The New Business Road Test

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Petra Soderling

Presentation at the MoBB gathering on August 13, 2009

Educação Negócios Esportes

The new business road test Sourced from J.W.Mullins book Source: http://www.stanford.edu/group/techventures/resources/Ch1-Title%20Page.pdf

The new business road test ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: http://www.stanford.edu/group/techventures/resources/Ch1-Title%20Page.pdf Note! Market and Industry is not the same! Market consist of buyers Industry consist of sellers

The new business road test ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Source: http://www.stanford.edu/group/techventures/resources/Ch1-Title%20Page.pdf

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Awareness of the fi ve forces can help a company understand the structure of its industry and stake out a position that is more profi table and less vulnerable to attack. 78 Harvard Business Review | January 2008 | hbr.org 1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM P et er C ro w th er Editor’s Note: In 1979, Harvard Business Review published “How Competitive Forces Shape Strat- egy” by a young economist and associate professor, Michael E. Porter. It was his fi rst HBR article, and it started a revolution in the strategy fi eld. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corpora- tions, regions, nations, and, more recently, health care and philanthropy. “Porter’s fi ve forces” have shaped a generation of academic research and business practice. With prodding and assistance from Harvard Business School Professor Jan Rivkin and longtime colleague Joan Magretta, Porter here reaffi rms, updates, and extends the classic work. He also addresses common misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for strategy today. THE FIVE COMPETITIVE FORCES THAT by Michael E. Porter hbr.org | January 2008 | Harvard Business Review 79 SHAPE IN ESSENCE, the job of the strategist is to under- STRATEGYSTRATEGY stand and cope with competition. Often, however, managers defi ne competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profi ts goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all fi ve forces defi nes an industry’s structure and shapes the nature of competitive interaction within an industry. As different from one another as industries might appear on the surface, the underlying driv- ers of profi tability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care 1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy 80 Harvard Business Review | January 2008 | hbr.org delivery industry in Europe. But to understand industry competition and profi tability in each of those three cases, one must analyze the industry’s underlying structure in terms of the fi ve forces. (See the ex- hibit “The Five Forces That Shape Industry Competition.”) If the forces are intense, as they are in such industries as airlines, textiles, and ho- tels, almost no company earns attractive re- turns on investment. If the forces are benign, as they are in industries such as software, soft drinks, an ...

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Awareness of the fi ve forces can help a company understand the structure of its industry and stake out a position that is more profi table and less vulnerable to attack. 78 Harvard Business Review | January 2008 | hbr.org 1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM P e te r C ro w th e r Editor’s Note: In 1979, Harvard Business Review published “How Competitive Forces Shape Strat- egy” by a young economist and associate professor, Michael E. Porter. It was his fi rst HBR article, and it started a revolution in the strategy fi eld. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corpora- tions, regions, nations, and, more recently, health care and philanthropy. “Porter’s fi ve forces” have shaped a generation of academic research and business practice. With prodding and assistance from Harvard Business School Professor Jan Rivkin and longtime colleague Joan Magretta, Porter here reaffi rms, updates, and extends the classic work. He also addresses common misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for strategy today. THE FIVE COMPETITIVE FORCES THAT by Michael E. Porter hbr.org | January 2008 | Harvard Business Review 79 SHAPE IN ESSENCE, the job of the strategist is to under- STRATEGYSTRATEGY stand and cope with competition. Often, however, managers defi ne competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profi ts goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all fi ve forces defi nes an industry’s structure and shapes the nature of competitive interaction within an industry. As different from one another as industries might appear on the surface, the underlying driv- ers of profi tability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care 1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy 80 Harvard Business Review | January 2008 | hbr.org delivery industry in Europe. But to understand industry competition and profi tability in each of those three cases, one must analyze the industry’s underlying structure in terms of the fi ve forces. (See the ex- hibit “The Five Forces That Shape Industry Competition.”) If the forces are intense, as they are in such industries as airlines, textiles, and ho- tels, almost no company earns attractive re- turns on investment. If the forces are benign, as they are in industries such a ...

