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“For I know the plans I have for

you” declares the LORD “plans

to prosper you and not to harm
you, plants to give you hope
and future.
Any good business planning project has to start with
some analysis of the industry in which the venture will
operate and the competitors who already operate in
that industry?
These two aspects will define the operating
environment for the venture. One might say that these
create a description of the playing field for the
competitive battle.
 Industry Analysis

Competitor Analysis
An industry is a group of firms producing
a similar product or service, such as
airlines, fitness drinks, furniture, or
electronic games.
 Business Processing Unit
 Retail
 Gaming
 Hospitality and Leisure
 Real Estate
 Manufacturing
 Construction
 Energy and Automotive
 Shipbuilding
Industry Analysis is a tool that facilitate a company’s
understanding of its position relative to other
companies that produce similar products or services.
Industry analysis enables small business owners to
identify the threats and opportunities facing the
businesses, and to focus their resources on developing
unique capabilities that could lead to a competitive
 Emerging Industries
Industries that are reasonably new. These are often due to
advances in technologies.
 Fragmented Industries
Industries that have no dominant competitors that have
significant market share . There are many companies sharing a
fragmented market.
 Mature
Industries that have been around for a long time and in
which consolidation has led to only few firms with significant
market share.
 Declining Industries
Declining industries are mature industries that
have passed their peak and are seeing regular declines
in revenues that have been going on for a long time and
which do not appear reversible.
 Global Industries
Industries that have global presence and must
execute a global strategy.
Once one has identified the characteristics of the
industry in which a venture is planning to operate, it
is then necessary to analyze the potential (actual)
position of the new venture in regard to a 360 degree
view of the industry- including suppliers, customers,
competitors, substitutes, and other potential new
Bargaining Power of Suppliers
Bargaining Power of Customers
Threat of New Entrants
Threat of Substitutes
Rivalry among the firms in an industry
 The price that willing to pay for a product depends in part
on the availability of substitutes products.
 A substitute is not another version of the same product
The great danger of substitution occurs when:
1. Switching cost are low.
2. Substitutes are affordable.
3. Substitutes quality or Performance is better.
If the firms in an industry are highly profitable,
the industry becomes a magnet to new entrants.
Unless something is done to stop this, the
competition in the industry will increase, and
average industry profitability will decline. Firms
in an industry try to keep the number of new
entrants low by erecting barriers to entry. A
barrier to entry is a condition that creates a
disincentive for a new firm to enter an industry.
 Economy of Scale
 Product Differentiation
 Capital Requirements
 Cost advantage other than size
 Access to distribution channels
 Government and legal barriers
In most industries, the major determinant of
industry profitability is the level of competition
among existing firms. Some industries are
fiercely competitive, to the point where prices
are pushed below the level of cost, and
industry wide losses occur. In other industries,
competition in much less intense and price
competition is subbed
What is the nature and intensity of the rivalry
among existing firms?
Number and balance among competitors
Degree of difference among products
Growth rate of an industry
Level of fixed Cost
 Suppliers can suppress the profitability of the
industries to which they sell by raising prices or
reducing the quality of the component they provide.
If a supplier reduces the quality of the components
it supplies, the quality of the finished products will
suffer, and the manufacturer will eventually have to
lower its prices. If the suppliers are powerful
relative to the firms in the industry to which they
sell, industry profitability can suffer.
Do the suppliers wield a lot of control over the suppliers that
you need for your venture?
 Less is better for the new entrant
 Supplier Concentration
 Switching Costs
 Attractiveness of Substitutes
 Threat of Forward Integration
The reverse situation occurs when bargaining power rest in
the hands. Powerful buyers can exert pressure on small
business by demanding lower prices, higher quality or
additional services, or by playing competitors off one
another. The power of buyers tends to increase when single
customers account for large volumes of the business’s
product, when a substitutes are available for the product,
when the costs associated with switching suppliers are low,
and when buyers possess the resources to move backward
in the chain of distribution.
 Less bargaining power of buyers is better than new
 Buyer Group Concentration
 Buyer Costs
 Degree of Standardization of Suppliers Products
 Threat of Backward Integration
The five competitive forces model is a
framework for understanding the
structure of an industry. The model is
composed of the forces that determine
industry probability. They help determine
also the average rate of return for the
firms in an industry.
 Firm level Factors- Include a Firm assets, products,
culture, teamwork among its employees, reputation
and other resources.
Industry level Factors – Include threat of new entrants,
rivalry among existing firms, bargaining power of
buyers, and related factors,
 Environmental Trends – includes economic trends,
social trends, technological advances, and political
and regulatory changes.
 Business Trends- other trends that impact the
industry for example are profit margins in the
industry if it is increasing or failing.
A competitive analysis is a detailed
analysis of a firms competition. It
helps a firm understand the position
of its major competitors and the
opportunities that are available.
Ethical ways to obtain information about competitors
 Attend conferences and trade shows
 Purchase competitors product
 Study Competitors Web Sites
 Read industry-related books, magazines, and web sites
 Talk to the customers about what motivated them to buy
your product as opposed to your competitor’s product.
There are two Kinds of competitors
 Direct Competitors
Indirect Competitors
There are also future competitors either direct
or indirect