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CHAPTER 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis
FIGURE 2.1 The External Environment
General Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
TABLE 2.1 The General Environment: Segments and Elements
Industry Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competitor Analysis ,[object Object],[object Object]
Analysis of the External Environments ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Opportunities and Threats ,[object Object],[object Object],[object Object],[object Object]
Industry Environment Analysis ,[object Object],[object Object],[object Object],[object Object]
FIGURE 2.2 The Five Forces of Competition Model
Threat of New Entrants: Barriers to Entry ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Barriers to Entry ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Barriers to Entry (cont’d) ,[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]
Barriers to Entry (cont’d) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Bargaining Power of Suppliers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Bargaining Power of Buyers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Threat of Substitute Products ,[object Object],[object Object],[object Object],[object Object],[object Object]
Intensity of Rivalry Among Competitors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Interpreting Industry Analyses Low entry barriers Suppliers and buyers have strong positions Strong threats from substitute products Intense rivalry among competitors Low profit potential Unattractive Industry
Interpreting Industry Analyses (cont’d) High entry barriers Suppliers and buyers have weak positions Few threats from substitute products Moderate rivalry among competitors High profit potential Attractive Industry
Strategic Groups ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Groups ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competitor Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
FIGURE 2.2 Competitor Analysis Components
Complementors ,[object Object],[object Object],[object Object],[object Object]
Ethical Considerations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Are the Key Factors for Competitive Success? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Identifying Industry Key Success Factors ,[object Object],[object Object],[object Object],[object Object],[object Object]
KSFs for Beer Industry ,[object Object],[object Object],[object Object]
KSFs for Apparel Manufacturing Industry ,[object Object],[object Object]
Example: KSFs for Tin and Aluminum Can Industry ,[object Object],[object Object]
Strategic Management Principle ,[object Object]

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Ch02a

  • 1. CHAPTER 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis
  • 2. FIGURE 2.1 The External Environment
  • 3.
  • 4. TABLE 2.1 The General Environment: Segments and Elements
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. FIGURE 2.2 The Five Forces of Competition Model
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19. Interpreting Industry Analyses Low entry barriers Suppliers and buyers have strong positions Strong threats from substitute products Intense rivalry among competitors Low profit potential Unattractive Industry
  • 20. Interpreting Industry Analyses (cont’d) High entry barriers Suppliers and buyers have weak positions Few threats from substitute products Moderate rivalry among competitors High profit potential Attractive Industry
  • 21.
  • 22.
  • 23.
  • 24. FIGURE 2.2 Competitor Analysis Components
  • 25.
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.
  • 32.