chapter 4 copetitor analysis
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Analisis PesaingTRANSCRIPT
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Competitor Analysis PPT 4-1
Competitor Analysis
Chapter Four
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Competitor Analysis PPT 4-2
Competitor Analysis
Second Phase of External Analysis
Goal: Insights that will influence the
product-market investment decision or the
effort to obtain and maintain an SCA.
Focus: Threats, Opportunities, or
Strategic Uncertainties created by
emerging or potential competitor moves,
weaknesses, or strengths.
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Competitor Analysis PPT 4-3
Identifying Competitors
Customer-Based Approaches
Direct vs. Indirect What choices are customers making?
Product-Use Associations
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Identifying Competitors
Strategic Groupsmakes analysiscompact, feasible, and more usable
Pursue similar competitive strategies (e.g.,same distribution channel, samecommunication strategies, same
price/quality position) Have similar characteristics (e.g., size,aggressiveness)
Have similar assets and competencies
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Competitor Analysis PPT 4-5
Competitor Analysis
Potential Competitors
Market expansion
Product expansion
Backward integrationcompetitivecustomers
Forward integrationcompetitive
suppliers
Export assets or competencies
mergers/acquisitions
Retaliatory or defensive strategies
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Benefits of Competitor Analysis
Understanding current competitors strategicstrengths and weaknesses can suggestopportunities and threats that will merit aresponse.
Insights into future competitor strategies mayhelp predict future opportunities and threats.
Decisions about strategic alternatives mighthinge on the ability to forecast likely reaction of
key competitors. May help identify strategic uncertainties that willbe worth monitoring over time.
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Competitor Analysis PPT 4-7
Understanding the Competitors
Objectives and
Commitment
Image and
PositioningSize, Growth
& Profitability
Current and
Past StrategiesStrengths and
Weaknesses
Cost Structure
Exit Barrriers Organization
and Culture
Competitor
Actions
Figure 4.3
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Competitor Analysis PPT 4-8
Relevant Assets and Competencies
1)What businesses have been successful over
time?
What assets or competencies contributed
to their success?
What businesses have had chronically low
performance?
Why?
What assets or competencies do they lack?
Figure 4.4
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Competitor Analysis PPT 4-9
2) What are the key customer motivations?
What is really important to the customer?
3) What are the large value-added parts of the
product or service?
What are the large cost components?
Relevant Assets and Competencies
Figure 4.4
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Competitor Analysis PPT 4-10
4) Consider the components of the value chain.
Do any provide the potential to generate a
competitive advantage?
Relevant Assets and Competencies
Figure 4.4
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Competitor Analysis PPT 4-11
The Value Chain
Firm InfrastructureHuman Resource Management
ProcurementTechnology Development
&
Source: Reprinted with permission 1985 Michael PorterFigure 4.5
Support
A
ctivities
Primary Activities
Procurement
InboundLogistics
Operations OutboundLogistics
MarketingSales
Service
Human Resource ManagementFirm Infrastructure
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Checklist of Strengths and
Weaknesses (see p. 72)
Innovation
Manufacturing
FinanceAccess to
Capital
Management
Marketing
Customer Base
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Competitor Analysis PPT 4-13
Competitive Strength Grid
(see p. 75)
Identify relevant assets and competencies.
Scale your firm and the major competitors orstrategic groups of competitors on those assets
and competencies An SCA is almost always based on having aposition superior to that of the target competitorsin one or more asset or competence area that is
relevant to the industry and strategy employed. A competency that all competitors have will not
be the basis for an SCA.
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Competitor Analysis PPT 4-14
Obtaining Information on
Competitors
Competitors Website Strategic vision
Values and culture
Portfolio of businessesclue to priorities and strategies
Assets such as plants, global access, brand symbols
Search Engines for articles and financials
Databases
Directories
US Government Reports
Trade associations, magazines, and meetings Technical meetings and Journals
Marketing Research
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Key Learnings
Competitors can be identified by customer choice (the set from whichcustomers select) or by clustering them into strategic groups, (firms that
pursue similar strategies and have similar assets, competencies, and other
characteristics). In either case, competitors will vary in terms of how
intensely they compete.
Competitors should be analyzed along several dimensions, including theirsize, growth and profitability, image, objectives, business strategies,
organizational culture, cost structure, exit barriers, and strengths and
weaknesses.
Potential strengths and weaknesses can be identified by considering the
characteristics of successful and unsuccessful businesses, key customer
motivations, and value-added components.
The competitive strength grid, which arrays competitors or strategic
groups on each of the relevant assets and competencies, provides a
compact summary of key strategic information.