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Strategic Management - 5 Forces of Porter

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5. SECTOR : NIVELES Y DEFINICIONES
SECTOR (I) : MACRO
CINCO FUERZAS COMPETITIVAS. CICLO DE VIDA

5.1. DOS NIVELES DE ANALISIS : MACRO Y MICRO

El sector se analiza en 2 niveles: * El macro: (capitulo 5) estudia al sector globalmente. Su objetivo es definir como es la estructura del sector, su atractivo, la rentabilidad que obtiene y como la obtiene. ¿Por qué hay sectores mas rentables/atractivos que otros? * El micro: (capitulo 6) se pregunta por las empresas. Su objetivo es explicar como son las empresas del sector, como compiten, que posición competitiva tienen, que rentabilidad tienen y como la obtienen. ¿Por qué hay empresas mas rentables que otras?

5.2. DEFINICIONES DEL SECTOR : ESTRATEGICA Y DE ANALISIS

Antes de todo, una empresa debe reflexionar sobre: * La cuestión estratégica: La propia definición de su sector. ¿Cual es mi sector? Con esta pregunta sabremos: a quien se dirige la empresa, que necesidades satisfacer y como hacerlo (clientes, competidores, proveedores…) * Si la definición de su sector cambia, la misión de la empresa cambia. Estará en otro negocio: tendrá otro marco * La cuestión referente al análisis: Decidir con precisión el sector sobre el que se quiere realizar el análisis. * Cuanto mas amplia sea la definición del sector, el análisis dará una mayor visión pero una menor precisión (mas actores intervienen).

Una empresa analizara al menos el sector que ha definido estratégicamente como el suyo. * Puede que el sector para analizar no coincidiera con el definido estratégicamente: la empresa podría querer analizar una definición de sector mas amplia que la suya (para tener una mejor perspectiva estratégica de su sector, porque contempla ampliarse…) * Hago concentrados para zumos pero miro empresas que hacen refrescos además de concentrados para zumos. * La definición estratégica (a través de esas 2 preguntas) debe tener un ámbito geográfico de actuación. * El análisis del sector es dinámico, cambia cada día y tiene validez solo hoy. * Debemos de realizar 2 fotos/análisis: uno actual y un análisis del futuro.

5.3. ANALISIS DEL SECTOR (I) : MACRO.
LAS 5 FUERZAS COMPETITIVAS

¿Por qué cada sector tiene diferente rentabilidad? ¿Cómo analizar las causas? ¿Cómo estudiar su tendencia futura? Michael Porter aporto la respuesta con su modelo de las 5 fuerzas competitivas. * Cada una de estas 5 fuerzas lucha por minar la rentabilidad del sector * Cuanto mas rivalidad en el sector, menor será su rentabilidad. * Sector sin rivalidad (1ª fuerza) beneficios altos amenaza de nuevos ingresos (2ª fuerza): atrae a nuevas empresas depende de las barreras a la entrada. * Si hay altas barreras siguen manteniendo una alta rentabilidad * Si el sector tiene sustitutivos (3ª fuerza) clientes tienen una alternativa a los productos del sector baja la rentabilidad * Sector sin rivalidad + barreras a la entrada + 0 sustitutivo = alta rentabilidad, pero ahora depende del poder de negociación de los clientes y de los proveedores (4ª y 5ª fuerza). * Si hay alto poder de negociación (tiene las 5 fuerzas): altos beneficios * Si le falta una fuerza efecto “rueda pinchada”, pierde sus altos beneficios * Lo usual es que el sector tenga algunas fuerzas con algún signo de debilidad. * En realidad, solo 3 de ellas indican la rentabilidad del sector: rivalidad, amenaza de nuevos ingresos y sustitutivos. El poder de negociación de los clientes y proveedores indican quien se queda con esta rentabilidad.
Sustitutivo: producto o servicio de otro sector que satisface las mismas necesidades que el producto o servicio del sector.

5.3.1. Rivalidad

1. Numero de competidores: + competidores = + rivalidad 2. Competidores equilibrados: competidores + equilibrados = + rivalidad a. Si las empresas tienen un tamaño y capacidades similares, mayor rivalidad porque incita a acciones agresivas b. Si hay lideres, marcan unas pautas lo cual reduce la rivalidad. 3. Crecimiento: uno de los factores que + incide en la rivalidad. + crecimiento = - rivalidad c. Si el sector crece + ventas con misma cuota de mercado + desincentivados a atacar la competencia d. Si el sector no crece ataque a los competidores para tener + cuota e. Si el sector decrece ataque fuerte. 4. Costes fijos: + costes fijos = + rivalidad. Lucharan para cubrir sus costes fijos. 5. Diferenciación: + diferenciación = - rivalidad. Si hay diferenciación no tienen que competir por precio. 6. Costes de cambio: + costes de cambio = - rivalidad. Los costes de cambio que deben asumir los clientes al cambiar de empresa (Vodafone a movistar) desincentivan al cambio lo que desincentiva a atacar. 7. Capacidad: + capacidad = + rivalidad f. Demanda < Oferta sobrecapacidad de las empresas se dispara la rivalidad. g. Demanda > Oferta lo contrario 8. Competidores diversos: + conocimiento competidores = - rivalidad. Liquidas tus productos al tener un nuevo innovador y el competidor piensa que haces una guerra de precios. 9. Intereses estratégicos: si una empresa esta en un sector por otras razones que la de obtener rentabilidad puede distorsionar la rivalidad del mismo 10. Barreras de salida: + barreras a la salida = + rivalidad. Tienen perdidas y no pueden salir, aumenta la presión y por tanto la rivalidad h. Activos especializados con poco valor de liquidación i. Costes de despidos j. Actividades compartidas en diferentes negocios k. Barrera emocional l. Restricciones gubernamentales y sociales

