Industry Analysis Strategic Management MBA Oakland Campus Guides at University of Pittsburgh

Key success factors are often used in building competitive strategy and in competitive strength analysis for comparing your competitors to each other and to your business. Because knowing what your KSFs are will help you focus on them; and tracking them will help you understand how your business is doing from a strategic management process perspective. A primary reason to make sure that you understand this strategy is that it will help you to identify and track your business key success factors (KSF).

  • There are five key phases that can help businesses execute their strategies.
  • The number of participants in the industry and their respective market shares are a direct representation of the competitiveness of the industry.
  • This analysis will aid you in formulating the company’s trend or predictive course of action.
  • Competitive advantage means that the business outperforms its rivals in the market because customers prefer its products or services.

The businesses may provide better customer service or have better availability. They may advertise and promote their products better, or they may offer their products at a lower price. The best businesses provide a combination of unique attributes that competitors cannot match. Why do customers consistently choose to buy one product or service over another? Strategic management is the process of integrating all the functions and activities in an organization into a coherent whole. This is because the firms that do business with them have fewer options when seeking buyer and suppliers.

Equity analysis and credit analysis are often conducted by analysts who concentrate on one or several industries, which results in synergies and efficiencies in gathering and interpreting information. DIRECTV used to be an important customer of TiVo, the pioneer of digital video recorders. This situation changed, however, when executives at DIRECTV grew weary of their relationship with TiVo. DIRECTV then used a backward vertical integration strategy and started offering DIRECTV-branded digital video recorders. Profits that used to be enjoyed by TiVo were transferred at that point to DIRECTV.

Industry competition and threat of substitutes: Porter’s five forces

Strong forces indicate high competition for the profits within that industry, making it a less desirable industry to be in. Conversely, if the forces within an industry are generally weak, this indicates a stronger potential for profit and a desirable industry to be in. A mixture of strong and weak forces means there is profit potential, but there exist competitive forces within the industry that can dilute the profit potential. Upon doing Porter’s Five Forces Analysis, companies should make an informed decision on entering that market, and how they might compete, given the various strengths of the forces. In business, the competitors in an industry not only must watch each other, they must keep an eye on firms in other industries whose products or services can serve as effective substitutes for their offerings.

  • The collective knowledge is then used to develop future strategies and to guide the behavior of employees to ensure that the entire organization is moving forward.
  • On the other hand, sentiment analysis explores qualitative customer sentiments about your offerings, delving into emotional aspects.
  • In short, competitive advantage is the means to meeting organizational goals.
  • For example, to switch from coffee to tea doesn’t cost anything, unlike switching from car to bicycle.
  • Once the industry gains stability in its new configuration, the concepts of five forces and strategic groups can once more be applied.

Having a plan in place for dangerous storms will help you be prepared when they inevitably happen. Waiting for permits, supply chain failures and manufacturing errors can all impact your business negatively. Every SWOT analysis is somewhat unique to each business but, ultimately, there is a straightforward process that can work for everyone. For example, you’ll have to complete all four points for a proper SWOT analysis but the research and method of getting the information could vary. The depth of each point might also vary depending on the age of your business, and the competition or opportunity in your industry. What managers should do during this step is to gather information about their industry and to check it against each of the factors (such as “number of competitors in the industry”) influencing the force.

The executives running the automaker might simply decide that they want to enjoy the rental car company’s profits themselves and acquire the firm. The relative bargaining power between an industry’s competitors and its suppliers helps shape the profit potential of the industry. If suppliers have greater leverage over the competitors than the competitors have over the suppliers, then suppliers can increase their prices over time.

Typically, the formulation process starts with an assessment of available resources, an industry analysis to assess the competitive environment in which the company operates, and an internal operations assessment. Most observers would agree that, from Subway’s perspective, sandwich maker Quiznos should be considered a competitor and that grocery stores such as Kroger offer a substitute for Subway’s offerings. But what about full-service restaurants, such as Ruth’s Chris Steak House, and “fast casual” outlets, such as Panera Bread? Under a broad definition—Subway competes in the restaurant business—Ruth’s Chris and Panera should be considered competitors.

Management Consultancy: Empowering Businesses for Success

The five forces and strategic group analysis models provide an understanding of the competitive environment of an industry. However, these models are criticized and mainly two arguments are put forward. The corporate strategist attempts to match the strengths and weaknesses of the company to its given industry structure. Here, ‘strategy can be viewed as building defenses against the competitive forces or as finding positions in the industry where the forces are weakest’. Knowledge of the company’s capabilities and the causes of the competitive forces will indicate the areas where the company should face the competition and where to avoid it. Since all the companies in a strategic group are pursuing similar strategies, buyers tend to view the products of such companies as being direct substitutes for each other.

