The Five Forces Model of Competition
五力模型 英语
The Five Forces Model in English and ChineseThe Five Forces Model, also known as Porter's Five Forces, is a framework used in business strategy analysis to evaluate the competitiveness of an industry. Developed by Michael Porter of the Harvard Business School, it helps companies understand the industry's profitability and attractiveness.Here are the five forces in the model:Bargaining Power of Suppliers: This force considers the suppliers' ability to raise prices or reduce the quality of goods and services without facing significant competition from other suppliers. High supplier power can reduce profitability for companies in the industry.Bargaining Power of Buyers: This force looks at buyers' ability to force prices down or demand better quality and service. Strong buyer power can lead to decreased profits for companies. Threat of New Entrants: This force examines the ease with which new companies can enter the market and compete. High barriers to entry, such as capital requirements, technology, or brand recognition, can protect incumbent companies from competition.Threat of Substitutes: This force considers the availability of alternative products or services that can replace those offered by companies in the industry. High substitution potential can limit pricing power and profitability.Competitive Rivalry: This force assesses the intensity of competition among existing companies in the industry. High levels of competition can erode profits and make it difficult for companies to differentiate themselves.By analyzing these five forces, companies can gain insights into the attractiveness and profitability of their industry and develop strategies to compete effectively.五力模型，也称为波特五力模型，是一种用于商业战略分析的框架，用于评估一个行业的竞争力。
战略管理-竞争优势与全球化(英文第六版)
• Important Elements of Success
Developing strategy
Implementing strategy
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7
Competitive Landscape
• Strategic Management Process
The full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns
Describe strategic intent and strategic mission and discuss their value.
Define stakeholders and describe their ability to influence organizations.
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5
The Strategic Management Process
Figure 1.1
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• Strategic Competitiveness
When a firm successfully formulates and implements a value-creating strategy
ACCA P5知识点：波特五力模型
ACCA P5知识点：波特五力模型波特五力模型是迈克尔·波特（Michael Porter）于20世纪80年代初提出，它认为行业中存在着决定竞争规模和程度的五种力量，这五种力量综合起来影响着产业的吸引力以及现有企业的竞争战略决策。
五种力量分别为同行业内现有竞争者的竞争能力、潜在竞争者进入的能力、替代品的替代能力、供应商的讨价还价能力、购买者的讨价还价能力。
使用波特五力模型（见图1）将有助于确定一个行业或部门竞争的来源。
那么今天浦江.财经就来解析一下ACCA P5中波特五力模型这个知识点。
The model has similarities with other tools for environmental audit, such as political, economic, social, and technological (PEST) analysis, but should be used at the level of the strategic business unit, rather than the organisation as a whole. A strategic business unit (SBU) is a part of an organisation for which there is a distinct external market for goods or services. SBUs are diverse in their operations and markets so the impact of competitive forces may be different for each one.Five forces analysis focuses on five key areas: the threat of entry, the power of buyers, the power of suppliers, the threat of substitutes, and competitive rivalry.THE THREAT OF ENTRYThis depends on the extent to which there are barriers to entry. These barriers must be overcome by new entrants if they are to compete successfully. Johnson et al (2005), suggest that the existence of such barriers should be viewed as delaying entry and not permanently stopping potential entrants. Typical barriers are detailed below.Economies of scaleFor example, the benefits associated with volume manufacturing by organisations operating in the automobile and chemical industries. Lower unit costs result from increased output, thereby placing potential entrants at a considerable cost disadvantage unless they can immediately establish operations on a scale that will enable them to derive similar economies.The capital requirement of entryThese vary according to technology and scale. Certain industries, especially those which are capital intensive and/or require very large amounts of research and development expenditure, will deter all but the largest of new companies from entering the market.Access to supply or distribution channelsIn many industries, manufacturers enjoy control over supply and/or distribution channels via direct ownership (vertical integration) or, quite simply, supplier or customer loyalty. Potential market entrants may be frustrated by not being able to get their products accepted by those individuals who decide which products gain shelf or floor space in retailing outlets. Retail space is always at a premium and untried products from a new supplier constitute an additional risk for the retailer.Supplier and customer loyaltyA potential entrant will find it difficult to gain entry to an industry where there are one or more established operators with a comprehensive knowledge of the industry, and with close links with key suppliers and customers.Cost disadvantages independent of scaleWell-established companies may possess cost advantages which are not available to potential entrants irrespective of their size and cost structure. Critical factors include proprietary product technology, personal contacts, favourable business locations, learning curve effects, favourable access to sources of raw materials, and government subsidies.Expected retaliationIn some circumstances, a potential entrant may expect a high level of retaliation from an existing firm, designed to prevent entry –or make the costs of entry prohibitive.Government regulationThis may prevent companies from entering into direct competition with nationalised industries. In other scenarios, the existence of patents and copyrights afford some degree of protection against new entrants.DifferentiationDifferentiated products and services have a higher perceived value than those offered by competitors. Products may be differentiated in terms of price, quality, brand image, functionality, exclusivity, and so on. However, differentiation may be eroded if competitors can imitate the product or service being offered and/or reduce customer loyalty.THE POWER OF BUYERSThe power of the buyer will be high where:there are a few, large players in a market. For example, large supermarket chains can apply a great deal of price pressure on their potential suppliers. This is especially the case where there are a large number of undifferentiated, small suppliers, such as small farming businesses supplying fresh produce to large supermarket chainsthe cost of switching between suppliers is low, for example from one haulage contractor to anotherthe buyer's product is not significantly affected by the quality of the supplier's product. For example, a manufacturer of foil and cling film will not be affected too greatly by the quality of the spiral-wound paper tubes on which their products are wrappedbuyers earn low profitsbuyers have the potential for backward integration, for example where the buyer might purchase the supplier and/or set up in business and compete with the supplier. This is a strategic option which might be selected by a buyer in circumstances where favourable prices and quality levels cannot be obtainedbuyers are well informed. For example, having full information regarding availability of supplies.THE POWER OF SUPPLIERSThe power of the seller will be high where (and this tends to be a reversal of the power of buyers):there are a large number of customers, reducing their reliance upon any single customerthe switching costs are high. For example, switching from one software supplier to another could prove extremely costlythe brand is powerful (BMW, McDonalds, Microsoft). Where the supplier's brand is powerful then a retailer might not be able to operate a particular brand in its range of productsthere is a possibility of the supplier integrating forward, such as a brewery buying restaurantscustomers are fragmented so that they have little bargaining power, such as the customers of a petrol station situated in a remote location.THE THREAT OF SUBSTITUTESThe threat of substitutes is higher where:there is product-for-product substitution, eg for fax and postal servicesthere is substitution of need. For example, better quality domestic appliances reduce the need for maintenance and repair services. The information technology revolution has made a significant impact in this particular area as it has greatly diminished the need for providers of printing and secretarial servicesthere is generic substitution competing for disposable income, such as the competition between carpet and flooring manufacturers.COMPETITIVE RIVALRYCompetitive rivalry is likely to be high where:there are a number of equally balanced competitors of a similar size. Competition is likely to intensify as one competitor strives to attain dominance over anotherthe rate of market growth is slow. The concept of the life cycle suggests that in mature markets, market share has to be achieved at the expense of competitorsthere is a lack of differentiation between competitor offerings because, in such situations, there is little disincentive to switch from one supplier to anotherthe industry has high fixed costs, perhaps as a result of capital intensity, which may precipitate price wars and hence low margins. Where capacity can only be increased in large increments, requiring substantial investment, then the competitor who takes up this option is likely to create short-term excess capacity and increased competitionthere are high exit barriers. This can lead to excess capacity and, consequently, increased competition from those firms effectively 'locked in' to a particular marketplace.In summary, the application of Porter's five forces model will increase management understanding of an industrial environment which they may want to enter.。
porter波特五力模型详解
porter波特五⼒模型详解Porter's Five ForcesA MODEL FOR INDUSTRY ANALYSISThe model of pure competition implies that risk-adjusted rates of return should be constant across firms and industries. However, numerous economic studies have affirmed that different industries can sustain different levels of profitability; part of this difference is explained by industry structure.Michael Porter provided a framework that models an industry as being influenced by five forces. The strategic business manager seeking to develop an edge over rival firms can use this model to better understand the industry context in which the firm operates.Diagram of Porter's 5 ForcesSUPPLIER POWERSupplier concentrationImportance of volume to supplierDifferentiation of inputsImpact of inputs on cost or differentiationSwitching costs of firms in the industryPresence of substitute inputsThreat of forward integrationCost relative to total purchases in industryBARRIERSTO ENTRYAbsolute cost advantages Proprietary learning curveAccess to inputsGovernment policyEconomies of scaleCapital requirementsBrand identitySwitching costs Access to distributionExpected retaliationProprietary productsTHREAT OFSUBSTITUTES-Switching costs-Buyer inclination tosubstitute-Price-performancetrade-off of substitutes BUYER POWERBargaining leverageBuyer volumeBuyer informationBrand identityPrice sensitivityThreat of backward integrationProduct differentiationBuyer concentration vs. industrySubstitutes availableBuyers' incentivesDEGREE OF RIVALRY-Exit barriers-Industry concentration-Fixed costs/Value added-Industry growth-Intermittent overcapacity-Product differences-Switching costs-Brand identity-Diversity of rivals-Corporate stakesI. RivalryIn the traditional economic model, competition among rival firms drives profits to zero. But competition is not perfect and firms are not unsophisticated passive price takers. Rather, firms strive for a competitive advantage over their rivals. The intensity of rivalry among firms varies across industries, and strategic analysts are interested in these differences.Economists measure rivalry by indicators of industry concentration. The Concentration Ratio (CR) is one such measure. The Bureau of Census periodically reports the CR for major Standard Industrial Classifications (SIC's). The CR indicates the percent of market share held by the four largest firms (CR's for the largest 8, 25, and 50 firms in an industry also are available). A high concentration ratio indicates that a high concentration of market share is held by the largest firms - the industry is concentrated. With only a few firms holding a large market share, the competitive landscape is less competitive (closer to a monopoly). A low concentration ratio indicates that the industry is characterized by many rivals, none of which has a significant market share. These fragmented markets are said to be competitive. The concentration ratio is not the only available measure; the trend is to define industries in terms that convey more information than distribution of market share.If rivalry among firms in an industry is low, the industry is considered to be disciplined. This discipline may result from the industry's history