... INTRODUCTION AND OBJECTIVES FROM ENVIRONMENTAL ANALYSIS TO INDUSTRY ANALYSIS THE DETERMINANTS OF INDUSTRY PROFIT: DEMAND AND COMPETITION ANALYZING INDUSTRY ATTRACTIVENESS Porter’s Five Forces of Competition Framework Competition from Substitutes Threat of Entry Rivalry Between Established Competitors Bargaining Power of Buyers Bargaining Power of Suppliers APPLYING INDUSTRY ANALYSIS Describing Industry Structure Forecasting Industry Profitability Strategies to Alter Industry Structure 66 INTRODUCTION AND OBJECTIVES 67 n n n n DEFINING INDUSTRIES: WHERE TO DRAW THE BOUNDARIES Industries and Markets Defining Markets: Substitution in Demand and Supply FROM INDUSTRY ATTRACTIVENESS TO COMPETITIVE ADVANTAGE: IDENTIFYING KEY SUCCESS FACTORS SUMMARY NOTES INTRODUCTION AND OBJECTIVES In this chapter and the next we explore the external environment of the firm. In Chapter 1 we observed that profound understanding of the competitive environment is a critical ingredient of a successful strategy. We further noted that business strategy is essentially a quest for profit. The primary task for this chapter is to identify the sources of profit in the external environment. The firm’s proximate environment is its industry environment; hence the focus of...
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... INTRODUCTION AND OBJECTIVES FROM ENVIRONMENTAL ANALYSIS TO INDUSTRY ANALYSIS THE DETERMINANTS OF INDUSTRY PROFIT: DEMAND AND COMPETITION ANALYZING INDUSTRY ATTRACTIVENESS Porter’s Five Forces of Competition Framework Competition from Substitutes Threat of Entry Rivalry Between Established Competitors Bargaining Power of Buyers Bargaining Power of Suppliers APPLYING INDUSTRY ANALYSIS Describing Industry Structure Forecasting Industry Profitability Strategies to Alter Industry Structure 66 INTRODUCTION AND OBJECTIVES 67 n n n n DEFINING INDUSTRIES: WHERE TO DRAW THE BOUNDARIES Industries and Markets Defining Markets: Substitution in Demand and Supply FROM INDUSTRY ATTRACTIVENESS TO COMPETITIVE ADVANTAGE: IDENTIFYING KEY SUCCESS FACTORS SUMMARY NOTES INTRODUCTION AND OBJECTIVES In this chapter and the next we explore the external environment of the firm. In Chapter 1 we observed that profound understanding of the competitive environment is a critical ingredient of a successful strategy. We further noted that business strategy is essentially a quest for profit. The primary task for this chapter is to identify the sources of profit in the external environment. The firm’s proximate environment is its industry environment; hence the focus of...
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...How to Price Spare Parts More Profitably: panies take full advantage of the opportunity spare part pricing offers. In fact, they deal with the complexity of pricing thousands of parts by resorting to standardized and undifferentiated “rule of thumb” customer complaints. This article was written by Richard Zinoecker, who is a Director at Simon-Kucher & Partners. He can be reached by e-mail at richard.zinoecker@simon-kucher.com. T he importance of after-sales business has increased steadily over the last few years. Market leaders such as Caterpillar have built a crucial competitive advantage for their business with new machinery. Additionally, they have demonstrated that it is possible to create a successful business model in the after-sales business. While the German premium carmakers Mercedes and BMW have faced harsh competition selling cars and are no longer immune to granting substantial discounts and incentives in their primary business, they have so far managed to cling to their competitive advantage in the after-sales business, an area that is much harder for new challengers to emulate. Spare parts make up the backbone of the after-sales business. Roughly two-thirds of the after-sales revenues of European engineering companies is generated with spare parts. In comparison to labor-intensive parts of the service portfolio, such as service contracts, training or refitting, spare parts have lower fixed costs because the workload is stable. Spare parts have the potential to generate...
