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PowerPoint Diagram Pack Porter’s Five Forces Developed by Michael Porter, Porter’s Five Forces is a classic business framework for evaluating the attractiveness of a particular industry by analyzing 5 forces.  It is useful to utilize Porter’s Five Forces in conjunction with a SWOT analysis of the industry. ,[object Object],[object Object],[object Object],4. Suppliers Suppliers negotiation power 2. Competitors in the industry Rivalry among existing companies 1. Potential new competitors Threat by new competitors 3. Substitution products Threat by substitution products 5. Customers Buyers’ negotiation power
Porter’s Five Forces – Introduction ,[object Object],[object Object],[object Object],[object Object],What It Is Why We Use It Strengths & Limitations Industry Competitors Substitutes Potential Entrants Buyers Suppliers Rivalry Among Existing Firms Bargaining power of buyers Bargaining power of suppliers Threat of substitute products or services Threat of new entrants Source:  M.E. Porter,  Competitive Strategy , 1980, p. 4 Free Press. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/
Porter’s Five Forces – Framework Diagram THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   4. Suppliers Suppliers negotiation power 2. Competitors in the industry Rivalry among existing companies 1. Potential new competitors Threat by new competitors 3. Substitution products Threat by substitution products 5. Customers Buyers’ negotiation power
Porter’s Five Forces – Potential Insight & Output Pressure from Substitute Products Bargaining Power of Buyers Bargaining Power of Suppliers Threat of New Entrants Intensity of Rivalry Low, stable returns Low, risky returns High, stable returns High, risky returns Exit Barriers Entry  Barriers L H L H Cost Leadership Differentiation Cost Focus Differentiation Focus Competitive Advantage Competitive Scope Broad Narrow Lower Cost Differentiation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/
The publishing industry has seen only modest increases in sales in recent years Total U.S. printed media revenues,  1989-1999 Includes both consumer and advertising spending Source: Veronis, Suhler & Associates; S&P Industry Survey Note: Magazine and newspaper spending includes both advertising and consumer spending The internet provides an innovative new distribution medium that magazines and newspapers can use to recover readers and lure advertisers. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Total revenues CAGR Newspapers Books Magazines ,[object Object],[object Object],[object Object],[object Object],[object Object],1989-1994 4.6% 1994-1999E 5.7% THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   EXAMPLE
The stock market, unsure of publishing’s future role, is not rewarding print-focused players Value of $100 invested in March 1985 Source: Compustat Note: All dividends reinvested. Indices track independent, “pure play” print media companies in each print segment Publishing companies must to transition to full media companies, expanding beyond print to distribute their products to be seen as long-term competitors. The Wall Street appeal of online involvement could help publishers who proactively use the new distribution medium maa-85 maa-86 maa-87 maa-88 maa-89 maa-90 maa-91 maa-92 maa-93 maa-94 maa-95 THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   EXAMPLE
Leaders in the PC business have changed as quickly as the need for computing power New entrants and industry consolidation are forcing competitors to continually redefine their business strategies. U.S. Unit Market Share of top 10 competitors (quarterly changes in market share) ,[object Object],[object Object],[object Object],[object Object],[object Object],U.S. Unit Market Share ,[object Object],[object Object],[object Object],2Q 1994 4Q 1994 4Q 1993 CompanyX 1Q 1994 3Q 1993 2Q 1993 1Q 1993 3Q 1994 CompanyX CompanyX CompanyX CompanyX CompanyX CompanyX CompanyX CompanyX CompanyX THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   EXAMPLE
Gross margins have declined as the PC becomes a commodity product Average PC makers’ revenue spending Top PC makers’ gross margin, 1989-1994 Taiwanese hardware manufacturers, such as Acer, have experienced 25% compound annual revenue growth since 1986 by being the lowest cost suppliers to the top PC makers worldwide. ,[object Object],Revenue ,[object Object],Cost of goods $0.04 R&D $0.13 Mktg. & distribution $0.02 SG&A ,[object Object],Operating profit ,[object Object],THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   EXAMPLE
Several factors determine the bargaining power of buyers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],These factors may change over time and alter buyer power. THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/
Bookstores are the only channel with the ability to exert pressure on publishers Limited bandwidth will slow book publishers’ ability to distribute products on-line, but could bypass bookstores through Internet-based mail-order services and other creative services. Publishers ,[object Object],[object Object],Convenience Stores & Newsstands Direct Distribution (subscription) Other retail outlets Schools & Universities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Primarily newspapers and magazines Primarily books THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   EXAMPLE
Distinct distribution channels serve the two major different end-user segments Business Massive increase of home PC usage has increased the strength of the mainstream channel, especially retailers. Source: IDC and Merrin Information Services, Inc. Channels Direct Sales System Integrators (SI) Value-Added Resellers (VAR) Dealers Computer Superstores Mass Merchants Consumer Electronic Stores Office Stores Mail Order Direct Response Value-added channels Mainstream channels Definitions Those sales made by a manufacturers’ sales force, agent, or representative Provide customized value-added solutions for clients Offer unique, tangible solutions “off-the-shelf” to targeted customers The “traditional” computer dealer channel.  Do not add unique value to the system but do offer some value in the form of support, training, or other services Large, well-merchandized store fronts , with most revenue generated by computer-related sales Typically offer a wide range of products, including computer-related equipment Offer a wide range of electronic merchandise, including computer-related items Retailers and resellers focusing on office supplies Third-party computer sales that use telephone to perform all levels of sale Direct telephone sales from manufacturers not using third parties Typical buyer Home users THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/   EXAMPLE
Porter’s Five Forces – Framework Diagram Template Porter’s Five Forces – Template Suppliers Internal Rivalry New Entrants Substitutes Buyers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Competitive Advantage Lower Cost Differentiation Cost Leadership Differentiation Cost Focus Differentiation Focus Competitive Scope Broad Narrow INDUSTRY COMPETITIVE ASSESSMENT COMPETITIVE STRATEGY THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/
END OF PARTIAL PREVIEW You can preview the full PowerPoint document and  download it at  http://learnppt.com/powerpoint/
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Porter's Five Forces - PowerPoint Template