of competition, the role of a leading firm, or informal compliance with a generally understood code of conduct. Explicit collusion generally is illegal and not an option; in low-rivalry industries competitive moves must be constrained informally. However, a maverick firm seeking a competitive advantage can displace the otherwise disciplined market.When a rival acts in a way that elicits a counter-response by other firms, rivalry intensifies. The intensity of rivalry commonly is referred to as being cutthroat, intense, moderate, or weak, based on the firms' aggressiveness in attempting to gain an advantage.In pursuing an advantage over its rivals, a firm can choose from several competitive moves:Changing prices - raising or lowering prices to gain a temporary advantage.Improving product differentiation - improving features, implementing innovations in the manufacturing process and in the product itself.Creatively using channels of distribution - using vertical integration or using a distribution channel that is novel to the industry. For example, with high-end jewelry stores reluctant to carry its watches, Timex moved intodrugstores and other non-traditional outlets and cornered the low to mid-price watch market.Exploiting relationships with suppliers - for example, from the 1950's to the 1970's Sears, Roebuck and Co. dominated the retail household appliancemarket. Sears set high quality standards and required suppliers to meet its demands for product specifications and price. The intensity of rivalry is influenced by the following industry characteristics:1. A larger number of firms increases rivalry because more firms mustcompete for the same customers and resources. The rivalry intensifies ifthe firms have similar market share, leading to a struggle for marketleadership.2.Slow market growth causes firms to fight for market share. In a growingmarket, firms are able to improve revenues simply because of theexpanding market.3.High fixed costs result in an economy of scale effect that increasesrivalry. When total costs are mostly fixed costs, the firm must producenear capacity to attain the lowest unit costs. Since the firm must sell thislarge quantity of product, high levels of production lead to a fight formarket share and results in increased rivalry.4.High storage costs or highly perishable products cause a producer tosell goods as soon as possible. If other producers are attempting tounload at the same time, competition for customers intensifies.5.Low switching costs increases rivalry. When a customer can freelyswitch from one product to another there is a greater struggle to capturecustomers.6.Low levels of product differentiation is associated with higher levels ofrivalry. Brand identification, on the other hand, tends to constrain rivalry.7.Strategic stakes are high when a firm is losing market position or haspotential for great gains. This intensifies rivalry.8.High exit barriers place a high cost on abandoning the product. The firmmust compete. High exit barriers cause a firm to remain in an industry,even when the venture is not profitable. A common exit barrier is assetspecificity. When the plant and equipment required for manufacturing aproduct is highly specialized, these assets cannot easily be sold to otherbuyers in another industry. Litton Industries' acquisition of IngallsShipbuilding facilities illustrates this concept. Litton was successful in the1960's with its contracts to build Navy ships. But when the Vietnam warended, defense spending declined and Litton saw a sudden decline in itsearnings. As the firm restructured, divesting from the shipbuilding plantwas not feasible since such a large and highly specialized investmentcould not be sold easily, and Litton was forced to stay in a decliningshipbuilding market.9. A diversity of rivals with different cultures, histories, and philosophiesmake an industry unstable. There is greater possibility for mavericks andfor misjudging rival's moves. Rivalry is volatile and can be intense. Thehospital industry, for example, is populated by hospitals that historicallyare community or charitable institutions, by hospitals that are associatedwith religious organizations or universities, and by hospitals that are for-profit enterprises. This mix of philosophies about mission has leadoccasionally to fierce local struggles by hospitals over who will getexpensive diagnostic and therapeutic services. At other times, localhospitals are highly cooperative with one another on issues such ascommunity disaster planning.10.Industry Shakeout. A growing market and the potential for high profitsinduces new firms to enter a market and incumbent firms to increaseproduction. A point is reached where the industry becomes crowded withcompetitors, and demand cannot support the new entrants and theresulting increased supply. The industry may become crowded if itsgrowth rate slows and the market becomes saturated, creating a situation of excess capacity with too many goods chasing too few buyers. Ashakeout ensues, with intense competition, price wars, and companyfailures.BCG founder Bruce Henderson generalized this observation as the Ruleof Three and Four: a stable market will not have more than threesignificant competitors, and the largest competitor will have no more thanfour times the market share of the smallest. If this rule is true, it impliesthat:o If there is a larger number of competitors, a shakeout is inevitableo Surviving rivals will have to grow faster than the marketo Eventual losers will have a negative cash flow if they attempt to growo All except the two largest rivals will be loserso The definition of what constitutes the "market" is strategicallyimportant.Whatever the merits of this rule for stable markets, it is clear that marketstability and changes in supply and demand affect rivalry. Cyclical demand tends to create cutthroat competition. This is true in the disposable diaper industry in which demand fluctuates with birth rates, and in the greetingcard industry in which there are more predictable business cycles.II. Threat Of SubstitutesIn Porter's model, substitute products refer to products in other industries. To the economist, a threat of substitutes exists when a product's demand is affected by the price change of a substitute product. A product's price elasticity is affected by substitute products - as more substitutes become available, the demand becomes more elastic since customers have more alternatives. A close substitute product constrains the ability of firms in an industry to raise prices.The competition engendered by a Threat of Substitute comes from products outside the industry. The price of aluminum beverage cans is constrained by the price of glass bottles, steel cans, and plastic containers. These containers are substitutes, yet they are not rivals in the aluminum can industry. To the manufacturer of automobile tires, tire retreads are a substitute. Today, new tires are not so expensive that car owners give much consideration to retreading old tires. But in the trucking industry new tires are expensive and tires must be replaced often. In the truck tire market, retreading remains a viable substitute industry. In the disposable diaper industry, cloth diapers are a substitute and their prices constrain the price of disposables.While the treat of substitutes typically impacts an industry through price competition, there can be other concerns in assessing the threat of substitutes. Consider the substitutability of different types of TV transmission: local station transmission to home TV antennas via the airways versus transmission via cable, satellite, and telephone lines. The new technologies available and the changing structure of the entertainment media are contributing to competition among these substitute means of connecting the home to entertainment. Except in remote areas it is unlikely that cable TV could compete with free TV from an aerial without the greater diversity of entertainment that it affords the customer.III. Buyer PowerThe power of buyers is the impact that customers have on a producing industry. In general, when buyer power is strong, the relationship to the producing industry is near to what an economist terms a monopsony - a market in which there are many suppliers and one buyer. Under such market conditions, the buyer sets the price. In reality few pure monopsonies exist, but frequently there is some asymmetry between a producing industry and buyers. The following tablesIV. Supplier PowerA producing industry requires raw materials - labor, components, and other supplies. This requirement leads to buyer-supplier relationships between the industry and the firms that provide it the raw materials used to create products. Suppliers, if powerful, can exert an influence on the producing industry, such as selling raw materials at a high price to capture some of the industry's profits. The following tables outline some factors that determine supplier power.V. Barriers to Entry / Threat of EntryIt is not only incumbent rivals that pose a threat to firms in an industry; the possibility that new firms may enter the industry also affects competition. In theory, any firm should be able to enter and exit a market, and if free entry and exit exists, then profits always should be nominal. In reality, however, industriespossess characteristics that protect the high profit levels of firms in the market and inhibit additional rivals from entering the market. These are barriers to entry. Barriers to entry are more than the normal equilibrium adjustments that markets typicallymake. For example, when industry profits increase, we would expect additional firms to enter the market to take advantage of the high profit levels, over time driving down profits for all firms in the industry. When profits decrease, we would expect some firms to exit the market thus restoring a market equilibrium. Falling prices, or the expectation that future prices will fall, deters rivals from entering a market. Firms also may be reluctant to enter markets that are extremely uncertain, especially if entering involves expensive start-up costs. These are normal accommodations to market conditions. But if firms individually (collective action would be illegal collusion) keep prices artificially low as a strategy to prevent potential entrants from entering the market, such entry-deterring pricing establishes a barrier.Barriers to entry are unique industry characteristics that define the industry. Barriers reduce the rate of entry of new firms, thus maintaining a level of profits for those already in the industry. From a strategic perspective, barriers can be created or exploited to enhance a firm's competitive advantage. Barriers to entry arise from several sources:/doc/c3dc3578eefdc8d377ee3243.html ernment creates barriers. Although the principal role of the government in a market is to preserve competition through anti-trustactions, government also restricts competition through the granting ofmonopolies and through regulation. Industries such as utilities areconsidered natural monopolies because it has been more efficient to have one electric company provide power to a locality than to permit manyelectric companies to compete in a local market. To restrain utilities fromexploiting this advantage, government permits a monopoly, but regulatesthe industry. Illustrative of this kind of barrier to entry is the local cablecompany. The franchise to a cable provider may be granted bycompetitive bidding, but once the franchise is awarded by a community amonopoly is created. Local governments were not effective in monitoringprice gouging by cable operators, so the federal government has enacted legislation to review and restrict prices.The regulatory authority of the government in restricting competition ishistorically evident in the banking industry. Until the 1970's, the marketsthat banks could enter were limited by state governments. As a result,most banks were local commercial and retail banking facilities. Bankscompeted through strategies that emphasized simple marketing devicessuch as awarding toasters to new customers for opening a checkingaccount. When banks were deregulated, banks were permitted to crossstate boundaries and expand their markets. Deregulation of banksintensified rivalry and created uncertainty for banks as they attempted tomaintain market share. In the late 1970's, the strategy of banks shiftedfrom simple marketing tactics to mergers and geographic expansion asrivals attempted to expand markets.2.Patents and proprietary knowledge serve to restrict entry into anindustry. Ideas and knowledge that provide competitive advantages aretreated as private property when patented, preventing others from usingthe knowledge and thus creating a barrier to entry. Edwin Land introduced the Polaroid camera in 1947 and held a monopoly in the instantphotography industry. In 1975, Kodak attempted to enter the instantcamera market and sold a comparable camera. Polaroid sued for patentinfringement and won, keeping Kodak out of the instant camera industry.3.Asset specificity inhibits entry into an industry. Asset specificity is theextent to which the firm's assets can be utilized to produce a differentproduct. When