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...investigation into the factors that influence the Glaswegian public’s choice of car. Student ID Number: 2059626 Date of Submission: November 29th, 2012 An investigation into the factors that influence the Glaswegian public’s choice of car. Rationale The number of automobiles had risen to over 1 billion vehicles all the world in 2010, which is 20 times more than this number in 1986(Sousanis, John,2011). Car plays a indispensable role in today's society, according to a survey from World Bank(2011), the number of ownership of motor vehicles per 1,000 people is more than 500 in most of developing countries, especially for Monaco, the number was 908(World Bank Data,2009). Although cars have become more and more commonplace, but the cars are still expensive commodity, also there is no doubt that the final decisions are usually made after careful consideration when people purchasing a car(Kathuria, Singla,2012). At the same time, as the vehicle types supplied to be chosen by consumers have become more and more various. When consumer facing with abundant of choices, they become more and more confused and irresolute. With the segmentation of automobile market, the factors that affect the public' car choices are more and more diversified. According to Couton et al.(2006), various studies have applied hedonic price modeling to show that price variation among new cars can be explained by differences in key product characteristics...
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...an opportunity to exchange spare goods for someone else's spare goods, allowing them to barter. Eventually, the farmer no longer wishes to exchange their spare goods and therefore money is created allowing them to purchase any product that was available and satisfied their needs, this creates a market. 'enigma of marketing is that it is one of man's oldest activities and yet it is regarded as the most recent of business disciplines' Michael J Baker Marketing is not just advertising or promotion. Marketing happens every time a customer is in contact with any aspect of an organisation, it is 'everything that we do', it is customer service, distribution and communication. It is about the company building relationships with its customer by understanding what its customer wants and needs by communicating with them and undertaking extensive market research. Marketing is not a brand or a logo, it is about the organisation installing the customer or consumer with confidence in the quality of product or service that they are going to get from them. The logo or brand is something that clicks in to place...
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...About Tyre industries in India (Background, key issues, Review of performance) c. Growth of Tyre Industries d. Various Types of Tyre segment JK’s Brief profile (Company) a. b. c. d. About JK Mission & Vision Marketing strategy SWOT analysis e. Organizational structure Objectives of the study Need for the study Limitation of the study Research Methodology of the study Data analysis & Interpretation Findings Suggestions Unit-2: CUSTOMER’S PREFERENCE ON DIFFERENT BRANDS AND TYRE COMPANIES IN TRUCK SEGMENT. Consumer Buying behaviour Indian consumer profile Objective of the study Limitation Of the study Methodology Data analysis & interpretation Findings Suggestions Conclusion Bibliography Annexure Ambedkar Institute of Management Studies 2 Executive Summary: a. About Tyre industries in India b. Growth of Tyre Industries c. Various Types of Tyre segment JK’s Brief profile (Company) a. About JK b. Mission & Vision c. Marketing strategy d. SWOT analysis e. Marketing Organization Executive Summary a. Introduction Ambedkar Institute of Management Studies 3 In today’s world of intense competition and rapid dynamism, all the companies worldwide are tuning their focuses on the customer. Suddenly, the customer had succeeded in capturing all the attention of the companies towards him, so much so, that the once famous maxim, “customer is the god” has become so true and relevant...
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...in figure 1.1 below. Figure 1.1 Problem recognition Consumers recognize a problem based on physical cues, stimulus response or a need. Based on scenario 1, Maria is in the state of buying the suitable laptop that suits her higher education’s assessment. Hence, problem identified here is to find the right and suitable laptop. Information search Customers in the information search stage of the buying process look for solutions to their problems or needs. They remember what types of purchases solved a similar problem in the past. Customers also discuss their needs with friends and relatives to see what solutions they may suggest. The consumer receives the most information from commercial sources. These include advertisements, salespeople, catalogues, newspapers, and manufacturer-supplied direct mail. However, the most effective influence often comes from such personal sources as family members and friends. Effective marketers try to identify the information sources and their relative influence on customers. This means asking customers how they heard about the product, what sources of information they turned to, and what influences each source of information had on their purchase decision. This consumer information helps marketers plan advertisements, select information to give to customers, and choose other marketing techniques to meet consumer needs. Since Maria’s a student enrolled in a private higher education in Malaysia, most students use Microsoft. However, it depends...
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...environment (Wikipedia-Lean Manufacturing, 2013).Toyota is focused on making a product that will help the natural environment and cut down on waste. Our new line of Hybrids shows our corporate commitment to innovation and environmental sustainability. The following marketing programs outlines the ways in which Toyota will evaluate the macro-environment, determine a target market for the Hybrid line, as well as our plans for the product its self, a pricing strategy, our placement of the product as well as promotion efforts. One of the big questions is why? Why did we create this product; well it is simply because there was a massive demand for it. Oil prices are through the roof, and consumers do not want to spend their paychecks at the pumps. In 2008, there was a huge spike in the oil prices. This spike has temporarily decreased but oil prices are predicted to rise again soon. Both consumer households and government are demanding us to create a new product that is affordable and sustainable. Consumers are not only demanding this product from us, they are also demanding a change in the market; a change in the way companies are manufacturing their inventory. With the hybrid Prius, Toyota has stepped up to the challenge. Because we are able to control our large scale manufacturing with ease, and have strong knowledge of the market, we have been...
