Table of Contents

Chapter 3 -- External Analysis: The Identification of Industry Opportunities and Threats

Preview

Figure 3.1: The Five Forces Model

Potential Competitors

Rivalry Among Established Companies

Rivalry Among Established Companies (Continued)

Rivalry Among Established Companies (Continued)

The Bargaining Power of Buyers Is Highest When:

Bargaining Power of Suppliers Is Highest When

The Threat of Substitute Products

Figure 3.3: The Role of the Macro-Environment

Figure 3.3: The Role of the Macro-Environment

Figure 3.3: The Role of the Macro-Environment

Figure 3.3: The Role of the Macro-Environment

Figure 3.3: The Role of the Macro-Environment

Figure 3.3: The Role of the Macro-Environment

Strategic Groups Within Industries

Figure 3.4: Strategic Groups in the Pharmaceutical Industry

Figure 3.4: Strategic Groups in the Pharmaceutical Industry

Figure 3.4: Strategic Groups in the Pharmaceutical Industry

Strategic Groups Within Industries (Continued)

Limitations of the Five Forces and Strategic Group Models

Figure 3.5: Punctuated Equilibrium and Competitive Structure

Limitations of the Five Forces and Strategic Group Models (Continued)

Figure 3.6: Stages of the Industry Life Cycle

Figure 3.6: Stages of the Industry Life Cycle

Figure 3.6: Stages of the Industry Life Cycle

Figure 3.7: Growth in Demand and Capacity

Figure 3.6: Stages of the Industry Life Cycle

Figure 3.6: Stages of the Industry Life Cycle

Limitations of the Five Forces and Strategic Group Models (Continued)

Globalization and Industry Structure

The National State and Competitive Advantage

Figure 3.8: The Determinants of National Competitive Advantage

Chapter Summary

Author: Milton Pressley