an industry requires highly specialized technology or plants and equipment, potential entrants are reluctant to commit to acquiringspecialized assets that cannot be sold or converted into other uses if theventure fails. Asset specificity provides a barrier to entry for two reasons:First, when firms already hold specialized assets they fiercely resist efforts by others from taking their market share. New entrants can anticipateaggressive rivalry. For example, Kodak had much capital invested in itsphotographic equipment business and aggressively resisted efforts by Fuji to intrude in its market. These assets are both large and industry specific.The second reason is that potential entrants are reluctant to makeinvestments in highly specialized assets./doc/c3dc3578eefdc8d377ee3243.html anizational (Internal) Economies of Scale. The most cost efficientlevel of production is termed Minimum Efficient Scale (MES). This is the point at which unit costs for production are at minimum - i.e., the most cost efficient level of production. If MES for firms in an industry is known, thenwe can determine the amount of market share necessary for low costentry or cost parity with rivals. For example, in long distancecommunications roughly 10% of the market is necessary for MES. If sales for a long distance operator fail to reach 10% of the market, the firm is not competitive.The existence of such an economy of scale creates a barrier to entry. The greater the difference between industry MES and entry unit costs, thegreater the barrier to entry. So industries with high MES deter entry ofsmall, start-up businesses. To operate at less than MES there must be aconsideration that permits the firm to sell at a premium price - such asproduct differentiation or local monopoly.Barriers to exit work similarly to barriers to entry. Exit barriers limit the ability of a firm to leave the market and can exacerbate rivalry - unable to leave the industry, a firm must compete. Some of an industry's entry and exit barriers can be summarized as follows:DYNAMIC NATURE OF INDUSTRY RIVALRYOur descriptive and analytic models of industry tend to examine the industry at a given state. The nature and fascination of business is that it is not static. While we are prone to generalize, for example, list GM, Ford, and Chrysler as the "Big 3" and assume their dominance, we also have seen the automobile industry change. Currently, the entertainment and communications industries are in flux. Phone companies, computer firms, and entertainment are merging and forming strategic alliances that re-map the information terrain. Schumpeter and, more recently, Porter have attempted to move the understanding of industry competition from a static economic or industry organization model to an emphasis on the interdependence of forces as dynamic, or punctuated equilibrium, as Porter terms it.In Schumpeter's and Porter's view the dynamism of markets is driven by innovation. We can envision these forces at work as we examine the following changes:GENERIC STRATEGIES TO COUNTER THE FIVE FORCES Strategy can be formulated on three levels:corporate levelbusiness unit levelfunctional or departmental level.The business unit level is the primary context of industry rivalry. Michael Porter identified three generic strategies (cost leadership, differentiation, and focus) that can be implemented at the business unit level to create a competitive advantage. The proper generic strategy will position the firm to leverage its strengths and defend against the adverse effects of the five forces.Recommended ReadingPorter, Michael E., Competitive Strategy:Techniques for Analyzing Industries and Competitors Competitive Strategy is the basis for much of modern business strategy. In this classic work, Michael Porter presents his five forces and generic strategies, then discusses how to recognize and act on market signals and how to forecast the evolution of industry structure. He then discusses competitive strategy for emerging, mature, declining, and fragmented industries. The last part of the book covers strategic decisions related to vertical integration, capacity expansion, and entry into an industry. The book concludes with an appendix on how to conduct an industry analysis.QuickMBA / Strategy / Porters 5 ForcesHome | Site Map | About | Contact | Privacy | Reprints | User AgreementThe articles on this website are copyrighted material and may not be reproduced, stored on a computer disk, republished on another website, or distributed in any form without the prior express written permission of/doc/c3dc3578eefdc8d377ee3243.html .。
波特五力模型
波特五力模型研究综述摘要:企业战略管理是企业确定其使命，根据外部环境和内部条件设定企业的战略目标，为保证目标的正确落实和实现进行谋划，并依靠企业内部能力将这种谋划和决策付诸实施，以及在实施过程中进行控制的一个动态管理过程。
而波特五力模型主要用于企业竞争战略的分析，决定企业盈利能力的首要和根本因素是产业的吸引力。
因此，竞争战略一定是源于对决定产业吸引力的竞争规律的深刻理解，竞争战略的最终目标是运用这些规律或根据企业的利益来理想地加以改变。
任何产业，无论是国内或国际的，无论生产产品或提供服务，竞争规律都将体现在五种竞争作用力当中，所以本文主要对波特五力模型这一理论发展的背景、原因、过程及不断完善和实际应用等进行深入分析。
关键字：供应商购买者潜在竞争者替代品行业内竞争者AbstractStrategic Enterprise Management is to determine its mission, according to the external environment and internal conditions set the corporate strategic objectives to ensure that target the correct implementation and realization of the plan, and rely on the internal capacity to the planning and decision-making implemented, as well as in control of a dynamic management process in the implementation process. Porter's five forces model for corporate competitive strategy analysis, to determine the profitability of the business first and fundamental factor is the attractiveness of the industry. Competitive strategy must be derived from a deep understanding of the law of competition determine industry attractiveness, competitive strategy, the ultimate goal is to apply these laws, or the interests of the corporate ideal to be changed. Any industry, whether domestic or international, regardless of production of goods or services, competition law will be reflected in the five competitive forces which BACKGROUND OF THE INVENTION In this paper, Porter's five forces model of this theory, the causes, processes and constantly improve and practical application of in-depth analysis.Key words:Suppliers Purchaser Potential competitorsAlternatives Competitors in the industry1 绪论1.1 研究的意义竞争是企业成败的关键。
市场策略
竞争力
The SWOT Analysis
-- Weaknesses 弱处
important skills or expertise,
竞争的技巧和专长不够有效 Lack of competitively important
physical, human, organizational assets, or
What is the industry like? 2 企业需要什么？
Number of buyers and their relative
size. 买家数量及相应规模 The types of distribution channels used to access buyers. 用力接触买家的分销渠道形式 The pace of technological change. 工艺改变的步调
The SWOT Analysis
SWOT 分析
What
are the company’s resource strengths and weaknesses and its external opportunities and threats?
公司资源的强弱及外部的机会和危机是
什么？
The SWOT Analysis
Defining your Company’s Present Business-- 3
定义你公司目前的业务
•The technologies used and functions performed – how customers needs are satisfied. •技术使用和功能实施后，客户需求是如何被 满足的
替代产品的竞争压力的强弱取决于三个问题： 1. - Whether attractive priced
战略管理
1.According to the I/O model, what should a firm do to earn above-average returns?The I/O model suggests that conditions and characteristics of the external environment (the general, industry and competitive environments) are the primary inputs to and determinants of strategies that firms should formulate and implement to earn above-average returns. Assumptions of the I/O model are that: (1) the external environment imposes pressures and constraints that determine which strategies will result in superior profitability, (2) most firms competing in an industry (or industry segment) control similar strategically-relevant resources and pursue similar strategies in light of resource similarity, (3) resources used to implement strategies are highly mobile across firms, and (4) decision makers are assumed to be rational and committed to acting in the firm‘s best interests. The I/O model thus challenges firms to seek out the industry (or industry segment) with the greatest profit potential and then learn how to use their resources to implement value-creating strategies given the structural characteristics of the industry.2. How do the five forces of competition in an industry affect its profit potential? Explain.An industry’s competitive intensity and profit potential can be determined by the relative strengths of five competitive forces. This model of industry competition recognizes that suppliers can influence industry profitability by raising prices or reducing the quality of goods sold if industry participants are unable to recover cost increases through pricing structures. Buyers can influence the profit potential of an industry if the buyer group is able to successfully bargain for higher quality, greater levels of service, and lower prices. Substitute products influence an industry’s profit potential by placing an upper limit on prices that can be charged. New entrants to an industry influence industry profitability because they bring additional production capacity to the industry. Unless product demand is increasing, additional capacity holds down (or reduces) buyers’ costs, reducing profitability for all firms in the industry. The intensity of rivalry among competitors reflects competitor actions and responses as firms initiate moves to improve their competitive position or when they act in retaliation for competitive pressures brought about by the strategic actions of rival firms. Generally, the greater the intensity of competitive rivalry, the lower the overall profitability of an industry.3. What are capabilities? What must firms do to create capabilities?Capabilities exist when resources have been purposely integrated to achieve a specific task or set of tasks.Firms must be able to utilize the knowledge they have and transfer it among their business units, and to create an environment that allows people to integrate their individual knowledge with that held by others in the firm so that, collectively, the firm has significant organizational knowledge.4. What are strategic competitiveness, strategy competitive advantage, above-average returns, and the strategic management process?Strategic competitiveness is achieved when a firm successfully formulates and implements a value-creating strategy.A strategy is an integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage.A competitive adva ntage is achieved when a firm‘s current and potential competitors either arenot able to simultaneously formulate and implement its value-creating strategy, are unable to duplicate the benefits of the strategy, or find the strategy too costly to imitate.Above-average returns are returns in excess of what an investor expects to earn from other investments with a similar amount of risk.The strategic management process is the full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns.5. What are the attributes associated with a successful acquisition strategy?The acquiring and target firms have complementary resources that are the foundation for developing new capabilities ;the acquisition is friendly ,thereby facilitating integration of the firms’ resources ; the target firm is selected ang purchased based on thorough due diligence ;the acquiring and target firms have considerable slack in the form of cash or debt capacity ;the newly formed firm maintains a low or moderate level of debt by selling off portions of the acquired firm or some of the acquiring firm’s poorly performing units ;the acquiring and acquired firms have experience in terms of adapting to change ;R&D and innovation are emphasized in the new firm.6. What are the differences between the general environment and the industry environment? Why are these differences important?Compare with the general environment, the industry environment has a more direct effect on the firm’s strategic actions .The five forces model of competition includes the threat of entry, the power of suppliers, the power of buyers, product substitutes, and the intensity of rivalry among competitors.7. What are the four criteria used to determine wh ich of a firm’s capabilities a recore competencies?Only when a capability is valuable, rate, costly to imitate, and nonsubstitutable is it a core competence and a source of competitive advantage.8. What are vision and mission? What is their value for the strategic management process?Vision is a picture of what the firm wants to be and, in broad terms, what it wants to ultimately achieve. Vision is ”big picture”thinking with passion that helps people feel what they are supposed to be doing.Strategic mission is externally focused and represents a statement of a firm's unique purpose and the scope of its operations in product and market terms. It provides general descriptions of the products a firm intends to produce and the markets it will serve using its internally based core competencies.The differences between vision and mission are important because of their different focuses. However, they are both highly interdependent and add value to the strategic management process. The externally-focused mission provides a sense of purpose for the firm by indicating the products to be provided to specific markets, while the internally-set vision indicates what ultimately will be achieved. In