WHEN AN INDUSTRY WITH A REPUTATION FOR DIFFICULT ECONOMICS MEETS A MANAGER WITH A REPUTATION FOR...
42
WHEN AN INDUSTRY WITH A REPUTATION FOR DIFFICULT ECONOMICS MEETS A MANAGER WITH A REPUTATION FOR EXCELLENCE, IT IS USUALLY THE INDUSTRY THAT KEEPS ITS REPUTATION INTACT. (WARREN BUFFET) Industry and Competitive Analysis
WHEN AN INDUSTRY WITH A REPUTATION FOR DIFFICULT ECONOMICS MEETS A MANAGER WITH A REPUTATION FOR EXCELLENCE, IT IS USUALLY THE INDUSTRY THAT KEEPS ITS
WHEN AN INDUSTRY WITH A REPUTATION FOR DIFFICULT ECONOMICS
MEETS A MANAGER WITH A REPUTATION FOR EXCELLENCE, IT IS USUALLY THE
INDUSTRY THAT KEEPS ITS REPUTATION INTACT. (WARREN BUFFET) Industry
and Competitive Analysis
Slide 3
Slide 4
Slide 5
A Three-Dimensional Business Landscape ( Ghemawat, 2001)
Slide 6
Industry Analysis: Tools and Frameworks 1. Supply and Demand 2.
Value Added 3. Driving Forces 4. Porters Five Forces Analysis 5.
Value Net and Complementors
Slide 7
Simple Economic Tools for Strategic Analysis (Corts and Rivkin,
2000) Monetary Units ($) Equil. Price Supply Physical Units (q)
Demand Equil. Quantity
Slide 8
Demand Analysis: Key Concepts 1. Willingness to pay a) Tastes
or needs b) Income or wealth c) Substitute goods d) Complementary
goods 2. Market Demand a) Arraying individual buyers in order of
their willingness to pay 3. Demand Segments and Price
Discrimination 4. Price Sensitivity, or Elasticity of Demand
Slide 9
Supply Analysis: Key Concepts 1. Supply in the short run a.
Fixed costs b. Marginal costs 1. Cash costs 2. Opportunity Costs c.
Supply (Q) up to p = MC 2. Supply in the long run a. Fixed costs 1.
Opportunity costs of capital
Slide 10
Marginal Cost Average Cost Units Price Shut Down Immediately
Stay in but do not reinvest Reinvest and stay in Business
Slide 11
Value Added - A Simple Game Imagine there are 30 students in
this class. A black card is passed out to each student.
Slide 12
Value Added - A Simple Game Imagine the instructor holds 30 red
cards.
Slide 13
Value Added - A Simple Game The Dean has agreed to pay $100 for
each pair (1 black + 1 red) of cards. $100
Slide 14
Value Added - A Simple Game How much would you be willing to
accept for your black card? Imagine the instructor offered you $20.
Would you accept this offer?
Slide 15
Value Added A Slight Modification Imagine the same game except
now the instructor only has 27 red cards. There are still 30 black
cards for 30 students. How much would you accept for your black
card?
Slide 16
YOUR ADDED VALUE = The size of the pie when you are in the game
Minus The size of the pie when you are out of the game
(Brandenburger and Nalebuff, Coopetition, 1996)
Slide 17
Added Value in the card game = When the instructor is in the
game, the value of the game is $3,000. When the instructor is not
in the game the value of the game is $0. When there are 30 black
and 30 red cards, each student has an added value of $100 because
without each student a match cannot be made and $100 is lost.
Slide 18
Added Value in the card game = When there are 30 black and 27
red cards, the instructor has an added value of $2,700 and an
individual student has an added value of $0. Since 3 students will
end up without a match, no one student is essential to the game.
The total value of the game with 30 students is $2,700; the total
value of the game with 27 students is $2,700.
Slide 19
What is your added value? Ask yourself the following question:
If I enter this game, what do I add? That is how much you can
bargain for.
Slide 20
Value Added Raw Material Components Assembly Distrib.Retail
0%100% Sales Revenue Material Cost
Slide 21
Value Added of a UNR Education (U.S. Census data, 2005) Avg.
Annual Income H.S. Dropout$18,734 High School$27,915
Bachelors$51,206 Advanced74,602 Of those age 25 or over surveyed,
85% have completed high school and 28% have a bachelors degreeboth
record highs.