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Awareness of the fi ve forces can help a company understand the structure of its industry and stake out a position that is more profi table and less vulnerable to attack. 78 Harvard Business Review | January 2008 | hbr.org 1808 Porter.indd 781808 Porter.indd 78 12/5/07 5:33:57 PM12/5/07 5:33:57 PM P e te r C ro w th e r Editor’s Note: In 1979, Harvard Business Review published “How Competitive Forces Shape Strat- egy” by a young economist and associate professor, Michael E. Porter. It was his fi rst HBR article, and it started a revolution in the strategy fi eld. In subsequent decades, Porter has brought his signature economic rigor to the study of competitive strategy for corpora- tions, regions, nations, and, more recently, health care and philanthropy. “Porter’s fi ve forces” have shaped a generation of academic research and business practice. With prodding and assistance from Harvard Business School Professor Jan Rivkin and longtime colleague Joan Magretta, Porter here reaffi rms, updates, and extends the classic work. He also addresses common misunderstandings, provides practical guidance for users of the framework, and offers a deeper view of its implications for strategy today. THE FIVE COMPETITIVE FORCES THAT by Michael E. Porter hbr.org | January 2008 | Harvard Business Review 79 SHAPE IN ESSENCE, the job of the strategist is to under- STRATEGYSTRATEGY stand and cope with competition. Often, however, managers defi ne competition too narrowly, as if it occurred only among today’s direct competitors. Yet competition for profi ts goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products. The extended rivalry that results from all fi ve forces defi nes an industry’s structure and shapes the nature of competitive interaction within an industry. As different from one another as industries might appear on the surface, the underlying driv- ers of profi tability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily regulated health-care 1808 Porter.indd 791808 Porter.indd 79 12/5/07 5:34:06 PM12/5/07 5:34:06 PM LEADERSHIP AND STRATEGY | The Five Competitive Forces That Shape Strategy 80 Harvard Business Review | January 2008 | hbr.org delivery industry in Europe. But to understand industry competition and profi tability in each of those three cases, one must analyze the industry’s underlying structure in terms of the fi ve forces. (See the ex- hibit “The Five Forces That Shape Industry Competition.”) If the forces are intense, as they are in such industries as airlines, textiles, and ho- tels, almost no company earns attractive re- turns on investment. If the forces are benign, as they are in industries such a.

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www.hbrreprints.org The Five Competitive Forces That Shape Strategy by Michael E. Porter Included with this full-text Harvard Business Review article: The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 1 Article Summary 2 The Five Competitive Forces That Shape Strategy A list of related materials, with annotations to guide further exploration of the article’s ideas and applications 18 Further Reading Awareness of the five forces can help a company understand the structure of its industry and stake out a position that is more profitable and less vulnerable to attack. Reprint R0801E This document is authorized for use only by Phenekia Morgan in WMBA-6030-1/WMBA-6030B-1-Managing Business Info Syst2020 Summer Sem 05/04-08/23-PT2 at Laureate Education - Walden University, 2020. http://harvardbusinessonline.hbsp.harvard.edu/relay.jhtml?name=itemdetail&referral=4320&id=R0801E http://www.hbrreprints.org The Five Competitive Forces That Shape Strategy page 1 The Idea in Brief The Idea in Practice C O P Y R IG H T © 2 0 0 8 H A R V A R D B U S IN E S S S C H O O L P U B L IS H IN G C O R P O R A T IO N . A L L R IG H T S R E S E R V E D . You know that to sustain long-term profitability you must respond strategically to competition. And you naturally keep tabs on your established rivals . But as you scan the competitive arena, are you also looking beyond your direct competitors? As Porter explains in this update of his revolutionary 1979 HBR article, four additional competitive forces can hurt your prospective profits: • Savvy customers can force down prices by playing you and your rivals against one another. • Powerful suppliers may constrain your profits if they charge higher prices. • Aspiring entrants , armed with new ca- pacity and hungry for market share, can ratchet up the investment required for you to stay in the game. • Substitute offerings can lure customers away. Consider commercial aviation: It’s one of the least profitable industries because all five forces are strong. Established rivals compete intensely on price. Customers are fickle, searching for the best deal regardless of carrier. Suppliers —plane and engine manufacturers, along with unionized labor forces—bargain away the lion’s share of airlines’ profits. New players enter the industry in a constant stream. And substitutes are readily available—such as train or car travel. By analyzing all five competitive forces, you gain a complete picture of what’s influenc- ing profitability in your industry. You iden- tify game-changing trends early, so you can swiftly exploit them. And you spot ways to work around constraints on profitability— or even reshape the forces in your favor. By understanding how the five competitive forces influence profitability.

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