How-competitive-forces-shape-streagy

Howcompetitiveforcesshapestrategy0940401109桓宇WhoisMichaelPorterMr.PorterisbusinessstrategyAnassociateprofessorofbusinessadministrationattheHarvardBusinessSchool.Hisisaleadingauthorityoncompetitivestrategy,thecompetitivenessandeconomicdevelopmentofnations,states,andregions,andtheapplicationofcompetitiveprinciplestosocialproblemssuchashealthcare,theenvironment,andcorporateresponsibilityThefiveforcesthatshapeindustrycompetitionRivalryamongexistingcompetitorsCompetitorsarenumerousorareroughlyequalinsizeandpowerIndustrygrowthisslow,precipitatingfightsformarketsharethatinvolveexpansion-mindedmembersTheproductorservicelacksdifferentiationorswitchingcosts,whichlockinbuyersandprotectonecombatantfromraidsonitscustomersbyanotherFixedcostsarehighortheproductisperishable,creatingstrongtemptationtocutpricesCapacityisnormallyaugmentedinlargeincrementsExitbarriersarehighThreatofnewenteringSixmajorsourcesofbarrierstoentry:EconomiesofscaleProductdifferentiationCapitalrequirementsCostdisadvantagesAccesstodistributionchannelsGovernmentpolicyThecompanyislikelytohavesecondthoughtsif:TheincumbentspossesssubstantialresourcestofightbackTheincumbentsseemlikelytocutpricesIndustrygrowthisslow,affectingitsabilitytoabsorbthenewarrivalandprobablycausingthefinancialperformanceofallthepartiesinvolvedtodecline.TheexperiencecurveasanentrybarrierCrucialelementsindeterminingtheappropriatenessofastrategybuiltontheentrybarrier:TheheightofthebarrierdependsonhowimportantcostsaretocompetitioncomparedwithotherareasThebarriercanbenullifiedbyproductorprocessinnovationsleadingtoasubstantiallynewtechnologyandtherebycreatinganentirelynewexperiencecurveIfmorethanonestrongcompanyisbuildingitsstrategyontheexperiencecurvetheconsequencescanbenearlyfatalBythetimeonlyonerivalisleftpursuingsuchasstrategyindustrygrowthmayhavestoppedandtheprospectsofreapingthespoilsofvictorylongsinceevaporatedimportantadditionalpointstonoteaboutthethreatofentryFirst,itchanges,ofcourse,astheseconditionschangeTheexpirationofPolaroid'sbasicpatentsoninstantphotography,forinstance,greatlyreduceditsabsolutecostentrybarrierbuiltbyproprietarytechnology.ItisnotsurprisingthatKodakplungedintothemarket.Productdifferentiationinprintinghasallbutdisappeared.Conversely,intheautoindustryeconomiesofscaleincreasedenormouslywithpost-WorldWar1Iautomationandverticalintegration-virtuallystoppingsuccessfulnewentrySecond,strategicdecisionsinvolvingalargesegmentofanindustrycanhaveamajorimpactontheconditionsdeterminingthethreatofentry.BargainingpowerofsupplierItisdominatedbyafewcompaniesandismoreconcentratedthantheindustryitsellstoItsproductisuniqueoratleastdifferentiated,orifithasbuiltupswitchingcostsItisnotobligedtocontendwithotherproductsforsaletotheindustryItposesacrediblethreatofintegratingforwardintotheindustry'sbusinessTheindustryisnotanimportantcustomerofthesuppliergroupBargainingpowerofbuyerItisconcentratedorpurchasesinlargevolumesTheproductsitpurchasesfromtheindustryarestandardorundifferentiatedTheproductsitpurchasesfromtheindustryformacomponentofitsproductandrepresentasignificantfractionofitscostItearnslowprofits,whicecreategreatincentivetoloweritspurchasingcastsTheindustry’sproductisunimportanttothequalityofthebuyers’productsorservicesTheindustry’sproductdoesnotsavethebuyermoneyThebuyersposeacrediblethreatofintegratingbackwardtomaketheindustry’sproductThreatofsubstituteproductsorservicessubstituteproductsthatdeservethemostattentionstrategicallyarethosethat:Aresubjecttotrendsimprovingtheirprice-performancetrade-offwiththeindustry’sproductAreproducedbyindustriesearninghighprofitsFormulationofstrategyThestrategistcandeviseaplanofactionthatmayinclude:A.PositioningthecompanyB.InfluencingthebalanceC.ExploitingindustrychangeD.Multifacetedrivalry