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...Tata Motors: Can it become a global contender in the automotive industry? Executive Summary The objective of this report is to provide an analysis of Tata Motors’ current strategies and a detailed inspection of the financial situation, the company’s strengths, weaknesses, opportunities and threats and the competitive nature of the car market in order to make a recommendation as to whether or not it is in Tata Motors best interests, to propel itself into the global automotive industry at this point in time. On close inspection there were three key issues identified. Firstly the financial condition of the company is analysed to determine the viability of an expansion into the global automotive industry. Secondly the safety issues & standards of the vehicles produced, particularly related to the Tata Nano need to be addressed, and thirdly the detailed market research to be undertaken by Tata Motors in relation to the competitive needs and expectations of the motoring public in countries Tata Motors is trying to move into eg. United States and Europe when it comes to passenger cars as well as ability to continue to effectively capture the Jaguar and Land Rover markets globally, along with their bus and truck range which are strong in India but not as strong in other countries. Economic conditions not only in India but globally are a consideration for Tata Motors. As of 2012 India was the 7th largest nation in area, the second most populous country on earth with...
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...Business Strategy 4 External Environment Prof. Dr. Bernd Venohr Berlin, April 2007 © 2007 Prof. Dr. Bernd Venohr Agenda Introduction to Strategy 1 2 3 4 5 6 7 8 9 Course Overview and Strategy Concept Economics of Strategy Shareholder Value External Environment Internal Environment Competitive Positioning Diversification Mergers & Acquisitions Global Strategy Business Strategy Corporate Strategy Strategy Process 10 Organizational Structure and Control 11 Strategic Leadership © 2007 Prof. Dr. Bernd Venohr 2 Agenda Introduction to Strategy 4 External Environment - General environment analysis - Industry analysis - Summary and Outlook next Session © 2007 Prof. Dr. Bernd Venohr 3 Where are we today? Introduction to Strategy 1 Course Overview Strategy Concept 2 Economics of Strategy 3 Business Strategy 4 External Environment Shareholder Value Corporate Strategy 7 8 Diversification Global Strategy 5 Internal Environment 6 Competitive Positioning Mergers & Acquisitions 9 Strategy Process 10 Organizational Structure and Control 11 Leadership © 2007 Prof. Dr. Bernd Venohr Strategic 4 General purpose of external analysis Identify Opportunities: conditions that may help firm achieve strategic competitiveness Threats: hinders or constrains firm’s pursuit of strategic competitiveness Two types of environment Macro environment Micro environment (industry) Source: Robert M. Grant...
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...management KEY CONCEPTS • • • • • • • • • • • • ACORN brand personality buy class buy phase buying centre centralised purchasing choice criteria consumer decision-making process creeping commitment decision-making unit (DMU) financial lease interaction approach • • • • • • • • • • • just-in-time (JIT) delivery/purchasing life-cycle costs lockout criteria operating lease organisational buying behaviour reference group relationship management reverse marketing strategic partners total quality management (TQM) value analysis 78 Sales environment 3.1 DIFFERENCES BETWEEN CONSUMER AND ORGANISATIONAL BUYING There are a number of important differences in emphasis between consumer and organisational buying that have important implications for the marketing of goods and services in general and the personal selling function in particular. Fewer organisational buyers Generally, a company marketing industrial products will have fewer potential buyers than one marketing in consumer markets. Often 80 per cent of output, in the former case, will be sold to perhaps 10–15 organisations, meaning that the importance of one customer to the business to business marketer is far in excess of that to the consumer marketing company. However, this situation is complicated in some consumer markets where the importance of trade intermediaries, for example, supermarkets, is so great that, although the products have an ultimate market of many millions of people, the companies’ immediate customers rank alongside...
