Analisis Lingkungan Industri:

Analisis Industri & Five Forces

Model

Presented by Desta Sulaesih Mursyidah, S.E., M.M.

Analisis Industri
Thompson & Strickland menyarankan dalam analisis industri
untuk mempergunakan pertanyaan-pertanyaan berikut:

1. What are the indutry’s dominant economic traits?

2. How strong are competitive forces?
3. What forces are driving change in the industry? 4. What
market positions do rivals occupy? What moves will they
make next?
5. What strategic moves are rivals likely to make next? 6.
What are the key factors for competitive success? 7. How
attractive is the industry from a profit perspective?
Question 1: What are the Industry’s
Dominant Economic Traits?
• Market size and growth rate
• Number of rivals
• Scope of competitive rivalry
• Buyer needs and requirements
• Degree of product differentiation
• Product innovation
 • Supply/demand conditions
• Pace of technological change
• Vertical integration
• Economics of scale
• Learning and experiences curve effects
Question 2: What Kinds of Competitive Forces Are Industry Members
Facing?
Firms In Other Industries
Offering Substitutes Product

Competitive pressures coming from

the attempts of companies outside the industry
to win buyers over to their products
Rivalry

Suppliers Other stemming from

of Raw Resources Inputs supplier
Materials, Parts, bargaining and
supplier seller
Components, or Competitor
colaboration
pressures
 competitive
advantage

Competitor
pressures stemming
from

buyer
bargaining power
and buyer seller
Among
colaboration
Competing
Sellers
Competitive
pressures created by
jockeying For better
market position,
increased sales and
market share, and
Buyers
 Competitive pressures coming from the threat of entry of new rivals

Potential
New Entrants

Strategic Implication of the

Five Competitive Forces
Competitive environment is bargaining power
unattractive Competitive environment is
- Rivalry is very tight ideal
- Entry barriers are low and - Rivalry is moderate
entry is likely - Entry barriers are high and no
- Competition from firm is likely to enter
substitutes is strong - Good substitutes do not exist
- Suppliers and customers have - Suppliers and customers are in a
considerable weak bargaining
position
 Question 3: What Factors Are Driving Industry
Change and What Impacts Will They Have?
• Industries change because forces from global and
macro environment are driving industry
participants to alter their actions.
• Common Types of Driving Forces:
- Internet capabilities and applications
- Increasing globalization of industry
- Product innovation
- Technological change/process innovation
- Marketing innovation
- Changes in long-term industry growth rate
- Changes in who buys the product and how they use it
Analyzing Driving Forces:
Three Key Steps
STEP 1: Identify forces likely to exert greatest influences over next 1
– 3 years
- Usually no more than 3 – 4 factors quality as real drivers of change
STEP 2: Asses impact
- Are the driving forces acting to cause market demand for product
to increase or decrease?
- Are the driving forces acting to make competition more or less
intense?
- Will the driving forces lead to higher or lower industry profitability?
STEP 3: Determine what strategy changes are needed to prepare for
impacts of driving forces

Question 4: What Market Positions

Do Rivals Occupy?
• One technique to reveal different competitive
positions of industry rivals is strategic group
 mapping

• A strategic group is a cluster of firms in an

industry with similar competitive approaches
and market positions
Procedure for Constructing a Strategic
Group Map
STEP 1: Identify competitive characteristics that
differentiate firms in an industry from one another
STEP 2: Plot firms on a two-variable map using pairs of
these differentiating characteristics
STEP 3: Assign firms that fall in about the same strategy
space to same strategic group
STEP 4: Draw circles around each group, making circles
proportional to size of group’s respective share of
total industry sales
Question 5: What Strategic Moves Are
Rivals Likely to Make Next?
• A firm’s best strategic moves are affected by:
- Current strategies of competitors
- Future actions of competitors
• Profiling key rivals involves gathering competitive
intelligence about:
- Current strategies
- Most recent actions and public announcements
- Resources strength and weaknesses
- Efforts being made to improve their situation
- Thinking and leadership styles of top executives
Question 6: What Are the Key Factors for
Competitive Success (KSFs)?
• KSF’s are those competitive factors most affecting every
industry member’s ability to prosper
• KSFs concern
- Specific strategy elements
- Product attributes
- Resources
- Competencies
- Competitive capabilities
that a company needs to be competitively successful •
KSFs are attributes that spell the difference between -
Profit and loss
- Competitive success or failure
Identifying Industry Key Success
Factors
• Pinpointing KSFs involves determining
- On what basis do customers choose between
competing brands of sellers?
- What resources and competitive capabilities does a
seller need to have to be competitively successful? -
What does it take for sellers to achieve a sustainable
competitive advantage?
• KSFs consist of the major determinants for success
- Rarely are there more than 5 – 6 factors that are
truly key to the future financial and competitive
success of industry members
Example: KSFs for Apparel
Manufacturing Industry
• Appealing designs and color combinations –
to create buyer appeal

• Low-cost manufacturing efficiency – to keep

selling prices competitive
Question 7: Does the Outlook for the
Industry Present an Attractive
 Opportunity?
• Involves assesing whether the industry and
competitive environment is attractive or
unattractive for earning good profits
• Under certain circumstances, a firm uniquely well
situated in an otherwise unattractive industry can
still earn unusually good profits
- Attractiveness is relative, not absolute
- Conclusions about attractiveness have to be drawn from the
perspective of a particular company
Alat analisis Kemenarikan
(Industry Life Cycle)
Industry Matrix
Key Success Factors (KSFs)
External Factor Analysis Summary
(EFAS)
External Factors Evaluation (EFE)

External Factor Analysis Summary

(EFAS)
External Factors Evaluation (EFE)