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Competitive 5 Forces

In: Business and Management

Submitted By jk9605
Words 588
Pages 3
1. Key Theme
마이클. 포터 교수는 산업 구조를 결정하는 ‘5가지 요인(five forces) 이론’과 관련해 “기업이 산업 구조를 적극적으로 바꾸면 업계 전체의 수익성을 높일 수 있다”고 지적 함.
2. Major Finding
'전략을 형성하는 5가지 경쟁요소(The Five Competitive Forces That Shape Strategy)' 에서 그의 모델이 현재의 산업을 분석하고 산업 변화를 예측하는데 여전히 긴요하다고 주장했다.
1979년 같은 잡지에 '어떻게 경쟁요소들이 전략을 형성하는가(How Competitive Forces Shape Strategy)'라는 논문을 실어 '5가지 경쟁요소'를 처음 소개, 경영학계에 새 바람을 일으킨 지 30년 만이다.
이 글을 통해 포터교수의 경쟁이론을 다시 조명해본다
포터 교수는 산업 구조를 결정하는 ‘5가지 요인(five forces) 이론’과 관련해 “기업이 산업 구조를 적극적으로 바꾸면 업계 전체의 수익성을 높일 수 있다”고 지적했다. 1) 신규 진입자의 위협
- 신규진입자의 위협이란?: 산업의 잠재적 수익성에 선을 긋는 것.
- 위협이 커지면?: 가격을 낮추거나 투자를 늘려 신규 진입자를 방해한다.
- 진입자가 주는 위협의 특징: 진입장벽의 높이와 기존 사업자로부터 예상되는 반응에 좌우된다.
- 진입장벽이 낮아지고 기존 사업자의 반응이 약하다면: 신규진입자의 위협은 커지고, 수익성은 떨어진다.
- 수익성을 떨어뜨리는 것은 진입자의 등장 여부가 아니라 진입자의 위협이다!
따라서 진입자의 위협. 진입자가 있어도 대응을 잘하면 위협이 안됨. 맞대응을 안 하거나, 진입장벽을 높이지 않으면 큰 위협이 된다. 위험요소가 있기 때문에 수익성이 낮아짐. 신규진입자가 있어서가 아니라, 위협요소가 있으면 수익성이 낮아짐.
2) 공급업자의 힘
Powerful 한 공급업자들은 높은 가격을 책정, quality나 서비스 제한 그리고 마켓 참여자들에게 가격을 바꾸면서 자신들의 가치를 높인다. 예를 들면, 마이크로소프트: pc 제조업자들 사이에서 operating system의 가격을 높이면서 그들의 수익성을 부식하는데 기여했다. 반대로 PC제조업자들은 고객들이 쉽게 다른 업체를 선택할 수 있으므로, 가격을 올리는 것의 자유가 제한적이었다.
3) 구매자의 힘
공급업자의 정 반대편, 구매자. 이들은 가격을 강제적으로 다운시키고, 더 낳은 질의 상품이나 서비스를 요구하거나 산업 수익을 가지고 산업 참가자들을 다른 참가자와 함께 경쟁시킴으로써 그들의 가치를 높일 수 있다. 공급업자에서도 그랬던 것처럼, 바겐 파워 차이점에 관련해 구매자들도 분명한 그룹들이 있다. 구매자들은 다음과 같은 경우에 협상을 할 수 있는 힘이 있다.
- 다량을 사들이는 적은 수의 구매자들일 경우 (특히 고정원가가 높을 때)
- 산업의 상품들이 표준화 되거나 특별화 되지 않았을 때
- switching cost가 높지 않을 때
- 판매자들이 너무 많은 이익을 챙길 때, 구매자들은 그들은 내부적으로 협박할 수 있다.
4) 대체재의 위협
대체제는 시장의 제품 중에서 다른 방법을 통해 같은 효과를 내거나 같은 기능을 소유하는 것이다. 때로는 대체재의 위협은 간접적 이기도 하고 직접적이기도 하다.
대체제의 위협은 아래와 같은 경우에 높다.
- 시장에 나와있는 상품에 비교해 매력적인 가격대비 성능 제시
- Switching cost가 적을 때
- Strategist들은 다른 산업의 변화에 많은 관심을 두어야 한다.
- 전혀 관련 없어 보이는 것들이 시장의 수익에 주요 영향(긍정/부정)을 끼칠 수 있다.
5) 기존 경쟁자들과의 경쟁
기존 경쟁자들 사이의 경쟁은 가격인하, 신제품 출시, 광고, 서비스 개선 등 여러 익숙한 형태 존재. 경쟁의 심화는 산업의 수익성 저하시킴. 경쟁이 산업의 수익가능성을 저하시키는 정도는 회사간 경쟁심화도 (intensity)와 경쟁의 기본 (basis)에 달려있다.
3. BizImplication
5가지 요인이 특정 산업의 구조와 수익성을 결정한다는 게 핵심이다. 이 이론은 경영 전략 연구에 혁명을 불러왔고 기업에서도 외부 환경을 분석할 때 사용하는 필수 도구로 자리 잡았다. 그러나 포터 교수의 이론이 산업 구조를 이해하는 데 유용하지만 구체적인 전략 수립에는 큰 도움을 주지 못한다는 비판을 받아 온 점을 의식한 듯 이 글을 통해 산업 구조 변화 전략과 관련한 내용을 보충해 주었다고 생각한다.
1) 산업의 경쟁을 형성하는 경쟁요인(forces)을 이해하는 것은 전략 개발의 시작점이다.
- 산업 군의 평균 수익성과 시간에 따라 어떻게 변화되는지 알아야 한다.
- 5가지 경쟁요인이 왜 수익성이 그러한지 밝혀준다.
- 5가지 경쟁요인에 대한 이해가 기업의 산업 상황을 전략으로 만들 수 있다.
2) 5가지 경쟁요인이 경쟁환경의 가장 중요한 관점을 밝혀준다.
- 기업의 강점/약점 파악을 통해 신규진입자, 공급자, 구매자, 대체재, 기존 경쟁자 사이에서 기업이 어디에 있어야 하는가를 제시해 준다.
3) 산업 구조에 대한 이해는 관리자가 다음과 같은 전략 행동을 취할 수 있도록 해준다.
- 현재의 경쟁 요인들을 더 잘 극복하기 위한 기업 Positioning
- 경쟁요인의 변화를 예견하고 구현
- 기업에

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...strategic management audit. 2) An external audit focuses on identifying and evaluating trends and events within the control of management. 3) The aim of an external audit is to develop an exhaustive list of every possible factor that could influence the business. 4) External audits attempt to identify key variables that offer actionable responses. 5) Five major categories of external variables are: 1) economic forces, 2) social and cultural forces, 3) political, governmental and legal forces, 4) technological forces and 5) demographic forces. 6) As many managers and employees as possible should be involved in the process of performing an external audit. 7) To perform an external audit, a company first must gather competitive intelligence and information about social, cultural, demographic, environmental, economic, political, legal, governmental and technological trends. 8) Freund argues that key external factors must not be hierarchical. 9) The I/O approach to competitive advantage advocates that internal factors are more important than external factors in a firm achieving competitive advantage. 10) An economic trend in America is the increasing numbers of two-income households. 11) Economic factors do not have much impact on the attractiveness of strategies. 12) An increase in interest rates is directly related to an increase in discretionary income and an increase in the demand for discretionary goods. 13) Motor vehicle firms...

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