Beruflich Dokumente
Kultur Dokumente
1. Mahasiswa mampu menjelaskan ancaman dalam persaingan industri 2. Mahasiswa mampu menjelaskan konsep persaingan industri 3. Mahasiswa mampu menjelaskan strategi bersaing perusahaan berdasarkan perannya di pasar sasaran
Induce your competitors not to invest in those products, markets and services where you expect to invest the most that is the fundamental rule of strategy.
Bruce Henderson, Founder of BCG
Analyzing Competitors
Objectives
Strategies Competitor Actions
Reaction Patterns
Industry Competition
Number of Sellers - Degree of Differentiation Entry, Mobility, Exit barriers Cost Structure Degree of Vertical Integration Degree of Globalization
Struktur Industri
Monopoli Oligopoli Persaigan monopolistik Persaingan Murni
Entry Barriers
Low
High
Quality
Group A Narrow line Lower mfg. cost Very high service High price Group B Full line Low mfg. cost Good service Medium price
High
Group C Moderate line Medium mfg. cost Medium service Medium price Group D Broad line Medium mfg. cost Low service Low price
Low
Low
Vertical Integration
Products
Hardware Accessories
Software
Seleksi Pesaing
Pesaing Kuat vs Pesaing Lemah Pesaing Dekat vs Jauh Pesaing yang baik vs buruk
40%
Expand Market
Defend Market Share Expand Market Share
30%
Attack leader Status quo
20%
Imitate
10%
Specialize
Profitability
0%
25%
50%
75%
100%
Market share
Nichemanship
End-user specialist Vertical-level specialist Customer-size specialist Specific-customer specialist Geographic specialist Product or product-line specialist Product-feature specialist Job-shop specialist Quality-price specialist Service specialist Channel specialist
Balance
Customer
+ opportunities + Long-run profit + Emerging needs & groups
Competition
+ Fighter orientation + Alert + Exploit weaknesses - Reactive