Slide 22
Cost of UNR Education Undergraduate = $83 * 128 = $10,624 MBA =
$111 * 51 = $5,661 Assume we took UNR out of the game, what would
you do?
Slide 23
Driving Forces What is causing the industry to change? "An
Update on Moores Law "An Update on Moores Law
Slide 24
Moores Law The observation made in 1965 by Gordon Moore, co-
founder of Intel, that the number of transistors per square inch on
integrated circuits had doubled every year since the integrated
circuit was invented. Moore predicted that this trend would
continue for the foreseeable future. In subsequent years, the pace
slowed down a bit, but data density has doubled approximately every
18 months, and this is the current definition of Moore's Law, which
Moore himself has blessed. Most experts, including Moore himself,
expect Moore's Law to hold for at least another two decades.
Slide 25
Rivalry Threat of Substitutes Threat of Entry Buyer Power
Supplier Power Five Forces Framework
Slide 26
Michael Porter Speaks on the Five Forces
http://aok.hbsp.harvard.edu/educators/hbsp/educa
tors/article/index2.html
http://aok.hbsp.harvard.edu/educators/hbsp/educa
tors/article/index2.html
Slide 27
1. Rivalry Intense rivalry among firms in an industry reduces
average profitability.
Slide 28
What causes rivalry to be strong or weak? 1. Number and
relative size of competitors Concentration ratio= % of total
industry sales accounted by the 4 largest firms Logging = 18%
Cigarettes = 85%
Slide 29
What causes rivalry to be strong or weak? Herfindahl Index - a
measure of the balance in an industry HI = 10,000 * (The Sum of
(the square of each firms market share)) Example: 3 firms with
market shares of 0.50, 0.25, 0.25 HI = 10,000
((0.50)^2+(0.25)^2+(0.25)^2) = 3750 = 0 Perfectly Competitive =
10,000 Monopoly >1800 Industries with reduced rivalry
Slide 30
2. Buyer Power Size and concentration of customers
Slide 31
3. Supplier Power Differentiation Switching Costs Intel Gets
Fined May 2009
Slide 32
4. Threat of Substitutes Price to Performance Ratios Switching
Costs
Slide 33
5. Threat of Entry
Slide 34
Entry Barriers Brand Identity
Slide 35
Minimum Efficient Scale Volume Unit Costs MES Entry Point
Slide 36
Entry Barriers Economies of Scale Minimum Efficient Scale-
(MES) is the smallest volume for which the unit costs reach a
minimum. Example. MES is the following industries is: Cigarettes
20.0% Tires 3.0% Capital Requirements
Slide 37
Co-opetition - The Value Net Company Suppliers Customers
Complementors Competitors
Slide 38
Competitive Position of Major Companies / Strategic Groups
Price Quality Rolls Royce Jaguar Camry Accord Tauras Yugo Kia
Slide 39
Other Steps 6. Competitor Analysis 7. Key Success Factors 8.
Overall Industry Attractiveness
Slide 40
Industry Importance: Empirical Evidence 1. Rumelt, R. (1991).
How much does industry matter? Strategic Management Journal, 12:
167-185. Rumelt, R. (1991). How much does industry matterStrategic
Management Journal "To the extent that accounting returns measure
the presence of economic rents, the results obtained here imply
that by far the most important sources of rents in US manufacturing
businesses are due to resources or market positions that are
specific to particular business-units rather than to corporate
resources or to membership in an industry. Put simply, business
units within industries differ from one another a great deal more
than industries differ from one another.
Slide 41
Rumelt (1991) Approximate Effects on Variance in Return on
Capital: Variable% of Variance Explained Corporate Effects0.8%
Stable Business Effects8.3% Stable Business-Unit Effects 46.4%
Slide 42
Porter & McGahan (1997) Approximate Effects on Variance in
Return on Capital: Variable% of Variance Explained Year2%
Industry19% Corporate Parent4% Business Specific Effects32%
Slide 43
Industry Importance: Empirical Evidence 2. McGahan, A., Porter,
M. (1997). How much does industry matter, really? Strategic
Management Journal, v18, pp. 15-30.Strategic Management Journal We
also find that the importance of the effects differ substantially
across broad economic sectors. Industry effects account for a
smaller portion of profit variance in manufacturing but a larger
portion in lodging/entertainment, services, wholesale/retail trade,
and transportation.