STRATEGIC MANAGEMENT THEORY AN INTEGRATED APPROACH 10TH EDITION PDF
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For example, the impact of the trend toward greater health consciousness has been a boon to the fitness equipment and organic foods industries, while it has hurt the beef and cigarette industries. Political and legal forces are shaped by changing laws and regulations. Factors such as deregulation, insurance reform, and even the political party makeup of Congress can create opportunities and threats for companies in many industries. Teaching Note: Ethical Dilemma While discussion could enter into whether or not moral objections should influence analysis and recommendations, the real question should focus on whether or not casinos will be a complement to the industry.
Will casinos bring value to the customers? Will casinos generate demand for the hotel industry? Under what environmental conditions are price wars most likely to occur in an industry? What are the implications of price wars for a company? How should a company try to deal with the threat of a price war? Price wars are most likely to occur when the following conditions are present in an industry: the product is a commodity, exit barriers are substantial, excess capacity exists, the industry is consolidated, and demand is declining.
A price war constitutes a strong threat. It is difficult for companies that market commodity-type products to build brand loyalty; therefore, competition tends to focus on price. High exit barriers make it hard for companies to eliminate excess capacity through plant closings.
In turn, the persistence of excess capacity leads to price cuts, as companies strive to generate enough demand to utilize their ideal capacity and cover fixed costs. And it is declining demand that produces excess capacity and sparks off a price war in the first place.
If all these conditions are present a severe price war is likely. Furthermore, the risk of a damaging price war can be reduced if the company can successfully enter into tacit price agreements with its competitors and if it can stress nonprice factors when competing. As demand declines, however, tacit price agreements can be difficult to maintain. Finally, if excess capacity is the major reason for a price war, capacity reduction agreements between competitors, or mergers between competitors followed by the elimination of excess capacity, may be suitable strategies for attacking this problem.
Discuss the Competitive Forces model Figure 2. See the Opening Case. What does the model tell you about the level of competition in this industry? Potential competitors: Recent high profitability and an enormous surge in demand for steel worldwide, there may be room for new entrants.
Barriers to entry include the high cost of plant and equipment, raw materials and labor, and the uncertainty of economic stability, the strength of the U.
There are numerous and emerging substitutes such as aluminum, plastics, and composites. Economies of scale are available to the only the largest producers. Rivalry among established companies: Rivalry between the existing mass market steel industry producers is intense; however, investment in infrastructure by developing countries, notably China, has driven demand to the point where price and profitability have shown strength.
Bargaining power of buyers: Consumers have little power in the steel industry. However, when substitutes are available they are able bargain down prices as was done historically in the industry. Bargaining power of suppliers: Steel industry suppliers deal mostly in commodities and therefore, have little power in the industry.
Suppliers are also threatened by potential and existing substitutes. Threat of substitute products: Substitutes for the steel industry include aluminum, plastics, and composites. Also, a trend toward environmentally-conscious substitutes may affect this industry and the demand for steel in the future. In sum, the five forces model suggests that the overall intensity of competition in the steel industry would remain tight while leaving little opportunity for profitable new entrants.
While the steel industry appears profitable in an economic downturn, it appears to be driven mainly by governmental agendas regarding infrastructure rebuilding. Identify a growth industry, a mature industry, and a declining industry.
Strategic Management An Integrated Approach 10th Edition eBook
For each industry, identify the following: a the number and size distribution of companies; b the nature of barriers to entry; c the height of barriers to entry; and d the extent of product differentiation. What do these factors tell you about the nature of competition in each industry? What are the implications for the company in terms of opportunities and threats? For example, growth industries might include the personal computer industry, the computer software industry, and the nursing home industry.
Mature industries include the auto industry, the airline industry, and the beer industry. Declining industries include the tobacco industry, the sugar industry, and the steel industry.
Growth industries tend to have many firms and be relatively fragmented. Barriers to entry may center on access to technological know-how, but overall, are low.
Product differentiation also tends to be relatively low.
Mature and declining industries have fewer firms and are more consolidated than growth industries. In addition, they have much higher barriers to entry, in the form of cost economies and brand loyalties. Product differentiation in mature and declining industries becomes much greater as an industry approaches maturity.
