5 - PORTER’S 5 FORCE MODEL
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Transcript of 5 - PORTER’S 5 FORCE MODEL
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PORTER’S 5 FORCE MODEL FOR COMPETITIVE ENVIRONMENT
COMPETITION ANALYSIS
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The purpose of Five-Forces Analysis
Five competitive forces collectively determine an industry’s long-term attractiveness.
The five forces are environmental forces that impact on a company’s ability to compete in a given market.
The purpose of five-forces analysis is to diagnose the principal competitive pressures in a market and assess how strong and important each one is.
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Threat of
Substitute
Products
Threat of
Substitute
Products
Threat of New
EntrantsThreat of
New Entrants
Threat of New
Entrants
Rivalry Among
Competing Firms in Industry
Rivalry Among
Competing Firms in Industry
Bargaining
Power of Buyers
Bargaining
Power of Buyers
Bargaining
Power of Supplier
s
Bargaining
Power of Supplier
s
Porter’s Five Forces Model of CompetitionPorter’s Five Forces Model of Competition
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Threat of New
Entrants
Threat of New
EntrantsThreat of
New Entrants
Threat of New
Entrants
Porter’s Five Forces Model of CompetitionPorter’s Five Forces Model of Competition
The greater is the threat of new entrants, lesser will be industry attractiveness.
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Threat of New EntrantsThreat of New Entrants
Barriers to EntryBarriers to Entry
Expected Retaliation
Government Policy
Economies of Scale
Product Differentiation
Capital Requirements
Switching Costs
Access to Distribution Channels
Cost Disadvantages Independent of Scale
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New Entrants: Barriers to Entry Economies of Scale
To the extent that there are economies of scale, it will be difficult for a new firm to come in and compete with established firms.
Product Differentiation To the extent that the firm’s products are
distinct and non-copiable, new firms won’t be able to come in and take away customers.
Brand Identification To the extent that there is brand
identification, customers will remember the firm’s product and will resist switching.
Switching Cost If it is costly for the customer to switch, new
entrants won’t be able to convince them to do so.
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Access to Distribution Channels If the firm has preferential or monopolistic
access to distribution channels, it is more resistant to competition.
Capital Requirements If capital requirements are high, new under-
capitalized firms won’t be able to enter the industry.
Access to Latest Technology If technology is important in the industry,
new firms are less likely to have access to them, which is good for established firms.
Experience and Learning Effects If experience is necessary for a firm to
figure out how to operate efficiently, established firms have a distinct advantage.
New Entrants: Barriers to Entry
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Barriers to Entry: Examples
Regulatory restrictions (e.g. banking license)
Brand names (e.g. Xerox, McDonalds – can develop customer loyalty; hard to develop and/or imitate)
Patents (illegal to exploit without ownership; e.g. new drugs ) A small co., NTP, had a patent on crucial
technology that was used for Blackberry Unique know-how (e.g. WalMart’s
technique of logistics management) Accumulated experience (of. learning
curve)
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Bargaining
Power of Supplier
s
Bargaining
Power of Supplier
s
Threat of New
EntrantsThreat of
New Entrants
Threat of New
Entrants
Porter’s Five Forces Model of CompetitionPorter’s Five Forces Model of Competition
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Bargaining Power of SuppliersBargaining Power of Suppliers
Suppliers exert power in the industry by:
Suppliers exert power in the industry by:* Threatening to raise* Threatening to raiseprices or to reduce
qualityprices or to reduce quality
Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases
Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases
Suppliers are likely to be powerful if:
Supplier industry is dominated by a few firmsSuppliers’ products have few substitutesBuyer is not an important customer to supplier
Suppliers’ product is an important input to buyers’ productSuppliers’ products are differentiatedSuppliers’ products have high switching costs
Supplier poses credible threat of forward integration
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Bargaining Power of Suppliers Number of Important Suppliers
The fewer the number of important suppliers, the more power they have over the firm, and the greater their ability to extract producer surplus.
Availability of Substitutes for the Suppliers’ Products This would reduce supplier power
Differentiation or Switching Costs of Suppliers’ Products If it’s difficult for the firm to switch to other
suppliers, the current suppliers can charge more Suppliers’ Threat of Forward Integration
To the extent that suppliers might potentially themselves become competitors, they are less reliable and need to be looked at strategically
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Bargaining Power of Suppliers Industry Threat of Forward Integration
To what extent is it possible that the entire supplier industry might integrate forward?
Suppliers’ Contribution to Quality or Service of the Industry Products How crucial are suppliers in the maintenance
of the quality of industry products? Clearly, this will determine supplier power. Also, if this is an important factor, then the supplier industry might be more important, and might integrate forward.