5.3.2. Relación entre factores. Ponderación de las factores y valoracion final de la fuerza

En cada fuerza una serie de factores nos dirán su situación. Es importante analizar una fuerza competitiva de manera aislada a las demás, porque el mismo factor puede tener efectos contrapuestos sobre 2 fuerzas. Después de analizar todos los factores, estos se deben ponderar. Primero, eliminar los que no tienen importancia, y luego ordenarlos por importancia.

5.3.3. Amenaza de nuevos ingresos

2 aspectos a tener en cuenta: * Las barreras a la entrada: ellos definirán o no si existe una amenaza de nuevos ingresos. * La reacción a la entrada de las compañías del sector. Se puede predecir sobre la base de 4 factores: * La historia de los últimos ingresos * Los recursos que tienen las empresas: ¿hasta donde pueden llegar su reacción? * El nivel de competencia actual del sector * El crecimiento del sector

Sin embargo lo que de verdad impide la entrada de nuevas empresas son las barreras a la entrada. Las barreras pueden ser: 1. Economías de escala: el coste unitario será mayor 2. Experiencia: eficiencia adquirida a lo largo de los anos (menos difícil será si la experiencia la tiene el personal) 3. Diferenciación: + diferenciación = + barreras 4. Necesidad de capital: + necesidad de recursos financieros = + barreras 5. Costes de cambio: + costes de cambio = + barreras. Es difícil captar clientes pq tienen incentivos a no cambiarse. 6. Acceso a los canales de distribución: - acceso = + barreras 7. Patentes: es una barrera impermeable 8. Acceso favorable a materias primas: si las empresas acaparan algunos recursos. 9. Ubicaciones 10. Subsidios: puede ser una barrera o un incentivo a la entrada, dependiendo de si las ayudas están a favor de las empresas del sector o empresas externas. 11. Regulaciones: prohibición de importaciones, aranceles, cuotas a la importación…

5.3.4. Poder de negociacion de proveedores y clientes

1. Concentración de empresas: + numero de empresas = + poder del sector (mas opciones para escoger). 2. Sustitutivos: + sustitutivos = - poder del sector 3. Proporción ventas/compras: + proporción = - poder del sector. Si vendes 95% a un sector, este tendrá mucho poder. 4. Rentabilidad: - rentabilidad = + poder de negociación 5. Diferenciación: + diferenciación = + poder 6. Costes de cambio: + costes de cambio = + poder. El proveedor tendrá poder de negociación ya que su cliente tiene que asumir costes si se quiere ir. 7. Amenaza de integración vertical: + amenaza de integración vertical = + poder (convertirse en su proveedor o cliente). 8. Información: información de tu prov/cliente = poder

5.3.5. Sustitutivos

Sector sustitutivo de otro: cuando satisface las mismas necesidades Ej. Sectores del plástico, vidrio, lata o brick satisfacen la necesidad de envasar.

Lo mas difícil es saber si existe un sector sustitutivo o no. Luego se analizan los factores para ver si serian una amenaza: 1. Relación precio-calidad de los sectores 2. Rentabilidad de los sectores: ¿de qué recursos disponen? 3. Costes de cambio 4. Propensión del usuario a sustituir

Sustitutivos funcionales: sectores que satisfacen las mismas necesidades, realizan la misma función.
Sustitutivos no funcionales: satisfacen necesidades muy diversas (invertir en MBA o coches)

5.4. EL CICLO DE VIDA DEL SECTOR

Los sectores, igual que los productos o servicios, tienen un ciclo de vida. Cada sector es diferente: los ciclos de vida, tiempo de vida y duración de cada ciclo son diferentes, algunas nunca mueren…

* Introducción * Producto nuevo, se da a conocer * Pocos clientes: producto desconocido y no muy comprobado periodo de prueba * Pocas empresas: comprobar 1ero que tiene éxito el producto * Crecimiento * El producto es conocido: los clientes saben las necesidades que satisface * El producto se va mejorando: etapa de gran crecimiento en las ventas * Entrada de competidores: puede hacer aumentar la rivalidad * Madurez * Crecimiento casi nulo: casi todos el mercado tiene el producto * La caída de las ventas depende de la tasa de reposición del producto (mejores prestaciones). * + rivalidad: lucha feroz de las empresas por mantener la cuota de mercado (guerra de precios) * Declive * Aparición de un producto sustitutivo: caída brutal en las ventas mientras crece el nuevo sector * Empresas empiezan a salir, otras intentan entrar en el nuevo sector: no hay clientes para todas las empresas * Muerte

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