Chapter 04 The External Environment Multiple Choice Questions 1. (p. 81) The external environment can be divided into various subcategories: A. Remote‚ political‚ social B. Remote‚ social‚ operational C. Remote‚ industry‚ operating D. Technological and social Difficulty: Easy Learning Objective: 1 2. (p. 81) A firm’s external environment includes a remote sector‚ industry sector and an operating sector. The remote sector includes which of the following categories
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http://www.mcafee.cc/Papers/PDF/Barriers2Entry.pdf Economic and Antitrust Barriers to Entry R. Preston McAfee‚ Hugo M. Mialon‚ and Michael A. Williams1 December 1‚ 2003 Abstract We review the extensive literature on barriers to entry in law and economics; we introduce four concepts‚ namely economic‚ antitrust‚ primary‚ and ancillary barriers to entry; we employ these concepts to classify a set of well-known structural characteristics of markets and competitive tactics by incumbents; and
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EXIT BARRIERS Exit barriers are economic‚ strategic‚ and emotional factors that pre- vent companies from leaving an industry.9If exit barriers are high‚ companies be- come locked into an unprofitable industry where overall demand is static or declin- ing. The result is often excess production capacity‚ which leads to even more intense rivalry and price competition as companies cut prices in the attempt to obtain the customer orders needed to use their idle capacity and cover their fixed costs
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cold storage operators are engaged by either the producers or (most commonly) buyers (mainly) organized retailers to render packaging‚ pre-cooling and storage services. Geographic carrier: We will be looking at this industry at the pan-India level Barriers to entry Economies of scales: It is a largely untapped‚ fragmented & full of unorganized small size players. No player has achieved economies of scale and thus a new a new entrant with deep pockets can enter this industry and still be at a major
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by family run unorganized players Industry rivalry is intense but not cutthroat Rivalry Intense because of low switching costs‚ low levels of product differentiation‚ perishability of products diversity of rivals Rivalry is not cut throat since exit barriers are not high‚ fixed costs are not high‚ market growth is good Porter’s Five Forces: Travel Agency Porter’s Five Forces: Travel Agency : Threat of Substitutes: Low Threat of Substitutes‚ as travel moves up the list of household priorities Lot
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Five Forces determine the attractiveness of an industry‚ its profit potential‚ and the ease and attractiveness of mobility from one strategic position to another. Because of this‚ the analysis is useful when firms are making decisions about entry or exit from an industry as well as to identify major threats and opportunities in an industry. Why do we use it? This analysis was originally developed by Michael Porter‚ a Harvard professor and a noted authority on strategy. While all firms operate in
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sustained their respective leadership in the market and collectively controlled 44.8% of total industry volume. High exit barriers This type of companies need has a large number of employees in order to run their daily business. If wish to leave the market there will be high redundancy costs. The high investment in non-transferable fixed assets (vehicle) also build up the high exit barriers to the companies. High storage cost The storage cost was significantly high due to time is very important to
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FIVE FORCES ANALYSIS WORKSHEET Exhibit III-1 Five Forces Affecting Industry Structure ENTRY BARRIERS Economies of scale Proprietary product differences Brand identity Switching costs Capital requirements Access to distribution Absolute cost advantages Proprietary learning curve Access to necessary inputs Proprietary low-cost product design Government policy and international treaties Expected retaliation RIVALRY DETERMINANTS Industry Growth Fixed (or storage) costs/value-added Intermittent overcapacity
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BARGAINING POWER OF SUPPLIER • Bargaining power is the ability to influence the setting of prices. • The more concentrated and controlled the supply‚ the more power it wields against the market. • Monopolistics or quasi-monopolistic suppliers will use their power to extract better terms (higher profit margins or ) at the expense of the market. • In a truly competitive market‚ no one supplier can set the prices. Aggregation of Supply • Suppliers can group to wield more bargaining power. • This
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------------------------------------------------- Top of Form Buyer Bargaining Power (one of Porter’s Five Forces) Buyer Power Definition Porter’s Five Forces of buyer bargaining power refers to the pressure consumers can exert on businesses to get them to provide higher quality products‚ better customer service‚ and lower prices. When analyzing the bargaining power of buyers‚ the industry analysis is being conducted from the perspective of the seller. According to Porter’s 5 forces industry
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