External Analysis: The Identification of

Industry Opportunities and Threats

Strategic
Management

3-1

Tujuan Pembelajaran :
Melakukan review teknik utama digunakan untuk

melakukan analisis persaingan di lingkungan industri :

Five Forces Model (Model Lima Kekuatan).
Eksplorasi konsep strategic group dan
menggambarkan implikasinya terhdp analisis industri.
Memahami bagaimana industri berevolusi sepanjang
waktu berdasarkan model Industry Life Cycle.
Memahami bagaimana pengaruh lingkungan makro
terhadap persaingan dalam industri

3-2

Analisis Struktur Industri

Kesempatan2 & ancaman2 merupakan
tantangan persaingan yang bisa merubah
struktur industri.
The Five Forces Model
membantu manajer
memformulasi strategi
yang sesuai.

3-3

The Five Forces Model

FIGURE 3.1
3-4

Potential Competitors
Pendatang baru (new entrants) mengancam
perusahaan incumbent.
Halangan masuk (entry barriers)
Brand loyalty
Absolute cost advantages
Economies of scale
Switching costs
Government regulation

Halangan masuk mengurangi

ancaman persaingan baru.
3-5

Persaingan perusahaan dalam

industri
Intensitas persaingan dipicu oleh faktor2 :
Struktur persaingan industri.
Kondisi permintaan (growth or decline) industri.
Tingginya halangan keluar industri.

3-6

Competitive Structure
Continuum of
Industry Structures
Fragmented
Many firms,
no dominant
firm

Few firms,
shared dominance
(oligopoly)

Consolidated
One firm or one
dominant firm
(monopoly)

3-7

Kekuatan tawar pembeli

(The Bargaining Power of Buyers)

Buyers are most powerful when:
Many small sellers and few large buyers.
Buyers purchase in large quantities.
A single buyer is a large customer to a firm.
Buyers purchase from multiple sellers at once.
Buyers can easily vertically integrate to compete with
suppliers.

3-8

Kekuatan tawar penjual

(The Bargaining Power of Suppliers)
Suppliers have bargaining power when:
Their products have few substitutes and are important
to buyers.
The buyers industry is not an important customer to
the supplier.
Differentiation makes it costly for buyers to switch
suppliers.
Suppliers can vertically integrate forward to compete
with buyers and buyers cant integrate backward to
supply their own needs.

3-9

Barang substitusi (Substitute

Products)
Ancaman persaingan barang substitusi
meningkat ketika kegunaan barang
substitusi makin dekat dengan kebutuhan
customer.
Far

Close

3-10

A Sixth Force: Complementors

Complementors:
Companies whose products are sold in tandem with

another companys products.

Increased supply of a complementary product
collaterally increases demand for the primary product.

Example:
Faster CPU chips fuel sales

of personal computers.

3-11

The Role of the Macroenvironment

FIGURE 3.2
3-12

Strategic Groups dalam industri

Konsep strategic groups
Dalam industri yang sama, kelompok pesaing

menggunakan strategi yang hampir sama.

Implikasi adanya strategic groups

The closest industry competitors are those in the

group.
The various industry groups are differentially and
competitively advantaged and positioned.
Mobility barriers inhibit (menghalangi) the movement
of competitors from one strategic group to another.
3-13

Strategic Groups in the

Pharmaceutical Industry

FIGURE 3.3
3-14

Keterbatasan The Five Forces dan

Strategic Group Models
Kedua model statis dan mengingkari adanya inovasi.
Keduanya lebih fokus pada struktur industri & group
dibandingkan perusahaan secara individu.
Inovasi menciptakan perubahan struktur industri dan
mengubah lingkungan persaingan.
Struktur industri tidak sepenuhnya
menjjelaskan perbedaan kinerja
antara pesaing-pesaing
industri.
3-15

The Industry Life Cycle Model

Stages in the industry life cycle:

FIGURE 3.5
3-16

Growth in Demand and Capacity

FIGURE 3.6
3-17

Globalization and Industry

Structure
Globalization

Globally dispersed production lowers

costs and increases quality.

Global markets are replacing
national markets.

Trend implications
No isolated national markets
More competitors, more intense competition
More rapid innovation and shorter product life cycles
3-18

The Nation-State and Competitive

Advantage
The determinants of competitive advantage:

Factor
endowments

FIGURE 3.8
3-19