Chapter Five: Forces 5.1 Forces 5.2 Friction 5.3 Forces and Equilibrium.
poters five forces
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Transcript of poters five forces
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PORTER’SFIVE FORCESMODEL
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PORTER’S FIVE FORCES MODEL
Determine the intensity of competition and hence the profitability and attractiveness of an industry.
Outside-in business unit strategy
An important tool for analyzing an organization industry structure in strategic processes
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PORTER’S
FIVE FORCES
MODEL
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THREAT OF NEW ENTRANTS
The threat of New Entries will depend on the extent to which there are barriers to entry.They are,
Supply-side economies of scale
Demand-side benefits of sale Customer
switching costs
Capital requirements
Incumbency advantages
Unequal access to distribution channels Restrictive
government policy
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REDUCE THE THREATS OF NEW ENTRANTS
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BARGAINING POWER OF SUPPLIERS
The term ‘Suppliers’ comprises all sources for inputs that are needed in order to provide goods or services.
Supplier bargaining power is likely to be high when:
More concentrated than the industry
Does not depend heavily on industries
Face switching costs
Offer products that are differentiated
No substitute
Credibly threaten to integrate forward
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BARGAINING POWER OF SUPPLIERS
Supplier bargaining power is likely to be ‘LOW’ when:
Many competitive suppliers
Purchase commodity products
Concentrated suppliers
Backward integration threat by purchasers
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Reducing the Bargaining Power of Suppliers
Partnering Supply chain management Supply chain training Increase dependency Build knowledge of supplier costs and
methods Take over a supplier
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BARGAINING POWER OF CUSTOMERS
Determines how much Customers can impose pressure on margins and volumes.
Customer bargaining power is likely to be high when:
Limited Customers
Can credibly threaten to integrate backward
Face Switching Costs
Large Volume Buyer
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Customer bargaining power is likely to be ‘low’ when:
BARGAINING POWER OF CUSTOMERS
Producers threaten forward integration
Significant buyer switching cost
Buyers are fragmented
Producers supply critical portion of buyers input
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Reducing the Bargaining Power of Customers Partnering Supply chain management Increase loyalty Increase incentives and value added Move purchase decision away from price Cut put powerful intermediaries (go
directly to customer)
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• A substitute is the product which performs the same or a similar function as an industry’s product by a different means
Eg. E-mail is a substitute for express mail, Plastic for aluminium.
• Substitutes are easy to overlook.• reduce the bonanza an industry can reap in
good times.
THREAT OF SUBSTITUTES
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THREAT OF SUBSTITUTES
A threat from substitutes exists if there are alternative products with lower prices of better performance parameters for the same product.
The threat of substitutes is determined by following factors:
Brand loyalty of customers.
better the relative value of the substitute
technological changes.
Eg: plasticAttractive price performance trade off to product eg.skype
Switching costs to substitutes is less eg.generic drug
THREAT OF SUBSTITUTES
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Reducing the Threat of Substitutes Legal actions Increase switching costs Alliances Customer surveys to learn about their
preferences Enter substitute market and influence from
within Accentuate differences (real or perceived)
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Rivalry exists in form of including • price discounting, • new product introductions, • advertising campaigns, and • service improvements.
Degree of rivalry depends on intensity with which they compete & basis on which they compete
COMPETETIVE RIVALRY BETWEEN EXISTING
PLAYERS
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.
Competition between existing players is likely to be high when:
Competitors are numerous
Industry growth is slow
Commitment and aspirations.
Firms cannot read each others signals.
Exit barriers are high.
THE INTENSITY OF RIVALRY
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• Dimensions:on which they compete. whether rivals converge on same dimension or different.
PRICE DIMENSION: Destructive to profitability of industry and transfer profit to customers. Diverts attention of customers towards product features and service.
Price competition is most liable to occur if:• Products identical & few switching costs for buyers.• Fixed costs are high and marginal costs are low.• Large capacity expansion.• Product is perishable
Rivalry also affects basis of competition
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OTHER DIMENSION(NON-PRICE RIVALRY ): On product features, support services, delivery time, or brand image,
Features: • no erosion of profitability.• Improves customer value.• Justifies higher prices.• Improve value over substitute or raise barrier for new entrant.• Positive sum competition.• Higher average profitability• Expand industry. Thus nature of competition is towards positive direction.
Rivalry also affects basis of competition
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Reducing the Competitive Rivalry between Existing Players
Avoid price competition
Differentiate your product
Buy out competition
Reduce industry over-capacity
Focus on different segments
Communicate with competitors
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Limitations
1.All the strategies may not be effective 2.More on defensive side3.Synergy among even competitors4.Alliances, M&A5.Changing the rules of the game, Rather than
playing by existing rules(blue ocean strategy)6.It should be used as a tool.
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Porter’s Five Force Modelin Pharma Industries
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Conclusion• Industry is not static in nature, it's dynamic.
• Larger players in the industry will survive with their proprietary products and strong franchisee.
• In the Indian context, companies like Cipla, Ranbaxy and Glaxo are likely to be key players.
• Change in the patent regime, will see new proprietary products coming up, making imitation difficult.
• Government too will have bigger role to play.
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He that knows nothing doubts nothing.
He that knows nothing doubts nothing.