other words, taken together, the vision and mission will provide a firm‘s managers with the insights needed to effectively formulate and implement the firm‘s strategies.9. What incentives and resources encourage diversification?Incentives to diversify come from both the external environment and a firm’s internal environment. External incentives include antitrust regulations and tax law. Internal incentives include low performance, uncertain future cash flows, and the pursuit of synergy and reductionof risk for the firm.Antitrust Regulation and Tax Law; Low Performance; Uncertain Future Cash Flows; Synergy and Firm Risk Reduction.10. What is a strategic group? Of what value is knowledge of the firm’s strategic group in formulating that firm’s strategy?A set of firms that emphasize similar strategic dimensions and use a similar strategy is called a strategic group.The strategic group concept is valuable to a firm’s strategic decision makers because a firm’s primary competitors are those within its strategic group (all group members are selling similar products to a similar group of customers ),the strengths of the five competitive forces varies across strategic groups ,and strategic groups that are similar (in terms of strategies followed and competitive dimensions emphasized) increases the possibility of increased competitive rivalry between the groups .The notion of strategic groups can be useful for analyzing an industry’s within an industry .Strategic group analysis shows which companies are competing similarly in terms of how they use similar strategic dimensions .At the same time, research has found that strategic groups differ in performance, suggesting their importance. Strategic group membership also remains relatively stable over time, making analysis easier and more useful.Strategic groups have several implications. First, because firms within a group offer similar products to the same customers, the competitive rivalry among them can be intense. The more intense the rivalry, the greater the threat to each firm’s profitability. Second, the strengths of the five industry forces (the threat posed by new entrants, the power of suppliers, the power of buyers, product substitutes, and the intensity of rivalry among competitions ) differ across strategic groups. Third, the closer the strategic groups are in terms of their strategies, the greater is the likelihood of rivalry between the groups. In the end, having a thorough understanding of primary competitors helps a firm formulate and implement an appropriate strategy.11. What is market commonality? What is resource similarity? What does it mean to say that these concepts are the building blocks for a competitor analysis? Market commonality is concerned with the number of market with which the firm and a competitor are jointly involved and the degree of importance of the individual markets to each. Resource similarity is the extent to which the firm’s tangible and intangible resources are comparable to a competitor’s in terms of both type and amount.12. What is outsourcing? Why do firms outsource? Will outsourcing's importancegrow in the 21st century? If so, why?Outsourcing is the purchase of a value-creating activity from an outside supplier that can provide the greatest value. A firm is likely to engage in outsourcing when it identifies primary and support activities in which its resources and capabilities are neither sources of competence nor of sustainable advantage. In such instances, firms should consider purchasing these activities from firms that can add value to the activity (relat ive to the firm’s competitors).Outsourcing has several advantages for firms but also carries some important risks as well. Outsourcing can potentially reduce costs and increase the quality of the activity outsourced. In this way, it adds value to the product provided to consumers. Thus, outsourced can contribute to a firm’s competitive advantage and its ability to create value for its stakeholders. However, therisk of the outsourcing partner’s learning the technology and becoming a competitor is very real and should be taken seriously .Outsourcing is important to firms competing in the 21st-century landscape because few, if any firms possess all of the resources and capabilities that are necessary for them to achieve competitive superiority in all necessary primary and support activities. By outsourcing activities in which it lacks the competence to create value and by nurturing a few core competencies, a firm increases its probability of developing a sustainable competitive advantage. To maximize value, firms should scan the entire globe to locate the source (supplier or performer) of the to-be-outsourced activity to locate the best producer in the would of the activity that is being outsourced Given the increasing complexity of products/services offered (e.g.,based on combined ),firms looking forward should anticipate that even more outsourcing of non-strategic activities is likely to be necessary.13. What is the relationship between a firm’s c ustomers and its business-level strategy in terms of who, what, and how? Why is this relationship important? Who: Determining the Customers to ServeWhat: Determining Which Customer Needs to SatisfyHow: Determining cor Competencies Necessary to Satisfy Customer NeedsReason: Strategic competitiveness results only when the firm satisfies a group of customers by using its competitive advantages as the basis for competing in individual product markets. The firm’s relationships with its customers are strengthened when it delivers superior value to them. Strong interactive relationships with customers often provide the foundation for the firm’s efforts to profitably serve customers’ unique needs.14. What is value? Why is it critical for a firm to create value? How does it do so? Value is represented by the bundle of performance characteristics and attributes that a firm provides to customers in the form of goods or services for which customers are willing to pay. Broadly speaking, value can be provided by a product's/service's low cost, highly-differentiated features, or a combination of the two (when these strategies are superior to those offered by competitors).Ultimately, it is critical that a firm be able to create customer value since it is the source of a firm's potential to earn above-average returns. Therefore, in the rapidly changing environments of the 21st-century competitive landscape, firms must evaluate continuously the degree to which their core competencies create customer value. What the firm intends to do to create value affects its choice of business-level strategy and its organizational structure15. What motives might encourage managers to over diversify their firm?⑴Value-creating diversification①economies of scope –sharing activities –transferring core competencies.②market power–blocking competitors through multi-point competition –vertical integration.③financial economies –efficient internal capital allocation – business restructuring.⑵Value-neutral diversification①anti-trust regulation ②tax laws ③low performance ④uncertain future cash flows⑤risk reduction for firm ⑥tangible resources ⑦intangible resources.⑶Value-reducing diversification①diversifying managerial employment risk ②increasing managerial compensation.。
波特五力模型
• 形成替代产品竞争压力增大的因素
替代产品价格下降 替代产品性能 / 价格比增加 用户改用替代产品的转换成本下降
4. 供应商的力量 • 供应商议价力量增强的因素 供应商集中度高 没有替代品 行业不是供应商的主要客户
供应品是买方主要投入品
供应品具有差异性或买方具有转换成本 供应商表现出前向一体化的现实威胁
有强大竞争力的大公司，因此行业内竞争程度高
行业已经进入成熟期，潜在竞争者威胁较低
其它鞋类不能提供运动高强度性能，替代品威胁低
亚洲供应商规模和实力不断增大，供方议价能力中等
但正在增加
购买数量少且质量影响较大，买方议价能力中等但偏
低
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用户对产品的忠诚度
用户较强的品牌偏好 对大量资本的需求 用户较高的转换成本 缺乏足够的分销渠道
潜在的市场饱和
行业内公司的对抗行为
2. 行业进入难易程度 • 进入和退出壁垒与盈利关系
退出壁垒
低
进 入 壁 垒 低 盈利低但稳定
高
盈利低且有风险
高
盈利高且稳定
盈利高但有风险
3. 替代产品威胁 • 替代产品决定了行业中谋取利润的定价上限
• 5.客户的力量 • 购买者议价力量增强的因素 购买是大批量和集中进行的 购买产品数额或成本比例较大
购买品是标准或非差异性产品
购买者转换成本低 购买品对质量无重大影响 购买者掌握充分信息 购买者表现出向后一体化的现实威胁
企业经营分析的16个工具
企业经营分析的16个工具1、VRIO从经济价值（Value)、稀缺性（Rarity）、难以模仿性（Inimitability）和组织（Organization）4个视角出发，分析企业经营资源及其应用能力。
2、3C模型从与企业经营相关的顾客（Customer）、竞争对手（Competition）、公司自身（Corporation）3个视角分析获得成功的关键因素（KFS），构建企业经营战略。
3、五力分析模型（FiveForcesModel）对5种关键竞争因素进行分析，掌握行业竞争现状和市场吸引力，有助于企业的战略立案。
4、SWOT明确企业的资源优势(Strengths)、竞争劣势(Weaknesses)、外部环境变化带来的机会（Opportunities）和威胁（Threats）等，将这些因素有机结合起来，以此确定企业经营战略。
5、7S模型指出企业战略必备的7个要素。
大致分为硬件3S（战略、制度或系统、组织结构）和软件4S（价值观、能力或技能、企业风格或经营模式、人才）。
6、PEST从政治（Politics）、经济（Economics）、社会（Society）、技术（Technology）4个视角分析构成企业组织的外部环境。
7、平衡计分卡（BSC）不仅关注财务指标，而且在增加客户、业务流程、学习和成长几方面因素的基础上，使企业业绩评价趋于平衡和完善，利于组织的长期发展。
8、价值创新计划（ERRC）在降低生产成本的同时，为提高面向顾客的价值，从消除（Eliminate）、降低（Reduce）、提升（Raise）、创造（Create）4点出发分析。
9、GE矩阵根据长期行业吸引力和竞争力整体（强弱）2项对企业开展的业务进行评估。
2项均高时，说明增强；1项低时，说明维持现状；2项均低时，说明需要考虑保持收益的对策。
10、价值链分析法从上游工序到下游工序，把企业的价值创造过程当成一个独特的价值链看待。
对在什么环节产生什么价值，应该加强哪些环节等问题进行分析。
five forces analysis
Five Forces AnalysisIntroductionThe Five Forces Analysis is a strategic management tool commonly used to determine the attractiveness of an industry or market. Developed by Michael Porter, this framework provides a structured approach to understanding the competitive forces that shape an industry and ultimately impact its profitability.Competitive ForcesCompetitive forces refer to the factors that influence the intensity of competition within an industry. These forces include:1. Threat of New EntrantsThe threat of new entrants in an industry can affect its overall competitiveness. Entry barriers, such as high capital requirements, economies of scale, or regulatory restrictions, can discourage new players from entering the market. However, if barriers are low, new entrants can disrupt the existing market dynamics and increase competition.2. Bargaining Power of SuppliersThe bargaining power of suppliers refers to their ability to dictate terms and conditions to companies within an industry. If suppliers have limited alternatives or provide critical inputs, they can exert significant power and command higher prices or impose unfavorable terms. Conversely, if suppliers have limited power, companies can negotiate better deals and reduce costs.3. Bargaining Power of BuyersThe bargaining power of buyers reflects their ability to influence prices and terms in the industry. Buyers with strong bargaining power can demand lower prices, better quality, or enhanced customer service. This can limit the profitability of the industry as companies may need to accommodate buyer demands at the expense of their margins. On the other hand, if buyers have limited power, companies can maintain pricing power and higher profitability.4. Threat of Substitute Products or ServicesThe threat of substitute products or services refers to the availability of alternative options that can fulfill the same need or function. If there is a high number of substitutes, it reduces the overall attractiveness of the industry as customers can easily switch to alternatives. Industries that lack suitable substitutes tend to have higher profitability and lower competitive pressure.5. Intensity of Competitive RivalryThe intensity of competitive rivalry is determined by the number and strength of competitors within the industry. High competition can lead to price wars, reduced margins, and increased marketing expenses. Industries with few dominant players tend to have less fierce rivalry and more stable profitability.Application of Five Forces AnalysisTo apply the Five Forces Ana lysis, one must assess each force’s impact on the industry or market under study. This typically involves gathering data on market share, industry growth rate, customer preferences, supplier dynamics, and competitive landscape. The analysis helpsidentify the key drivers of industry profitability and guides strategic decision-making.Steps in Conducting a Five Forces Analysis1.Identify the industry or market of interest.2.Assess the threat of new entrants by considering entry barriers,economies of scale, and regulatory restrictions.3.Analyze the bargaining power of suppliers by evaluating theirconcentration, availability of substitutes, and impact on costs. 4.Evaluate the bargaining power of buyers by understanding theirpreferences, volume, and alternatives.5.Determine the threat of substitute products or services byexamining the ease of substitution and customer willingness toswitch.6.Assess the intensity of competitive rivalry by analyzing marketconcentration, differentiation, and competitive strategies.7.Develop strategic insights and recommendations based on theanalysis.ConclusionThe Five Forces Analysis is a valuable tool for understanding the competitive dynamics of an industry or market. By assessing the impact of each force, organizations can identify opportunities and threats that shape their strategic decisions. This analysis is crucial for businesses to navigate a rapidly changing environment and gain a competitive advantage.。
波特五力模型课件 Porter
Some comments on the
method
Very similar to the structure, conduct performance model
Old wine in a new bottles?
Porter stresses that the five forces are the only factors: there never any others
Pharmaceuticals
10.5Hale Waihona Puke Tobacco10.3
Household & Personal Products
9.8
Food Consumer Products
9.5
Medical Products & Equipment
9.0
Beverages
8.0
Scientific & Photographic Equipt.