These changes reveal that the nature of competition in an industry also changes as the industry moves from growth through maturity and into decline. Specifically, a growth industry is characterized by relatively benign competitive pressures. Mature industries are characterized by an emphasis on nonprice competition as a means of avoiding damaging price wars, although price wars may break out from time to time.
Competition in a declining industry depends on the speed of decline and the height of exit barriers. The faster the decline and the higher the exit barriers, the more intense is the competition within a declining industry. In summary, the availability of opportunities decreases and the intensity of competitive threats increases as an industry passes from growth through maturity and into decline. Assess the impact of macroenvironmental factors on the likely level of enrollment at your university over the next decade.
What are the implications of these factors for the job security and salary level of your professors? The most significant macroenvironmental factor here is to be found in the demographic environment.
In the s and early s, many universities experienced a decline in enrollments due to the declining birthrate in the s and s. Rising enrollments have led to increased demand for higher education, with the resulting shortages.
Universities are now able to increase their admission standards and smaller, regional schools are absorbing some of the excess demand. In addition, the economic downturn has led to an increase in older students returning to school for degrees, especially in business and other professions. On the negative side, legislative spending is lower, because state tax revenues are less. Universities are thus stuck in the position of trying to increase offerings while also reducing costs.
Many colleges are responding by hiring more faculty but paying less, which they can accomplish by increasing the number of temporary, adjunct, or graduate student faculty members. Based on their competitive analysis, they should identify what factors might inhibit adoption of the operating system by customers. The group is also asked to identify a strategy that might be used to compete successfully against Microsoft, based on what they have learned about the competitive environment and to determine what it will take to execute the strategy successfully.
Teaching Note: This case will serve as a powerful illustration to students that even the best product will not succeed in a severely hostile environment. Although some of the five forces are favorable in this case—low power of buyers, lack of substitutes—others are extremely negative, such as the very high barriers to entry and the intense rivalry.
However, the most important factor is the lack of complementors. Software developers will have no incentive to write for this new operating system, and without sufficient software, the product will fail to gain a foothold in the industry.
Thus, the strategic goal of the start-up should be to create an as large as possible installed base of computers using its operating system. The start-up can either decide to give the operating system away for free or sell it for a nominal fee to original equipment manufacturers like Compaq in the hope that software developers will start writing software for this new operating system.
On the other hand, given that Microsoft has all the necessary complementary assets in house, it might be wiser for the start-up to cooperate with Microsoft. They should identify the reasons for the increase in competitive pressure. Teaching Note: Completion of this exercise will help students to see that the intensity of competition is increasing in most industries.
They should have no trouble identifying industries with increasing competition. Reasons for the increased competition are many. For example, the U. International regulation is also decreasing, raising competitive intensity for multinational firms. Another change is the consolidation that resulted from the merger-and-acquisition fever of the s and s.
Higher consolidation has led to increased competition. Higher consolidation in the buyer and supplier industries, such as the increased power of giant discount retailers, has also put competitive pressure on many firms. Second, industries, especially in developing countries, are starting to mature, which tends to increase competitive intensity. Students may tend to rush through this section of the strategic management project because it appears to be a fairly mechanical exercise in information gathering.
However, students should be encouraged to do a thorough and careful job in this section for three reasons.
First, this analysis, along with the analysis of strengths and weaknesses that will be performed in Chapter 3, serves as the foundation for all of the remaining sections of the project.
A poor job in this section will make it very difficult to do well in future assignments. Second, a hurried project may not aid students in understanding the concepts of the chapter in detail. Third, you can point out to students that this section is not merely a mechanical exercise, but also involves higher-level analytical skills. The students must gather data, and they must interpret that data. In particular, deciding whether a specific fact conveys more of a threat or more of an opportunity can be challenging and requires some careful thought.
What threatens one industry may benefit another. For example, the aging population has constituted a threat for baby food manufacturers, but it has proven to be a boon for the home nursing care industry. Factors contributing to its demise were falling trade barriers, competition, decreasing demand, excess capacity, and unionization. With bankruptcies and consolidation, restructured enterprises were now faced with productive workforces and new technology.
With a decline in the value of the U. With many countries spending for infrastructure rebuilding to stimulate their economies, demand for steel surged and allowed for price increases and profitability for U.
However, in the deep recession and global financial crisis, steel remains volatile.
Table of Contents of Strategic Management Theory an Integrated Approach 10th Edition Book
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Strategic Management An Integrated Approach 10th Edition eBook
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