  • 1.
  • 2.
  • 3. Porter’s Five Forces – Framework Diagram THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ 4. Suppliers Suppliers negotiation power 2. Competitors in the industry Rivalry among existing companies 1. Potential new competitors Threat by new competitors 3. Substitution products Threat by substitution products 5. Customers Buyers’ negotiation power
  • 4.
  • 5.
  • 6. The stock market, unsure of publishing’s future role, is not rewarding print-focused players Value of $100 invested in March 1985 Source: Compustat Note: All dividends reinvested. Indices track independent, “pure play” print media companies in each print segment Publishing companies must to transition to full media companies, expanding beyond print to distribute their products to be seen as long-term competitors. The Wall Street appeal of online involvement could help publishers who proactively use the new distribution medium maa-85 maa-86 maa-87 maa-88 maa-89 maa-90 maa-91 maa-92 maa-93 maa-94 maa-95 THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ EXAMPLE
  • 7.
  • 8.
  • 9.
  • 10.
  • 11. Distinct distribution channels serve the two major different end-user segments Business Massive increase of home PC usage has increased the strength of the mainstream channel, especially retailers. Source: IDC and Merrin Information Services, Inc. Channels Direct Sales System Integrators (SI) Value-Added Resellers (VAR) Dealers Computer Superstores Mass Merchants Consumer Electronic Stores Office Stores Mail Order Direct Response Value-added channels Mainstream channels Definitions Those sales made by a manufacturers’ sales force, agent, or representative Provide customized value-added solutions for clients Offer unique, tangible solutions “off-the-shelf” to targeted customers The “traditional” computer dealer channel. Do not add unique value to the system but do offer some value in the form of support, training, or other services Large, well-merchandized store fronts , with most revenue generated by computer-related sales Typically offer a wide range of products, including computer-related equipment Offer a wide range of electronic merchandise, including computer-related items Retailers and resellers focusing on office supplies Third-party computer sales that use telephone to perform all levels of sale Direct telephone sales from manufacturers not using third parties Typical buyer Home users THIS IS A PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/ EXAMPLE
  • 12.
  • 13. END OF PARTIAL PREVIEW You can preview the full PowerPoint document and download it at http://learnppt.com/powerpoint/
  • 14. Browse our catalog of PowerPoint Diagram Packs http://learnppt.com/powerpoint Join our mailing list and receive the Basic Toolkit for free ! http://learnppt.com/mailinglist Read our eBook – How to Become a PowerPoint Guru http://learnppt.com/

Notas do Editor

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  2. 94 09/15/98 12