1、The Analysis of Driving Forces of Industry Competition產業競爭要素分析Michael E. Porter麥克 E. 波特 Professor of Harvard Business School哈佛商學院教授.Objectives目的Introduce the concept of structural analysis as a framework for understanding the fundamental forces of competition in an industry 引見行業競爭要素分析的構造性框架Learning

2、you and your channels conditions more Efficiently and Accurately 更準確、有效地了解相關公司及渠道情況.Agenda議程The myths about competition environment 有關競爭環境的誤區5 structural determinants of the intensity of competition 5種行業競爭要素.Myths 誤區Myth1: Competition locates only inside the industry 誤區1：競爭只存在于行業公司之間Reality: Competi

3、tion locates everywhereSuppliers/Co-workers/Co-operators/ 現實：競爭來自于一切相關者：供應商、同事、協作者Myth2: Customer is God 誤區2： 顧客就是上帝Costomer is your co-competitior 現實：顧客是“ 協作競爭者ComComComComCom.The Real Environment 真實的環境Industry Competitors行業內的競爭者替代產品供應商客戶潛在的進入者.5 Driving Forces of Industry Competition5種產業競爭的驅動要素Thr

4、eat of Entry進入要挾Rivalry Among Existing Firms現有的業內競爭Bargaining Power of Suppliers供應方的侃價實力Bargaining Power of Buyers需求方的侃價實力Threat of Substitute Products/Services替代要挾.Barriers to Entry進入壁壘Economies of Scale規模經濟Product of Differentiation產品歧異性Capital Requirements資金要求Switching Costs轉換本錢Access to Distribu

5、tion Channels渠道到達.Barriers to Entry(2)Cost Disadvantages Independent of Scale非規模的本錢優勢 Proprietary technology專利技術 Favorable access to raw materials獨有的原資料 Favorable locations有利的位置 Government subsides政府補貼 Learning / experience Curve學習/閱歷曲線Government Policy政府政策.Intensity of Rivalry Among Existing Compet

6、itorsg現有業內競爭Numerous or Equally Balanced Competitors眾多勢均力敵的競爭者Slow Industry Growth行業增長緩慢High Fixed/Storage Costs高固定/儲存本錢Lack of Differentiation or Switching Costs 缺乏歧異性或轉換本錢Capacity Augmented in Large Increments 競爭才干大幅度加強Diverse Competitors競爭者類型眾多.Intensity of Rivalry Among Existing Competitors(2)Hi

7、gh Strategic Stakes高戰略性投入High Exit Barriers高退出壁壘 Specialized assets特殊資產 Fixed costs of exit高退出本錢 Strategic interrelationships戰略性關系 Emotional barriers感情妨礙 Government & social restrictions政府&社會限制Shifting Rivalry競爭轉移.Bargaining Power of BuyersIt is Concentrated or purchases large volumes relative to se

8、ller sales 購買量較大The products it purchases from the industry represent a significant fraction of the buyers cost or purchases 占據買方本錢構成的比例較大The products it purchases from the industry are standard or undifferentiatied 產品是規范化的、非歧異性的It faces few switching costs面臨較少轉換本錢.Bargaining Power of Buyers(2)It ea

9、rns low profits 買方利潤較低Buyers pose a credible threat of backward integration 買方表現出后向整合的要挾The industrys product is unimportant to the quality of the buyers product/service 產品對買方的重要性較少The buyer has full information 買方擁有充分信息.Bargaining Power of SuppliersIt is dominated by a few companies and is more con

10、centrated than the industry it sells to 賣方的行業中公司較少并且集中It is not obliged to contend with other subsitute products for sale to the industry 沒有明顯的替代產品The industry is not an important customer of the supplier group 該行業不是賣方集團的主要客戶.Bargaining Power of Suppliers(2)The suppliers product is an important inpu

11、t to the buyers business 賣方產品對買方的業務非常重要The supplier groups products are differentiated or it has built up switching costs 賣方產品具有歧異性或已建立轉換本錢The supplier group poses a credible threat of forward integration 賣方表現出前向整合的要挾.The Threat of SubstitutionThe relative value/price of a substitute compared to an

12、industrys product 替代品相對于原產品的性能/價錢比Usage rate運用頻率Financing cost財務本錢Relative variability of price or availability 本錢或能夠性的相對變化Direct costs of use直接運用本錢Number of functions功能的數量Cost & performance of complementary products 整體的本錢&性能Uncertainty不確定性Perception of value感知價值.The Threat of Substitution(2)The cos

13、t of switching to the substitute 替代品的轉換本錢Identifying & Qualifying sources 資源確實認&質檢Cost of redesign or reformulation重設計/重規范本錢Retraining or relearning cost重培訓/重學習本錢Changing role of the user運用者角色轉變Risk of failure失敗的風險New ancillary products新的輔助本錢Switching cost vs. Switching-Back costs 轉換本錢 vs. 再轉換本錢.The Threa