These substitute products place a cap upon industry prices above which buyers will desert
Power of buyers
Power of industry’s buyers to secure discounts or negotiate added value to products
Porter’s Five Forces of Competition Framework
SUPPLIERS
Bargaining power of suppliers
POTENTIAL ENTRANTS
Threat of
new entrants
中国烘焙行业五力竞争模型分析(文库)
中国烘焙行业五力竞争模型分析摘要：随着我国经济的不断发展，人们对于生活水平的追求越来越高，烘焙食品作为一种时尚、便捷、健康的食品，越来越多地走进我们的生活。
本文通过波特五力竞争模型分析中国烘焙行业的现状。
首先，对中国烘焙行业的现状特征、市场规模、未来预测、区域分布和经营模式进行了简单介绍，并通过数据加以说明，对现有的问题也进行了一定的思考。
接着使用五力竞争模型对于行业进行详细分析，从来自潜在进入者的威胁、来自现有竞争者的威胁、来自替代品的威胁、消费者的议价能力和来自供应商的议价能力五方面，对现今的中国烘焙行业进行详细的分析。
最后，就分析结果提出复核我国烘焙行业现状的战略建议。
Michael Porter's Five Forces Model Analysis for China’s Baking IndustryTang Yun Student No. 5111209057(Antai College of Economics and Management)Abstract: As China’s economy rapidly develops in the past years, people have higher request to their life quality. Bakery food, since it’s fashion, convenient and healthy, becomes moreand more popular in our daily life. This essay used Michael Porter's Five Forces Modelto analyze the current situation of China’s baking industry. Firstly, this essay brieflyintroduced the features of nowadays’baking industry, and its market size, futureprediction, regional distribution and sales methods, with the help of data and details, andprovided a simple consider to the existing problems. Next, this essay used the fiveforces model to analyze nowadays’ market, which includes the threat of new entrants,the threat of substitute products or services, the threat of established rivals, thebargaining power of suppliers and the bargaining power of customers. At last, we gavesome appropriate suggestion on competition strategy with the actual conditions of ourcountry.关键词：烘焙业波特五力竞争模型战略建议Key Words: Baking industry, Porter’s five forces model, Strategy1中国烘焙行业概况1.1中国烘焙行业简述烘焙食品主要包括面包、糕点、饼（饼干、月饼、烤饼等）、方便食品等几大类。
five forces model
Porter's Five ForcesAssessing the Balance of Power in a Business SituationThe Porter's 5 Forces tool is a simple but powerful tool for understanding where power lies in a business situation. This is useful, because it helps you understand both the strength of your current competitive position, and the strength of a position you're considering moving into.With a clear understanding of where power lies, you can take fair advantage of a situation of strength, improve a situation of weakness, and avoid taking wrong steps. This makes it an important part of your planning toolkit.Conventionally, the tool is used to identify whether new products, services or businesses have the potential to be profitable. However it can be very illuminating when used to understand the balance of power in other situations too.Five forces analysis assumes that there are five important forces that determine competitive power in a business situation. These are:1. Supplier Power: Here you assess how easy it is for suppliers to driveup prices. This is driven by the number of suppliers of each key input,the uniqueness of their product or service, their strength and controlover you, the cost of switching from one to another, and so on. Thefewer the supplier choices you have, and the more you need suppliers' help, the more powerful your suppliers are.2. Buyer Power: Here you ask yourself how easy it is for buyers to driveprices down. Again, this is driven by the number of buyers, theimportance of each individual buyer to your business, the cost to themof switching from your products and services to those of someone else, and so on. If you deal with few, powerful buyers, then they are oftenable to dictate terms to you.3. Competitive Rivalry: What is important here is the number andcapability of your competitors. If you have many competitors, and theyoffer equally attractive products and services, then you'll most likelyhave little power in the situation, because suppliers and buyers will goelsewhere if they don't get a good deal from you. On the other hand, ifno-one else can do what you do, then you can often have tremendousstrength.4. Threat of Substitution: This is affected by the ability of your customersto find a different way of doing what you do – for example, if you supplya unique software product that automates an important process, peoplemay substitute by doing the process manually or by outsourcing it. Ifsubstitution is easy and substitution is viable, then this weakens yourpower.5. Threat of New Entry: Power is also affected by the ability of people toenter your market. If it costs little in time or money to enter your market and compete effectively, if there are few economies of scale in place, or if you have little protection for your key technologies, then newcompetitors can quickly enter your market and weaken your position. If you have strong and durable barriers to entry, then you can preserve a favorable position and take fair advantage of it.These forces can be neatly brought together in a diagram like the one below:Using the Tool:To use the tool to understand your situation, look at each of these forcesone-by-one and write your observations on our free worksheet which you can download here.Brainstorm the relevant factors for your market or situation, and then checkagainst the factors listed for the force in the diagram above.Then, mark the key factors on the diagram, and summarize the size and scale of the force on the diagram. An easy way of doing this is to use, for example, a single "+" sign for a force moderately in your favor, or "--" for a force strongly against you (you can see this in the example below).Then look at the situation you find using this analysis and think through how it affects you. Bear in mind that few situations are perfect; however looking at things in this way helps you think through what you could change to increase your power with respect to each force. What’s more, if you find yourself in a structurally weak position, this tool helps you think about what you can do to move into a stronger one.Example:Martin Johnson is deciding whether to switch career and become a farmer - he's always loved the countryside, and wants to switch to a career where he's his own boss. He creates the following Five Forces Analysis as he thinks the situation through:This worries him:∙The threat of new entry is quite high: if anyone looks as if they’re making a sustained profit, new competitors can come into the industry easily, reducing profits.∙Competitive rivalry is extremely high: if someone raises prices, they’ll be quickly undercut. Intense competition puts strong downwardpressure on prices.∙Buyer Power is strong, again implying strong downward pressure on prices.∙There is some threat of substitution.Unless he is able to find some way of changing this situation, this looks like a very tough industry to survive in. Maybe he'll need to specialize in a sector of the market that's protected from some of these forces, or find a related business that's in a stronger position.Key points:Porter's Five Forces Analysis is an important tool for assessing the potential for profitability in an industry. With a little adaptation, it is also useful as a way of assessing the balance of power in more general situations.It works by looking at the strength of five important forces that affect competition:∙Supplier Power: The power of suppliers to drive up the prices of your inputs.∙Buyer Power: The power of your customers to drive down your prices.∙Competitive Rivalry: The strength of competition in the industry.∙The Threat of Substitution: The extent to which different products and services can be used in place of your own.∙The Threat of New Entry: The ease with which new competitors can enter the market if they see that you are making good profits (and then drive your prices down).By thinking about how each force affects you, and by identifying the strength and direction of each force, you can quickly assess the strength of your position and your ability to make a sustained profit in the industry.You can then look at how you can affect each of the forces to move the balance of power more in your favor.。
TheFiveForcesModelofCompetition
TheFiveForcesModelofCompetitionThe Five Forces Model of CompetitionThe five forces model of competition expands the arena for competitive analysis. Historically, when studying the competitive environment, firms concentrated on companies with which they competed directly. However, firms must search more broadly to identify current and potential competitors by identifying potential customers as well as the firms serving them. Competing for the same customers and thus being influenced by how customers value location and firm capabilities in their decisions is referred to as the market microstructure.The five forces model recognizes that suppliers can become a firm’s competitors, as can buyers. Firms choosing to enter a new market and those producing products that are adequate substitutes for existing products can become a company’s competitors.The Threat of New EntrantsIdentifying new entrants is important because they can threaten the market share of existing. One reason new entrants pose such a threat is that we bring additional production capacity. Often, new entrants have a keen interest in gaining a large market share. As a result, new competitors may force existing firms to be more effective and efficient and to learn how to compete on new dimensions.We are the new entrants, as the existing competitors try to develop barriers to entry. An absence of entry barriers increase the probability that a new entrant can operate profitably. There are several kinds of potentially significant entry barriers. Such as the economics of scale, product differentiation, capitalrequirements switching costs and so on. So we must pay more attention on promoting our products to grab market share quickly, and we also need to maintain a good relationship with publicity and government. Such as do charity, donate our products to the Hope Primary Schools. Let government and masses safeguard the interests of us.The Bargaining Power of BuyersFirms seek to maximize the return on their invested capital. Alternatively, buyers want to buy products at the lowest price. And to reduce their costs, buyers bargain for higher quality, greater levels of services, and lower prices. These outcomes are achieved by encouraging competitive battles among the industry’s firms.After research we find that, in America, there are 25,000 primary schools use the language learning machine help the teaching activities. And 20 million families have the language learning machine. This industry has a lot of customers. But this industry’s products are undifferentiated or standardized, and the buyers pose a credible threat if they were to integrate backward into the sellers’industry. And in America, there are many companies produce this in dustry’s product. We will have a lot of competitors. That makes the customers’bargaining power strong. So, we decide to reduce our products’ prices. The cost of our products is lower, so reduce the prices is not a big problem. And then, in our strategy, we will maintain a good relationship with our customers. We are not only selling products to them, but also make friends with them. We will ask for their feelings and give them feedback. Let them know we are care about tnem all the time.The Bargaining Power of SuppliersFor this point, increasing prices and reducing the quality of their products are potential means used by over suppliers to exert power over firms competing within an industry. if a firm is unable to recover cost increase by its suppliers through its own pricing structure , its profitability is reduced by its suppliers’ actions.For our company, we do not produce our products in America; we just export our products to America and sell them to the American customers. And in China, our purchase costs are low. We just need to care about the impost. If it is not too high, our products can be sold at a lower price.The Threat of Substitute ProductsSubstitute products are goods or services from outside a given industry that perform similar or the same functions as a product that the industry products. For example, some software of ipad, PC and Smartphone also have the function of teaching languages. They can also become our competitors. For this problem, we can just provide more professional products and services. And make our products cheaper and cheaper. Actually, we are more professional and our product is cheaper. We did our best to help children’s language study. We study in this area for many years. Only we can provide the professional services. And we believe that, every family can accept the low prices. That is our competitive advantage.In general, product substitutes present a strong threat to a firm when customers face few, if any, switching costs and when the substitute product’s price is lo wer or its quality and performance capabilities are equal to or greater than those of the competing product. Our company has been using a bundling approach to increase switching costs to forestall thesesubstitutions.The Intensity of Rivalry among CompetitorsBecause an industry’s firms are mutually dependent, action taken by one company usually invite competitive responses. In many industries, firms actively compete against one another. Competitive rivalry intensifies when a firm is challenged by a compet itor’s actions or when a company recognizes an opportunity to improve its market position.The companies in this industry are rarely homogeneous; we differ in resources and capabilities and seek to differentiate ourselves from competitors.For this point, we will give fully play to our competitive advantages. We will seize the market share in this industry quickly by the lower price. Our prices can 10%-15%lower than the American market. And we will also provide professional services at the same time. Finally the good public relationship with American can help us to get a firm foothold in U.S. And we hope all of above can make us in an invincible position when we compete with our competitors.Above is our company’s five forces model of competition. It is a brief analysis of American competitive environment in this industry. For the formulation of our company’s marketing strategy.。