Total Industry Cost Contributed by Suppliers This goes to the same issue as above, but
from a more quantitative perspective. Importance of the Industry to Suppliers’
Profits
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Bargaining
Power of Buyers
Bargaining
Power of Buyers
Threat of New
EntrantsThreat of
New Entrants
Threat of New
Entrants
Bargaining
Power of Supplier
s
Bargaining
Power of Supplier
s
Porter’s Five Forces Model of CompetitionPorter’s Five Forces Model of Competition
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Bargaining Power of BuyersBargaining Power of Buyers
Buyers compete with the
supplying industry by:
Buyers compete with the
supplying industry by:
* Bargaining down prices* Bargaining down prices
* Forcing higher quality
* Forcing higher quality
* Playing firms off of
* Playing firms off ofeach othereach
other
Buyer groups are likely to be powerful if:
Buyers are concentrated or purchases are large relative to seller’s salesPurchase accounts for a significant fraction of supplier’s sales
Products are undifferentiated
Buyers face few switching costs
Buyers’ industry earns low profits
Buyer presents a credible threat of backward integration
Product unimportant to quality
Buyer has full information
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Bargaining Power of Buyers Number of Important Buyers
The greater the number of important buyers, the less power does the firm have to manipulate prices
Availability of Substitutes for the Industry Products The impact of this on price elasticity of demand for
the industry’s products is obvious. Buyer’s Switching Costs
This is relevant both in terms of switching to competitors’ products and switching to products manufactured by other industries.
Buyer’s Threat of Backward Integration The buyer might choose to integrate backward and
manufacture his input goods, himself. This means that buyers have to be looked at strategically; they also have more power over the prices they are charged.
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Bargaining Power of Buyers
Industry Threat of Backward Integration The entire buyer industry might integrate backward.
Contribution to Quality or Service of Buyer’s Products The greater the contribution of the firm’s product to
the quality of the product, the greater the power of the firm. On the other hand, this might also impel the buyer to integrate backward.
Total Buyer’s Cost Contributed by the Industry This is similar to the previous point, but in a more
quantitative fashion. Buyer’s Profitability
The more profitable buyers are, the more amenable they are to paying more for their input products.
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Threat of
Substitute
Products
Threat of
Substitute
Products
Threat of New
EntrantsThreat of
New Entrants
Threat of New
Entrants
Bargaining
Power of Buyers
Bargaining
Power of Buyers
Bargaining
Power of Supplier
s
Bargaining
Power of Supplier
s
Porter’s Five Forces Model of CompetitionPorter’s Five Forces Model of Competition
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Threat of Substitute ProductsThreat of Substitute Products
Products with similar function limit the prices firms can charge
Products with similar function limit the prices firms can charge
Keys to evaluate substitute products:
Products with improving price/performance tradeoffs relative to present industry productsExample:
Electronic security systems in place of security guardsFax machines in place of overnight mail delivery
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Threat of
Substitute
Products
Threat of
Substitute
Products
Threat of New
EntrantsThreat of
New Entrants
Threat of New
Entrants
Rivalry Among
Competing Firms in Industry
Rivalry Among
Competing Firms in Industry
Bargaining
Power of Buyers
Bargaining
Power of Buyers
Bargaining
Power of Supplier
s
Bargaining
Power of Supplier
s
Porter’s Five Forces Model of CompetitionPorter’s Five Forces Model of Competition
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Rivalry Among Existing Competitors
Rivalry Among Existing Competitors
Intense rivalry often plays out in the following ways:Jockeying for strategic position
Using price competition
Staging advertising battles
Making new product introductions
Increasing consumer warranties or service
Occurs when a firm is pressured or sees an opportunityPrice competition often leaves the entire industry worse off
Advertising battles may increase total industry demand, but may be costly to smaller competitors
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Cutthroat competition is more likely to occur when:
Rivalry Among Existing Competitors
Rivalry Among Existing Competitors
Numerous or equally balanced competitorsSlow growth industry
High fixed costs
Lack of differentiation
High switching costs
Capacity added in large increments
High strategic stakes
High exit barriers
Diverse competitors
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Industry Competition:Rivalry Among Competitors
Concentration and Balance among Competitors To the extent that there is no single large competitor,
the firm is better off Industry Growth
If the industry is growing, there’s more room for everybody; less pressure on the firm
Fixed Cost The higher the operating leverage, the more
competitors are going to be hungry for revenue – downside risks are greater
Product Differentiation If products are differentiated, markets are in a sense,
segmented, and there are no competitors
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Industry Competition:Rivalry Among Competitors
Intermittent Overcapacity The extent to which firms have overcapacity from
time to time, leading them to find additional sources of orders to keep resources fully employed.
Switching Costs The extent to which it’s easy for customers to switch
from this firm to other firms’ products will also determine how much other firms will exert themselves to get them to switch
Corporate Strategic Stakes If the strategic stakes are high – for example, if there
is only room for a few players, then firms will fight harder
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The Five Forces are Unique to Your Industry
Five-Forces Analysis is a framework for analyzing a particular industry. Yet, the five forces affect all the other
businesses in that industry.