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...evaluating the role of sub-cultural factors such as social class, age, gender, race or ethnicity as they affect consumer behaviour in my chosen market. The market I have chosen to investigate is the automotive/car industry. Also I will be discussing how a marketing manager might improve their marketing through use of my analysis of sub-cultural factors. Automotive Industry Outlook Automotives are an essential part of the daily life in the UK; about 75% of households own at least one car. Despite this, the Motor Vehicle Manufacturing industry has had a bad time recently. Industry revenue is forecast to stagnate at 0.1% per annum growth over the five years through 2011-12 to reach £37.4 billion. Car and commercial vehicle production is expected to decline by 2.5% per annum over the five years through 2011, to about 1.45 million vehicles. Revenue is expected to grow by 4.2% in 2011-12 but this positive performance is nothing to be complacent about. Competitive pressures and increasing complexity have led automotive companies to look for an edge wherever they can find out. Improved customer insight into vehicle shopping and buying behaviour can provide that valuable advantage. Cultural Factors Cultural factors have a significant impact on customer behaviour. Culture is the main reasoning behind a person’s wants, needs and behaviour. Marketers are always trying to spot cultural shifts which might point to new products that might be wanted by customers or to increased demand. For...
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...that the manufacture of vehicles contributes more than $430 billion to the governments of 26 countries combined. Automobile are primarily used to transportation and changed the world during 20th century particular in developed nations like USA and other developing nations like India, China markets. The automobile industry has succeeded like never before in the recent years but also seen major setback in global recession. This extraordinary growth that the automobile industry has witnessed is a result of a three major factors namely, increased average income of a per person, life style and innovation. Moreover in countries like India the liberalization steps, such as, relaxation of the foreign exchange and equity regulation, reduction of tariffs on imports, and refining the banking policies played an equally important role in bringing the automotive industry to great heights. For the last five it is estimated the car sales have tripled. Thus the sales of car reached millions of consumers and expected to increase further; also industry has produced economic growth by creating jobs. It's also to be noted the demand for...
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...Table of Contents 1.0 Introduction 2 2.0 Introduction of Porter Five Forces Framework 2 2.1 Threat of substitutes 3 2.2 Risk of entry by potential competitors 3 2.3 Bargaining power of buyers 4 2.4 Bargaining power of suppliers 4 2.5 Intensity Of Rivalry 5 3.0 Porter Five Forces on Chosen Organization 5 3.1 Threat of Substitutes 6 3.2 Risk of Entry By Potential Competitors 6 3.3 Bargaining Power of Buyers 6 3.4 Bargaining Power of Suppliers 7 3.5 Intensity of Rivalry 7 4.0 Conclusion 8 5.0 References 9 1.0 Introduction The word strategy came from the Greek word “strategos”, which mean a general. According to Capon (2008), “strategy in an understanding of the external environment and the resources available to compete in the external environment.” Meanwhile, Shekar (2009) defined strategy as “a systematic approach to positioning the business in relation to its environment to ensure continued success and total security.” Strategy and change management simultaneously adapt to the current situation so that the business can run in continuous success, both in short and long-term. 2.0 Introduction of Porter Five Forces Framework According to Henry (2011), Porter five forces framework is “a tool of analysis to assess the attractiveness of an industry based on the strength of five competitive forces.” In this framework, Porter argues that in order for a company to get greater income depends on this five forces, the stronger each forces will result...
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...Environment – key facts about the Company • North Country Auto is a: Franchised dealer & factory authorized service centre– 3 manufacturers (SAAB, Ford, VW) o Began operations in 1968 o 5 departments (new car sales, used car sales, service, body, and parts) o Situated in upstate NY- pop. 20,000, served two nearby towns of 4,000 people as well as rural areas covering a 20 mile radius • George Liddy & Andrew Jones – equal share ownership in the corporation and involvement in operations (Mr. Jones one of the founders), Mr. Liddy (since 1988)(front end), Mr. Jones (back end)) External Environment – 5 forces – Threat of New Entrants –HIGH/LOW o Proliferation of new entrants o 6 acre lot & 25,000 sq ft facility o Costly to be a franchised dealer - Each manufacturer used a different computer system for tracking inventory and placing new orders and required dealers to maintain an adequate service facility with a crew of trained technicians and spare parts inventory, level of investment per product line, o Fewer than 50% of dealers were expected to make a profit (US) in 1990 o margins to fall below 1% of sales Rivalry among Competitors –HIGH o Aggressive discounting and small margins o depressed sales (vehicles) o Fewer than 50% of dealers were expected to make a profit (US) in 1990 o margins to fall below 1% of sales o multiple franchises common in the 1980s o Industry parts turnover averages 100 days(slow to move) Bargaining Power of Customers – HIGH ...
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