对外经贸大学 管理学原理题库
•Chapter 1 Management•TRUE/FALSE QUESTIONS• 1.Whereas effectiveness is concerned with the means of getting things done, efficiency is concerned with the ends, or the attainment of organizational goals.• 2.When managers meet organizational goals, they are efficient and effective.• 3.Mintzberg’s resource allocation role is similar to Fayol’s planning function.• 4.Coaching and budgeting are skills closely related to the management function of leading.MULTIPLE-CHOICE QUESTIONS5．Organizing includes _____________.a. defining organizational goalsb. hiring organizational membersc. motivating organizational membersd. determining who does what tasks6.Which of the following is not an example of an interpersonal role according to Mintzberg? • a. figurehead• b. leader• c. liaison• d. spokesperson7.Technical skills include _______________.• a. knowledge of and efficiency in a certain specialized field• b. knowledge of and proficiency in a certain specialized field• c. knowledge of and interest in a general field of endeavor• d. skill in and proficiency in a certain specialized field8.Which one of the following phrases is best associated with managerial conceptual skills? • a. decision making• b. communicating with customers• c. using information to solve business problems• d. product knowledge9.Which of the following types of skills are described with terms such as abstract situations and visualization?• a. interpersonal• b. human• c. technical• d. conceptual10.A deliberate arrangement of people to accomplish some specific purpose is• a. a structure.• b. a process.• c. an organization.• d. an assembly operation.••Answer••1(7).(False; difficult; p. 8)•2(10).(False; difficult; p. 8)•3(17).(True; difficult; p. 11)•4(24).(False; difficult; p. 13)5(55).(d; difficult; p. 9)•6(68).(d; difficult; p.11)•7(78).(b; difficult; p. 12)•8(81).(c; moderate; 13)•9(80).(d; moderate; p. 12)•10(86).(c; difficult; p. 16)Chater 6True/False Questions1. A decision criterion defines what is relevant in a decision.2.One assumption of rationality is that we cannot know all of the alternatives.3.A policy is an explicit statement that tells a manager what he or she ought or ought not to do.4.A decision criterion defines what is relevant in a decision.5.Nonprogrammed decisions are unique and nonrecurring.MULTIPLE-CHOICE QUESTIONS6.Decision making is (simplistically) typically described as which of the following?a. deciding what is correctb. putting preferences on paperc. choosing among alternativesd. processing information to completion7.The process of selecting decision criteria is accomplished by ________________.a. massaging the data that will support a given decisionb. flipping a coin to produce a 50-50 chance of being rightc. determining what is relevant in making the decisiond. examining the difference in the opportunities available8.The final step in the decision-making process is to _______________.a. pick the criteria for the next decisionb. reevaluate the weightings of the criteria until they indicate the correct outcomec. evaluate the outcome of the decisiond. reassign the ratings on the criteria to find different outcomes9.To determine the _____________, a manager must determine what is relevant or important to resolving the problem.a. geocentric behavior neededb. number of allowable alternativesc. weighting of decision criteriad. decision criteria10.In allocating weights to the decision criteria, which of the following is helpful to remember?a. All weights must be the same.b. The total of the weights should sum to 1.0.c. Every factor criterion considered, regardless of its importance, must receive some weighting.d. Assign the most important criterion a score, and then assign weights against that standard.Chapter 8 Strategic ManagementTRUE/FALSE QUESTIONS1.The final step in the strategic management process is implementing the objectives.2.A stability strategy is developed when management decides it will remain profitable bymaintaining the status quo in a rapidly changing external environment.3.If Burger King were to buy out Mom and Pop’s Burgers, Burger King would be growing byvertical consolidation.4.The BCG matrix evaluates SBUs to identify which SBUs offer high potential and whichdrain organizational resources.5.According to Porter’s competitive strategies framework, the cost leadership strategy wouldresult in the best quality product at a justifiable cost.MULTIPLE-CHOICE QUESTIONS6.In the first step of strategic management, identifying the current strategies and goalsprovide ___________.a. a foundation for planningb. measurable performance targets for employeesc. a basis to determine if the goals need to be changedd. all of the above7. ___________ strategy determines what businesses an organization should be in.a. Business-levelb. Organizationalc. Operational-leveld. Corporate-level8.When an organization attempts to combine with other organizations in different and disassociated industries, the strategy is known as a _____________ strategy.a. unrelated diversificationb. horizontal integrationc. vertical integrationd. stability9.If United Airlines merged with Northwest Airlines, this would be an example of what kindof grand growth strategy?a.horizontal integrationb.acquisitionc. expansiond. vertical integration10. 67. Which of the four business groups in the corporate portfolio matrix has low growthand high market share?a. question marksb. dogsc.cash cowsd.stars11. Differentiation as a strategy requires a firm to ___________.a. aggressively search out efficiencies to maintain the lowest cost structureb. be unique in its product offeringc. aim at a cost advantage in a niche marketd. aim to be similar to its competition in all operations12. Cost leadership as a strategy requires a firm to ____________.a. aggressively search out efficiencies to maintain the lowest cost structureb. be unique in its product offeringc. aim at a cost advantage in a niche marketd. aim to be similar to its competition in most operations13. A focus strategy requires that a firm have ___________.a. sustained capital investment and access to capitalb. strong marketing abilitiesc. strong basic research skillsd. a reputation for quality or technological leadership14. In Michael Porter’s five forces model of competition, _______________ is determined bythe height of barriers to entry, such as economies of scale and brand loyalty.a. threat of substitutesb. threats of new entrantsc. bargaining power of buyersd. bargaining power of suppliers15. In Michael Porter’s five forces model of competition, _______________ is determined bythe degree of supplier concentration and substitute inputs.a. threat of substitutesb. threat of new entrantsc. bargaining power of buyersd. bargaining power of suppliers16. In Michael Porter’s five forces model of competition, _______________ isdetermined by the industry growth rate, increasing or falling demand, andproduct differences.a. threat of substitutesb. threats of new entrantsc. bargaining power of buyersd. existing rivalry17.Switching costs and buyer loyalty are examples of strategic forces that determine the____________.a. threat of substitutesb. threats of new entrantsc. bargaining power of buyersd. bargaining power of suppliers18.To a degree, an organization’s commitment to quality and continuous improvement candifferentiate it from competitors, but constant improvement and reliability of an organization’s products and/or services may result in a competitive advantage tha t is _________.a. weightedb. sustainablec. conservatived. uncertain19. An example of ________________ is when an organization possesses a characteristic thatsets itself apart from competitors, and this gives the firm a distinct edge.a. core competenceb. competitive powerc. legal proprietyd. competitive advantage20. Industry growth rate, increasing or falling demand, and product differences are factorsthat represent which of the following competitive forces, according to Porter?a. threat of new entrantsb. threat of substitutesc.bargaining power of buyersd.existing rivalrySCENARIO QUESTIONSFor each of the following choose the answer that most completely answers the question.21. Casey begins outlining her 5-year career goals. These should include ____________.a. the type of job she would like to haveb. how many people she would like to be managingc. the salary she would like to be makingd. all of the above22. 104. Before Colleen can purchase her competitor’s business, she finds another businessopportunity in a supplier who sells her wheels for lawnmowers. This would serve her as a(n) ____________.a. unrelated diversificationb. horizontal integrationc. vertical integrationd. related diversification23. Un Taco Pequeno (Scenario)Imagine that you are the president of Taco Rocket, a new and successful chain of 100 Mexican fast-food restaurants. The success you have experienced in the last 5 years has you thinking of what to do with the business next. Should you expand the business at the current rate? Open new and different restaurants? What?23(1) Because of the good profits and a fear of growing too fast, you decide to keep Taco Rocket in the same business and do not change the menu, hoping to retain the same market share and return-on-investment record. This would be considered a ______________ strategy.a.stabilityb.growthc. combinationd. diversification23(2) If you decided to purchase a local five-store hardware chain because it was a good investment, this would be an example of _____________.a. a lateral growth strategyb. a combination purchasec. related diversificationd. unrelated diversification23(3) If you decided to concentrate on Taco Rocket’s primary business, only increasing the menu to include new items such as enchiladas and rice bowls, this would be an example of what type of growth strategy?teral growthb.horizontal integrationc.concentrationd.related diversification23(4) You’ve decided to purchase a controlling interest in a chain of Oriental fast-food restaurants, called Honk Kong Fooey. However, you have decided to change the name of the chain to the Shanghai Grill. This move is most representative of what type of growth strategy?teral growthb.horizontal integrationc.unrelated diversificationd.related diversification23(5)Your oldest supplier, Zorro Distributors, is a family-owned firm. Recently, the firm’s president, Diego De La Vega, made the decision to retire. Tohis disappointment, none of his five children stepped forward to take hisplace at the helm of the firm. Sr. De La Vega is concerned that if he sellshis company to a larger distributor, many of his employees will lose theirjobs. You approach your old friend with a generous offer to buy Zorro andcontinue its current operations. Should your offer be accepted, TacoRocket would be undertaking ___________.teral growthb.unrelated diversificationc.forward vertical integrationd.backward vertical integration28El Taco Grande (Scenario)It is now 10 years later (see previous scenario) and, as the original owner of Taco Rocket, you have seen your business holdings grow substantially. The number of stores you own and franchise has grown by 200 percent and you own a number of companies in related and unrelated areas.28(1) You now need to decide how to best manage and utilize the large number of assets represented by the numerous companies you own. For each SBU, managers must create a __________ strategy to determine how your corporation should compete in each of its businesses.a.corporate-levelb.business-levelc.functional-leveld.tactical28(2)Another purchase you made was to acquire a local coffee-cart chain with 30 locations around the city. You don’t see it growing very much, but then, it doesn’t cost much to operate. BCG would label this venture a _____________.a. cash cowb. starc. question markd. dog28(3) You called the Boston Consulting Group (BCG), and they have provided you with some advice based on their famous corporate portfolio matrix. Your oldest holding, Taco Rocket, has not grown much in recent years, but due to low debt, generates a huge amount of cash. According to BCG, Taco Rocket would be considered a ____________.a. cash cowb. starc. question markd. dogChapter 10 Organizational Structure and DesignTRUE/FALSE QUESTIONS1.Authority is the individual’s capacity to influence decisions.2. When decisions tend to be made at lower levels in an organization, the organization is said to be decentralized.3.Matrix structure is an organizational structure that assigns specialists from different functionaldepartments to work on one or more projects led by project managers.4. Traditional organizational designs include the simple structure, the functional structure, and the divisional structure.5. An organic organization would likely be very flexible.MULTIPLE-CHOICE QUESTIONS6. Organizational design is based on decisions about ____________.a. work specialization and departmentalizationb. chain of command and span of controlc. centralization and decentralizationd. all of the above7.Today’s competitive business environment has greatly increased the importance of whattype of departmentalization?a. geographicb. customerc. productd. process8.The degree to which jobs are standardized and guided by rules and procedures is called______________.a. work