Understanding the dynamics that shape how much profit potential exists within an industry is key to knowing how likely a particular firm is to succeed within the industry. There are five key forces that determine the profitability of a particular industry. Taken together, all five forces indicate the attractiveness of an industry. Attractive industries—those with favorable conditions—are more likely to experience higher profitability.

Story #3: Strategic Analysis Vs. Customer Relationship Management

Industry analysis provides the necessary framework and helps the business to align its strategy successfully with the culture of the organization. Substitutes have a great hold on the market because if a substitute product is available to the buyer at a reasonable cost, he will tend to opt for it. Industry analysis is defined as an assessment tool designed to offer business entity a comprehensive idea about the complex nature of a specific industry. It includes reviewing the market, political, and economic factors that have a direct impact on the development of an industry. In contrast, the restaurant industry is fragmented, meaning that the largest rivals control just a small fraction of the business and a large number of firms are important participants.

At the highest level, corporate strategy involves high-level strategic decisions that will help a company sustain a competitive advantage and remain profitable in the foreseeable future. If the answer to the questions posed in the assessment stage is “No” or “Unsure,” we undergo a planning stage where the company proposes strategic alternatives. Potential strategic alternatives include changes in capital structure, changes in supply chain management, or any other alternative to a business process. Once an organization has gained a better perspective on its competitors through an industry analysis report, it becomes easier to create new strategies for attracting new customers. It is the industry analysis that helps the business to understand rival companies and what are they offering to the customers to retain their loyalty. Strategic management’s second function is to make sure that the people in the organization support the strategy.

#3. Broad Factors Analysis

Strategic management best fits with the planning function, and it involves two broad functions. The first is to determine how the company will create competitive advantage. That is, how will the company produce distinction and value to its customers?

Doing an annual strategic market analysis refresh will not only help your organization stay on track over the course of a few years but can also help inform your annual slate of initiatives. The metaphor of a high wall as a defense against potential entrants is a key element in Porter’s Five Forces model. Potential new entrants to an industry are firms that do not currently compete in the industry but may in the future (Table 3.11). If, for example, an industry consisting of five firms is entered by two new firms, this means that seven rather than five firms are now trying to attract the same general pool of customers. Thus, executives need to analyze how likely it is that one or more new entrants will enter their industry as part of their effort to understand the profit potential that their industry offers.

Thus five forces and strategic group models apply while the industry is in a stable state but not while it is undergoing radical restructuring due to innovation. They, being static in nature do not take into consideration the factors that change during turbulence, but they are certainly useful for analyzing industry structure during periods of stability. It provides a road map for answering the extremely difficult question relating to potential of a business inherent in diversification decisions. Combining the framework with judgment in its application, a company may be able to spot an industry with a good future before this good future is reflected in the prices of acquisition candidates. This in turn is raising barriers to entry and may drive some smaller competitors out of the industry once growth levels off. From the strategic point of view, the trends that affect the important sources of competition in the industry and those that bring new causes to the forefront hold the highest priority.

The threat of entry depends on the presence of entry barriers and the reaction that can be expected from existing competitors. An entry barrier is an obstruction that makes it difficult for a company to enter an industry. The sixth force reflects the power that governments, local communities, and other groups from the task environment wield over industry activities. The stronger each of these forces, the more limited companies are in their ability to raise prices and earn greater profits.

As well as open educational resources and open textbooks are additional low-cost alternatives to the textbook market. Like any new entrant, upstarts in the textbook business must prove that they can execute their strategies before they can gain widespread acceptance. Overall, when analyzing the profit potential of their industry, executives must carefully consider whether buyers have the ability to demand lower prices. A definition marketing strategy includes an industry analysis, identifies key success factors and includes focusing on managing SWOT (strengths, weaknesses, opportunities and threats). Understand your industry strategies through online strategy guides or a strategic management model.

The Limitations of Five Forces Analysis

This situation changed, however, when media providers grew weary of their relationship with TiVo. The media companies then used a backward vertical integration strategy and started offering their own branded digital video recorders, often bundled with a range of services. Profits that used to be enjoyed by TiVo were transferred at that point to the media companies. On the other hand, if buyers have less leverage over the competitors than the competitors have over the buyers, then competitors can raise their prices and enjoy greater profits. University and college students are often dismayed to learn that an assigned textbook costs $150 or more.