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Competitor AnalysisCompetitor Analysis
The follow-up to Industry Analysis is effective analysis of
a firm’s Competitors
CompetitiveEnvironment
Industry Environment
Industry Environment
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Competitor AnalysisCompetitor AnalysisAssumptions
What assumptions do our competitors hold about the future of industry and themselves?
Current StrategyDoes our current strategy support changes in the competitive environment?
Future ObjectivesHow do our goals compare to our competitors’ goals?
CapabilitiesHow do our capabilities compare to our competitors?
Response
ResponseWhat will our
competitors do in the future?
What will our competitors do in the future?
Where do we have a competitive advantage?
Where do we have a competitive advantage?
How will this change our relationship with our competition?
How will this change our relationship with our competition?
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Future Objectives
Future ObjectivesHow do our goals
compare to our competitors’ goals?
How do our goals compare to our competitors’ goals?Where will emphasis be placed in the future?
Where will emphasis be placed in the future?What is the attitude toward risk?What is the attitude toward risk?
What Drives the competitor?
Competitor AnalysisCompetitor Analysis
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What is the competitor doing?
What can the competitor do?
Future Objectives
Future ObjectivesHow do our goals
compare to our competitors’ goals?
How do our goals compare to our competitors’ goals?Where will emphasis be placed in the future?
Where will emphasis be placed in the future?What is the attitude toward risk?What is the attitude toward risk?
Current StrategyCurrent StrategyHow are we
currently competing?
How are we currently competing?Does this strategy support changes in the competitive structure?
Does this strategy support changes in the competitive structure?
Competitor AnalysisCompetitor Analysis
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What does the competitor believe about itself and the industry?
Future Objectives
Future ObjectivesHow do our goals
compare to our competitors’ goals?
How do our goals compare to our competitors’ goals?Where will emphasis be placed in the future?
Where will emphasis be placed in the future?What is the attitude toward risk?What is the attitude toward risk?
Current StrategyCurrent StrategyHow are we
currently competing?
How are we currently competing?Does this strategy support changes in the competition structure?
Does this strategy support changes in the competition structure?
Do we assume the future will be volatile?
Do we assume the future will be volatile?
Are we assuming stable competitive conditions?
Are we assuming stable competitive conditions?
What assumptions do our competitors hold about the industry and themselves?
What assumptions do our competitors hold about the industry and themselves?
Assumptions
Assumptions
Competitor AnalysisCompetitor Analysis
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What are the competitor’s capabilities?
Future Objectives
Future ObjectivesHow do our goals
compare to our competitors’ goals?
How do our goals compare to our competitors’ goals?Where will emphasis be placed in the future?
Where will emphasis be placed in the future?What is the attitude toward risk?What is the attitude toward risk?
Current StrategyCurrent StrategyHow are we
currently competing?
How are we currently competing?Does this strategy support changes in the competition structure?
Does this strategy support changes in the competition structure?
Do we assume the future will be volatile?
Do we assume the future will be volatile?
Are we operating under a status quo?
Are we operating under a status quo?
What assumptions do our competitors hold about the industry and themselves?
What assumptions do our competitors hold about the industry and themselves?
Assumptions
Assumptions
What are my competitors’ strengths and weaknesses?
What are my competitors’ strengths and weaknesses?How do our capabilities compare to our competitors?
How do our capabilities compare to our competitors?
Capabilities
Competitor AnalysisCompetitor Analysis
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Future Objectives
Future ObjectivesHow do our goals
compare to our competitors’ goals?
How do our goals compare to our competitors’ goals?Where will emphasis be placed in the future?
Where will emphasis be placed in the future?What is the attitude toward risk?What is the attitude toward risk?
Current StrategyCurrent StrategyHow are we
currently competing?
How are we currently competing?Does this strategy support changes in the competition structure?
Does this strategy support changes in the competition structure?
Do we assume the future will be volatile?
Do we assume the future will be volatile?
Are we operating under a status quo?
Are we operating under a status quo?
What assumptions do our competitors hold about the industry and themselves?
What assumptions do our competitors hold about the industry and themselves?
Assumptions
Assumptions
ResponseResponseWhat will our competitors do in the future?
What will our competitors do in the future?Where do we have a competitive advantage?
Where do we have a competitive advantage?How will this change our relationship with our competition?
How will this change our relationship with our competition?
Capabilities
CapabilitiesWhat are my
competitors’ strengths and weaknesses?
What are my competitors’ strengths and weaknesses?How do our capabilities compare to our competitors?
How do our capabilities compare to our competitors?
Competitor AnalysisCompetitor Analysis