specializationb. centralizationc. decentralizationd. formalization9.A _____________ design is not limited to horizontal, vertical, or external boundaryimposed by a conventional structure.a. learning organization’sb. threatened organization’sc. functionald. boundaryless organization’s10.A ______________ organization consists of a small core of full-time employees andtemporarily hires outside specialists to work on emergent opportunities.workb.virtualc.modulard.learningSCENARIO QUESTIONSFor each of the following choose the answer that most completely answers the question.Paul Abdul Oil Corporation (PAOC) began as a relatively small, oil company. However, through the years it has grown to become an international corporation.11.. The original entrepreneurial venture consisted only of Mr. Abdul and a few employees. It was an informal organization, and everyone reported to Mr. Abdul. This is best described as a ________ structure.a. simpleb. functionalc. divisionald. matrix12. A sharp rise in oil prices helped PAOC’s business expand. Abdul concluded that itwas impractical and inefficient for all decisions to continue flowing through his office.He granted his key subordinates the authority and responsibility to manage others within their areas of specialty. This organizational structure is best described as a ____________ organizational structure.a. simpleb. functionalc. divisionald. matrix13. Paul Abdul decided to purchase an oil drilling supply company, located in a newcountry. The purchase of this company was classified as a related diversification, but distance and the new product line suggested that this newly purchased organization continue to be operated as a separate company. In beginning a new phase in the history of Paul Abdul Oil Corporation, a _________ structure should be implemented to allow the company to continue to grow.a. simpleb. functionalc. divisionald. matrix14. As PAOC continues to grow, a highly trained group of managers and analysts hasdeveloped at corporate headquarters. This group is highly adaptive in its structure.Members of this group do not have standardized jobs, but are empowered to handle diverse job activities and problems. This group of employees is said to have a(n) ___________ structure.a. simpleb. divisionalc. functionald. organic15. To deal with the workload in an effective manner, PAOC’s executive managementgroup assigns specialists from the different functional departments to work on one or more work groups that are led by project managers. This popular contemporary design is called a ___________ structure.a. matrixb. divisionalc. functionald. organic16. Mr. Abdul realizes that his company is taking on a life of its own and he wants to allowpeople from all levels to work together in teams. This view grows to include employees working actively with external agencies. This organizational design does not have a predefined structure and is referred to as a (n) _________.a. learning organizationb. threatened organizationc. functional structured. boundaryless organization17. Twenty years after founding PAOC, Abdul decides he is approaching retirement. Hewants PAOC to develop the capacity to adapt itself and change because each member will take an active role in identifying and resolving work-related issues. Abdul wants the firm to become a ______________.a. learning organizationb. threatened organizationc. functional structured. boundaryless organization18. Several years after the retirement of Mr. Abdul, management at PAOC decided to selloff its oil exploration and drilling supply holdings, and instead focus on the moreprofitable distribution end of the business. In conjunction with this decision,management decided to outsource most of its noncore functions, such as accounting,payroll, and human resources. These moves are consistent with what type ofcontemporary organizational design?a. a virtual organizationb. a network organizationc. a modular organizationd. a matrix organization。
波特五力模型 英语
波特五力模型英语1. What is Porter's Five Forces Model?Porter's Five Forces Model is a strategic framework developed by Michael Porter to determine the competitive intensity and attractiveness of an industry.2. How is Porter's Five Forces Model used?Porter's Five Forces Model is used to analyze theindustry structure and help businesses make informeddecisions about their strategies.3. What are the five forces of Porter's Five Forces Model?The five forces of Porter's Five Forces Model are: Competitive Rivalry, Bargaining Power of Customers,Bargaining Power of Suppliers, Threat of New Entrants, and Threat of Substitutes.4. What is Competitive Rivalry in Porter's Five Forces Model?Competitive Rivalry in Porter's Five Forces Model refers to the degree of competition among existing firms in the industry.5. What is Bargaining Power of Customers in Porter's Five Forces Model?Bargaining Power of Customers in Porter's Five Forces Model refers to the ability of customers to negotiate prices and terms with suppliers.6. What is Bargaining Power of Suppliers in Porter's Five Forces Model?Bargaining Power of Suppliers in Porter's Five Forces Model refers to the ability of suppliers to influence the prices and terms of supply.7. What is Threat of New Entrants in Porter's Five Forces Model?Threat of New Entrants in Porter's Five Forces Model refers to the possibility of new firms entering the market and competing with existing ones.8. What is Threat of Substitutes in Porter's Five Forces Model?Threat of Substitutes in Porter's Five Forces Modelrefers to the availability of alternative products or services that can meet the same needs of customers.9. Porter's Five Forces Model is a widely used tool for strategic analysis and decision-making in various industries, such as technology, finance, and healthcare.波特五力模型是在各行业，如技术、金融和医疗保健等广泛使用的战略分析和决策工具。
波特五力模型分析柯达公司
波特五⼒模型分析柯达公司IntroductionThere was a great company named Kodak, which has gradually disappeared in our sight since the year 2012 it has filed for bankruptcy protection. This reminds us that there is not any brand or company can remain being succeeded forever. What is certain is that there must be some important factors hidden behind that were leading the enormous empire to failure. This report will discuss the factors that are affecting the rise or decline of a technology.Porter’s five forces modelTo fulfill this goal, it is necessary to introduce the Porter’s Five Forces Model, a simplified model used for analyzing the competitive situation in certain industry for developing strategy. It shows the main five sources of competition, which is the bargaining power of both the suppliers and the buyers, the threat of new entrants and substitutes, and rivalry among existing firms. Proposal of any feasible strategy should be based on the identification and analysis of the model. To briefly explain is that for one enterprise, if the higher the price of the supplier offers with, the lower the price of the buyer gets the products or services, the more the amounts of new members coming into the field, the more the replacing products there are, the more the extent of the competition among the same industry will be. It is considered to be more like a theoretical tool rather than an actual operational tool. This is because the formation of the model is based on three conditions: for a certain industry, the strategy maker needs to know all the information about it, which is the first impossibility in the reality; followed by the assumption that there is only competition but no cooperation between different companies in the same industry which is also impossible because different enterprises do have variety of cooperative relations instead of competitive relations only. What comes last is that it assumes that the size of one certain industry is limited. In fact, for all enterprises, there is not only to swollen rivals to grow but also can work with rivals to create a bigger profit together in the market.The Five Forces Model Analysis of Kodak (including discussion)Firstly, the stronger the bargaining power of suppliers of Kodak has, the more competitive situation would Kodak be facing in the market. The cost goes high directly leads to the increase of the prices of products. For the suppliers, they are not only supplying only one enterprise, not any single enterprise would become an important customer for them. For Kodak, such a big company can never affordthat if the producing line is broke down due to the increasing cost, so the only choice for Kodak is to improve the selling prices.●Secondly, the bargaining power of buyers is also a big threat. It is obvious that ifcustomers are able to get the same product in a cheaper price, it will encourage all customers to bargain. In most developed countries, this is well solved because the prices of the cameras or computers in famous brands are the same in different areas. However, Kodak is not only a domestic enterprise. In most Asia countries, it is very common to see that even for the same product will have different prices in different areas, consumers are spending their money in a very efficient way, that is to say they are getting with the lowest price they can reach. This makes a huge loss for Kodak because of the distribution of the population is not that average for the largest population is in Asia, where the biggest market located.●Thirdly, the threat of new entrants is also a big part of the consideration. Theindustry of cameras hardly has either financial obstacles or legal barriers. This creates a perfect environment for the invaders, which means to some successful enterprises to get involved. As well as the growth of the tourist industry, the need of cameras is growing in a terrible pace, after all at that time smart phones were not that popular as now. The most important factor for there being so many entrants in camera industry is that the core technology is never a secret but can be bought easily. This makes invasion easier for new entrants if they have enough money. Overall, the potential invaders in the industry of cameras are quite a lot.●Fourthly, the threat of substitutes affects Kodak a lot. As time flies by, more andmore products can take the place of cameras. One good example is mobile phone, some of which with the major function of taking photos. Actually, the industry of mobile phones and cameras are in two different fields, but once mobile phones can replace cameras, there will be an extreme competition between the enterprises. This also can be a cause of the phenomenon that most successful enterprises are involved in several industries.●Lastly comes to the rivalry among existing firms. During the years that Kodakexperienced, the amount of cameras was largely increased, but no longer concentrated in one or two brands. Variety of brands of cameras were benefiting from the market. For Kodak, it had to compete with not only international enterprises likeitself, but also have to compete with more and more local enterprises in different countries, and as digital cameras are popularized, local enterprises definitely have more advantages than an international enterprise like Kodak, at least the cost for them is much lower than Kodak. What is more, consumers are desiring more function, which leads to the popularity of single lens reflex cameras.ConclusionKodak is definitely a successful brand, since the case of Kodak is still being studied by thousands of people. However, from the analysis above it seems that the failure is also inevitable. Kodak is too focus on what makes it successful, the film industry, to innovate itself as the improvement of technology is pushing forward in a terrible pace. It had made great strategy to build up Kodak, but the decision maker didn’t figure out clearly that what situation they were in and what rivals they were facing. The best film can not defeat the digital technology in the market, even if customers only consider the differences between the two products in convenience. Technology is an important standard to judge whether a company can survive or not.ReferenceFRANCESCO, G 2006, 'BUSINESS LIFE: Kodak refocuses on digital age TURNROUND STRATEGY : Antonio Perez's radical overhaul of the film and camera business is high risk and has yet to yield tangible results, says Francesco Guerrera', Financial Times (London, England), 29 November, NewsBank, EBSCOhost, viewed 27 March 2015.'Kodak Reports Continuing Progress in Digital Strategy; Company Well-Positioned for Sustained, Profitable Growth Graphic Communications Group Integration Activities Ahead of Schedule' 2007, M2presswire, Newspaper Source Plus, EBSCOhost, viewed 2 April 2015.'The voice of the consumer: when Kodak moved to a consumer-oriented strategy for new product development, the company's Fun Saver one-time-use camera line was the big winner' 1997, Progressive Grocer, 7, p. 26, General OneFile, EBSCOhost, viewed 2 April 2015.Byron, A, Steve, S, Matthew, D, & USA, T n.d., 'Kodak focuses on fresh start with printers', USA Today, n.d., MAS Ultra -School Edition, EBSCOhost, viewed 7 April 2015.Grundy, T 2006, 'Rethinking and reinventing Michael Porter's five forces model', Strategic Change, 15, 5, pp. 213-229, Business Source Complete, EBSCOhost, viewed 4 May 2015.Rice, JF 2010, 'ADAPTATION OF PORTER'S FIVE FORCES MODEL TO RISK MANAGEMENT', Defense AR Journal, 17, 3, pp. 375-388, Business Source Complete, EBSCOhost, viewed 6 May 2015.。
战略管理：竞争与全球化 (12)
Ch2-9
Bargaining Power of Suppliers
Suppliers exert power in the industry by: * Threatening to raise prices or to reduce quality Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases
Response
What will our competitors do in the future? Where do we have a competitive advantage? How will this change our relationship with our competition?
