechnology and software, patents, trademarks, and copyrights form major barriers to entry. Other industries, such as broadcasting, require the granting of a license by a public authority.
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Explanation
If a start-up puts together a world-class management team, it may give potential rivals pause in taking on the start-up in its chosen industry. If a start-up pioneers an industry or a new concept within an existing industry, the name recognition that the start-up establishes may create a formidable barrier to entry. If the employees of a start-up are highly motivated by the unique culture of a start-up, and anticipate large financial rewards through stock options, this is a combination that cannot be replicated by larger firms. Think of the employees of a biotech firms trying to find a cure for a disease.
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First-mover advantage
Some Internet domain names are so spot-on in regard to a specific product or service that they give a start-up a meaningful leg up in terms of e-commerce opportunities.
Inventing a new approach to an industry and executing the idea in an exemplary fashion
2008 Prentice Hall
If a start-up invents a new approach to an industry and executes it in an exemplary fashion, these factors create a barrier to entry for potential imitators.
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Bargaining power of buyers. Determined by number of buyers, the firms degree of differentiation, the portion of a firms inputs sold to a particular buyer, the portion of a buyers purchases bought from a particular firm, switching costs, and potential for vertical integration.
Bargaining Power of Buyers
Bargaining power of suppliers. Determined by number of suppliers and their degree of differentiation, the portion of a firms inputs obtained from a particular supplier, the portion of a suppliers sales sold to a particular firm, switching costs, and potential for vertical integration.
Threat of Substitutes
Threat of substitutes. Determined by number of potential substitutes, their closeness in function and relative price.
Degree of existing rivalry. Determined by number of firms, relative size, degree of differentiation between firms, demand conditions, exit barriers
2008 Prentice Hall
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Emerging Industries
Industries in which standard operating procedures have yet to be developed.
Opportunity: First-mover advantage.
Fragmented Industries
Industries that are characterized by a large number of firms of approximately equal size.
Opportunity: Consolidation.
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Mature Industries
Industries that are experiencing slow or no increase in demand.
Opportunities: Process innovation and after-sale service innovation.
Declining Industries
Industries that are experiencing a reduction in demand.
Opportunities: Leadership, establishing a niche market, and pursuing a cost reduction strategy.
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Global Industries
Industries that are experiencing significant international sales.
Opportunities: Multidomestic and global strategies.
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Competitor Analysis
What is a Competitor Analysis?
A competitor analysis is a detailed analysis of a firms competition. It helps a firm understand the positions of its major competitors and the opportunities that are available. A competitive analysis grid is a tool for organizing the information a firm collects about its competitors.
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Identifying Competitors
Types of Competitors New Ventures Face
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NA New
Sample Alternate 3
Key for Predicted Reliability, Owner Satisfaction and Depreciation Rating
36 mo./36k
$15,350 - $24,550
Better
Worse
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Chapter 5
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