Industry analysis is relevant both to corporate-level and business-level strategy.
The basic model appears in Figure. This version is a little different from Porter’s original in that it is set within the environmental diagram, which was described in full in earlier chapters.
A problem with industry analysis which Porter does deal with is the need to determine the appropriate competitive arena. This has two dimensions, one of geography and the other of product. Anyone who analyses an industry has to decide whether the right basis of analysis is the world. At the product level it is an easy trap to take a market segment as the industry.
There are a number of general principles that can be determined for each box in Figure, and it is possible to say that if a certain condition occurs, it is likely to lead to more or less aggressive behaviour between competitors, or to move the balance of advantage from the industry to a buyer or a supplier. The check list approach is useful, but the skill in interpretation comes from looking at the interaction of all the factors. What gives the buyer an advantage may be offset by another factor that favours the industry firm.
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Strategic Management Tutorial
From Planning To Strategic Management And Beyond
Strategic Management: Success Or Failure?
A Look At The Total Process
The Challenge Of The Future
The Environment: Assumptions In Planning
Techniques For Assessing The Environment
Business Philosophy (ethics And Morality) And Strategic Management
The Corporate Appraisal – Assessing Strengths And Weaknesses
Analysing The Industry And Competitors
Analysing The Uk Management Development And Training Industry: A Case History
The Search For Shareholder Value
Vision And Objectives
Strategic Portfolio Analysis
Portfolio Analysis In Practice
Strategic Planning – A Second Look At The Basic Options
Multinational And Global Strategy
Technology And Manufacturing
Strategic Planning For Human Resources
Relating To The External Environment
Evaluating A Business Plan
Project Planning And Appraisal
From Plans To Actions
Management Of Change
Introducing Strategic Management
Why Planning Sometimes Fails
Strategic Management To Strategic Change?
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