Political/Legal Segment Sociocultural Segment
Antitrust laws Taxation laws Deregulation philosophies Women in the workforce Workforce diversity Attitudes about work life quality
Strategy Implementation
Chapter 10 Corporate Governance Chapter 12 Strategic Leadership Chapter 11 Structure & Control
Entrepreneurship
Chapter 13
& Innovation
Exit Barriers Low High
北大荒集团绿色食品品牌营销战略研究
哈尔滨工程大学本科生毕业论文北大荒集团绿色食品品牌营销战略研究院（系）：经济管理学院专业：工商管理学号：*********W****：**指导教师：杨洪涛教授2015年6月摘要20世纪80年代以来，农业可持续发展问题、品牌营销管理实践及品牌竞争力理论等热点领域受到学术界的广泛关注。
绿色食品品牌建设及竞争力的提升，对于拓展市场，促进产业升级，带动区域经济发展重要的意义。
随着市场竞争的日趋激烈和经济全球化的迅猛发展，文化对经济的催化作用日益显著，而品牌作为文化的载体，是企业文化的重要组成部分，现代企业间的市场竞争的焦点正逐渐转变为企业品牌的竞争。
北大荒集团依托黑龙江省丰富的农产品资源，绿色食品产业快速发展壮大，形成了具有一定知名度和美誉度的绿色食品品牌，集团已经成长为中国最大的绿色食品生产基地。
但是我们看到，北大荒绿色食品市场竞争力还不强，市场品牌营销存在诸多不足，如何冲破传统的营销方式，提升绿色食品品牌营销能力，成为北大荒集团绿色食品市场营销的重点。
本文以北大荒集团绿色食品品牌营销为研究对象，论文从以下三个部分进行分析论述：首先，在收集和查阅中国国内外大量相关资料的基础上，分析了北大荒集团绿色食品营销的现状、存在的问题以及问题的成因；其次，在分析北大荒集团绿色食品产业现状和品牌营销现状基础上，运用SWOT分析工具对北大荒集团绿色食品品牌营销过程中的优势、劣势、机会和威胁进行详尽的分析，利用了PEST分析法，对于社会环境、科技环境、政治法律环境、经济环境进行了分析。
又使用了波特五力模型对其竞争对手进行了分析。
最后，根据以上分析结果拓展原有的4P’s营销战略理论，分别从产品策略、营销策略、渠道策略、价格策略四个方面提出北大荒集团绿色食品品牌营销战略的对策和建议。
关键词：绿色食品，北大荒，品牌营销，SWOT分析；PEST分析法ABSTRACTSince the 1980 s，the problem of agricultural sustainable development，and the theory of brand marketing management practice and brand competitiveness hot fields received extensive attention of academia. Green food brand construction and upgrading of competitiveness，and to develop the market，promote industrial upgrading，driving regional economic development of great significance. With the increasingly fierce market competition，and the rapid development of economic globalization，culture of economy increasingly significant，the catalysis of the brand as the carrier of culture，is an important part of enterprise culture，the focus of market competition between modern enterprises are gradually transformed into brand competition.Wilderness Group relies on rich agricultural resources in Heilongjiang Province, green food industry to grow rapidly, forming a green brand has a certain popularity and reputation, the Group has grown to become China's largest production base of green foodBut as we see, BeiDaHuang market competitiveness is not strong, the market brand marketing, there are many deficiencies, how to break through the traditional marketing methods to enhance the ability of green food brand marketing, green marketing has become the Great Northern Wilderness Group's focus. In this paper, the Great Northern Wilderness green food brand marketing group for the study, analyzed the paper discusses the following three parts: First, based on the collection and access to China and abroad on a lot of relevant information, analyzes the current situation of the Great Northern Wilderness Group of green marketing, causes of problems and issues; secondly, the analysis of the current situation and the status quo of green food industry brand marketing on the Great Northern Wilderness Group, SWOT analysis tools Wilderness green Group in the process of brand marketing strengths, weaknesses, opportunities and threats detailed analysis, use of PEST analysis, social environment, technological environment, political and legal environment, economic environment is analyzed. Also use the Porter's five forces model of its competitors were analyzed.Finally, based on the above results extend the existing theory 4P's marketing strategy, from product strategy, put forward countermeasures and suggestions Green Wilderness Group brand marketing strategy marketing strategy, channel strategy, pricing strategy and government protection policies in five areas respectively.Key Words：Green Food，Beidahuang；Brand Marketing；SWOT analysis；PEST analysis目录摘要 (1)ABSTRACT (2)目录 (4)第1章绪论 (6)1.1 研究背景、目的与意义 (6)1.1.1 研究背景 (6)1.1.2 研究目的和意义 (6)1.2国内外研究现状 (7)1.2.1 国外研究现状 (7)1.2.2 中国国内研究现状 (8)1.2.3 中国国内外研究评述 (9)1.3 论文的主要内容和研究方法 (9)1.3.1 论文的主要内容 (9)1.3.2 论文的研究方法 (10)1.4论文特色 (10)第2章北大荒集团绿色食品产业现状与品牌营销现状 (11)2.1北大荒绿色食品产业现状 (11)2.2北大荒集团绿色食品品牌营销现状 (11)2.2.1产品策略现状分析 (11)2.2.2渠道策略现状分析 (12)2.2.3价格策略现状分析 (12)2.2.4品牌策略现状分析 (13)2.3北大荒集团绿色食品品牌营销存在的问题 (13)2.3.1营销渠道单一 (14)2.3.2品牌推广有方法待于提高 (14)2.3.3产品策略存在不完善现象 (14)2.3.4价格策略不完善 (14)2.4问题成因分析 (15)2.4.1绿色农产品市场供求情况发生了变化 (15)2.4.2绿色食品市场竞争力发生了变化 (15)2.4.3绿色食品的国际市场发生了变化 (16)2.5本章小结 (16)第3章北大荒绿色食品品牌营销环境分析 (17)3.1 PEST宏观环境分析 (17)3.1.1政治法律环境分析 (17)3.1.2经济环境分析 (17)3.1.3社会环境分析 (18)3.1.4科技环境分析 (19)3.2 波特五力竞争环境分析 (19)3.2.1主要竞争对手分析 (19)3.2.2供应商议价能力分析 (20)3.2.3替代品威胁分析 (20)3.2.4新进入者的威胁分析 (20)3.2.5买方议价能力分析 (21)3.3 SWOT分析 (21)3.3.1优势（Strength）分析 (21)3.3.2劣势（Weakness）分析 (22)3.3.3机会（Opportunity）分析 (23)3.3.4威胁（Threat）分析 (23)3.4本章小结 (24)第4章北大荒绿色食品品牌营销策略制定 (25)4.1产品策略 (25)4.1.1提高绿色产品的产品质量 (25)4.1.2生产具有品牌特性的产品 (25)4.2品牌宣传策略 (25)4.2.1加强品牌的推广 (25)4.2.2加大海外市场的品牌推广 (26)4.3渠道策略 (26)4.3.1增加网络营销渠道 (26)4.3.2加强营销渠道管理 (27)4.4价格策略 (27)4.4.1高价策略 (27)4.4.2数量折扣价格策略 (28)4.4.3制定合理价格策略 (28)4.5本章小结 (28)结论 (29)参考文献 (30)第1章绪论1.1 研究背景、目的与意义1.1.1 研究背景伴随着工业文明的发展，人类凭借现代社会经济组织方式和先进的科学技术手段与装备，创造了前所未有的物质财富，极大地推动了社会的进步。
corporate-strategy
01. PESTEL Model词汇：Model：模型Macro environment：宏观环境Political：政治的T axation policy：税收政策Government stability：政府稳定性Foreign trade：外贸Regulation：法规Economic：经济的Environment：环境Interest rate：利率Inflation：通货膨胀Business cycle：商业周期；经济周期Unemployment：失业Disposable income：可支配收入；disposable：可处置的Social：社会的Culture：文化；Cultural，文化的Demographics：人口统计资料Mobility：流动性；移动性；Income distribution：收入分配Lifestyle：生活方式Attitude：态度attitude to：…的态度Leisure：闲暇，休闲；Consumerism：消费主义（一种以消费来刺激经济的主张；亦指专心于或倾向于购买消费品）T echnological：技术的，科技的Influence：（及物动词）影响Government spending：政府支出R&D：Research and Development研究与发展Focus：聚焦；焦点Obsolescence：过时；rate of obsolescence：淘汰速度，更新换代速度Ecological：生态的，生态学的Monopoly：垄断Legislation：立法Environment protection law：环境保护法The PESTEL model studies the macro environment in the following aspects: PESTEL 模型主要从以下几方面来研究宏观环境：1. Political. The political environment includes taxation policy, government stability and foreign trade regulations.政治环境。
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The Five Forces Model of CompetitionThe five forces model of competition expands the arena for competitive analysis. Historically, when studying the competitive environment, firms concentrated on companies with which they competed directly. However, firms must search more broadly to identify current and potential competitors by identifying potential customers as well as the firms serving them. Competing for the same customers and thus being influenced by how customers value location and firm capabilities in their decisions is referred to as the market microstructure.The five forces model recognizes that suppliers can become a firm’s competitors, as can buyers. Firms choosing to enter a new market and those producing products that are adequate substitutes for existing products can become a company’s competitors.The Threat of New EntrantsIdentifying new entrants is important because they can threaten the market share of existing. One reason new entrants pose such a threat is that we bring additional production capacity. Often, new entrants have a keen interest in gaining a large market share. As a result, new competitors may force existing firms to be more effective and efficient and to learn how to compete on new dimensions.We are the new entrants, as the existing competitors try to develop barriers to entry. An absence of entry barriers increase the probability that a new entrant can operate profitably. There are several kinds of potentially significant entry barriers. Such as the economics of scale, product differentiation, capital requirements switching costs and so on. So we must pay more attention on promoting our products to grab market share quickly, and we also need to maintain a good relationship with publicity and government. Such as do charity, donate our products to the Hope Primary Schools. Let government and masses safeguard the interests of us.The Bargaining Power of BuyersFirms seek to maximize the return on their invested capital. Alternatively, buyers want to buy products at the lowest price. And to reduce their costs, buyers bargain for higher quality, greater levels of services, and lower prices. These outcomes are achieved by encouraging competitive battles among the industry’s firms.After research we find that, in America, there are 25,000 primary schools use the language learning machine help the teaching activities. And 20 million families have the language learning machine. This industry has a lot of customers. But this industry’s products are undifferentiated or standardized, and the buyers pose a credible threat if they were to integrate backward into the sellers’industry. And in America, there are many companies produce this industry’s product. We will have a lot of competitors. That makes the customers’bargaining power strong. So, we decide to reduce our products’ prices. The cost of our products is lower, so reduce the prices is not a big problem. And then, in our strategy, we will maintain a good relationship with our customers. We are not only selling products to them, but also make friends with them. We will ask for their feelings and give them feedback. Let them know we are care about tnem all the time.The Bargaining Power of SuppliersFor this point, increasing prices and reducing the quality of their products are potential means used by over suppliers to exert power over firms competing within an industry. if a firm is unable to recover cost increase by its suppliers through its own pricing structure , its profitability is reduced by its suppliers’ actions.For our company, we do not produce our products in America; we just export our products to America and sell them to the American customers. And in China, our purchase costs are low. We just need to care about the impost. If it is not too high, our products can be sold at a lower price.The Threat of Substitute ProductsSubstitute products are goods or services from outside a given industry that perform similar or the same functions as a product that the industry products. For example, some software of ipad, PC and Smartphone also have the function of teaching languages. They can also become our competitors. For this problem, we can just provide more professional products and services. And make our products cheaper and cheaper. Actually, we are more professional and our product is cheaper. We did our best to help children’s language study. We study in this area for many years. Only we can provide the professional services. And we believe that, every family can accept the low prices. That is our competitive advantage.In general, product substitutes present a strong threat to a firm when customers face few, if any, switching costs and when the substitute product’s price is lower or its quality and performance capabilities are equal to or greater than those of the competing product. Our company has been using a bundling approach to increase switching costs to forestall these substitutions.The Intensity of Rivalry among CompetitorsBecause an industry’s firms are mutually dependent, action taken by one company usually invite competitive responses. In many industries, firms actively compete against one another. Competitive rivalry intensifies when a firm is challenged by a competitor’s actions or when a company recognizes an opportunity to improve its market position.The companies in this industry are rarely homogeneous; we differ in resources and capabilities and seek to differentiate ourselves from competitors.For this point, we will give fully play to our competitive advantages. We will seize the market share in this industry quickly by the lower price. Our prices can 10%-15%lower than the American market. And we will also provide professional services at the same time. Finally the good public relationship with American can help us to get a firm foothold in U.S. And we hope all of above can make us in an invincible position when we compete with our competitors.Above is our company’s five forces model of competition. It is a brief analysis of American competitive environment in this industry. For the formulation of our company’s marketing strategy.。