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Blog
• Please check regularly!
– http://strategy2012.skynetblogs.be/
• Syllabus, slides, case info, e-clip info
• Exam info!
2
Last class: What is Strategy?
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• Defining what strategy is (not)
• General vocabulary of strategy
• Limitations course: mostly analysis/science
– Less insight & craft
• Although you can make up for that by reading cases, FT...
Overview Course
• Introduction
– Class 1: What is Strategy? (17/09)
• Part I: The Strategic Position
What is our current strategic context?
– Class 2: The Environment (24/09)
– Class 3: Strategic Capabilities (01/10)
– Class 4: Strategic Purpose (08/10)
– Class 5: Culture and Strategy (15/10)
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Overview Course (2)
• Part II: Strategic Choices
What choices can we make for the future?
– Class 6: Business strategy (22/10)
– Class 7: Corporate strategy (05/11)
– Class 8: McKinsey guest lecture (to be specified)
– Class 9: International Strategy (to be specified)
– Class 10: Innovation I (23/11)
– Class 11: Innovation II (30/11)
– Class 12: M&A, alliances, organic growth (03/12)
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Overview Course (3)
• Part III: Strategy in Action
How do we get there in practice?
– Class 13: Strategy development processes (07/12)
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Slide 2.7
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
Slide 2.7
The Strategic Position 2: The Environment
Slide 2.8
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
Slide 2.8
Part I: The Strategic Position
The Focus of part I:
The strategic position
• How to analyse an organisation’s position in the external
environment
• How to analyse the determinants of strategic capability –
resources, competences and the linkages between them
• How to understand an organisation’s purposes, taking
into account corporate governance, stakeholder
expectations and business ethics
• How to address the role of history and culture in
determining an organisation’s position
9
Learning outcomes (1)
• Analyse the broad macro-environment of organisations in
terms of political, economic, social, technological,
environmental (‘green’) and legal factors (PESTEL)
• Identify key drivers in this macro-environment and use
these key drivers to construct alternative scenarios with
regard to environmental change.
Learning outcomes (2)
• Use Porter’s five forces analysis in order to define the
attractiveness of industries and to identify their potential for
change
• Importance market segments & strategic customer
The PESTEL framework
The PESTEL framework categorises macro-environmental influences into six main types:
political, economic,
social, technological,
environmental legal
Thus PESTEL provides a comprehensive list of influences on the possible success or failure of particular strategies.
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Political
• Government support for national carriers
• Security controls
• Restrictions on migrations
Economic
• National and regional growth rates
• Fuel prices (euro exchange rates)
Social
• Rise in travel by elderly
• Student international study exchange
Technological
• Fuel-efficient engines
• Security check technology
• Business teleconferencing
Environmental
• Noise pollution controls
• Energy consumption controls
• Land for growing airports
Legal
• Restrictions on mergers
• Preferential airport rights
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Political
• Political pressures against drinking & driving / binge drinking
Economic
• Rise of the Asian economies
• Energy prices soaring
Social
• Maturing tastes N-Europe / rising consumption S-Europe/Asia
• Awareness of alcohol on fitness
Technological
• Innovations around products such as ice-cold lager
Environmental
• Packaging issues
Legal
• Changes in licensing laws & permitted alcohol limits for driving
Using the PESTEL framework
• Apply selectively • Avoid death by information overload
• identify key factors which impact on the industry, market and organisation in question
• factors that may challenge status quo in the next few years
• In brewing industry?
– Shifting geography of taste
• rise of Asian economies and southern Europe (under Ec & S)
– Responsibility for product side-effects in home markets (West)
• Increasing hostility to side-effects of drinking in West (under P and L)
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Goal of scenario analysis is…
1) Predict future scenarios
2) Debate plausible scenarios
3) Forecast scenarios
• Consider plausible alternative futures – do not to attempt to predict the unpredictable
• Value = Organizational learning & debate – Limit key drivers!
– Give memorable titles
– No prediction, forecast or relative probabilities
• How many scenarios? – Avoid 3 scenarios: increases risk-aversion
• Managers will go for the middling scenario
• Two or four scenarios – avoid an easy mid-point
• Strategies for each scenario – Influence & monitor environment to deal with
• Threats & opportunities
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Scenario analysis (2)
Scenarios brewing industry (2022)
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Tobacco II Escape from Alcatraz
Colonising the world
lMuch ado about
nothing
High
responsibility
side-effects
Low
responsibility
side-effects
Large
geographical
shift
Small
geographical
shift
Scenarios for the global financial system, 2020 https://members.weforum.org/pdf/scenarios/TheFutureoftheGlobalFinancialSystem.pdf
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TRY YOURSELF!
European Airlines industry
Financial Services industry!
Slide 2.21
Johnson, Whittington and Scholes, Exploring Strategy, 9th Edition, © Pearson Education Limited 2011
Layers of the business environment
Industry analysis • What is an industry?
– Firms producing same principal products/services
• 2 goals of industry analysis?
– Assess attractiveness industry structure
• Should we get in or out?
– Can we shape industry structure in our favour
• Not just passive stance
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1 Threat of Entry
• Height entry barriers
– Economies of scale and experience
• Automobiles, advertising FMCG, pharma
– But Internet banking (only 10,000 customers to be viable)
– Expected retaliation
• Price war or marketing blitz; global retaliation
– Access to supply or distribution channels
• Problem for new entrants in industries with retail component
– Yet, bypassed by Dell and Amazon
– Legislation or government action
• From patent protection to tariffs
– (De)regulation!
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1 Threat of Entry
• Height entry barriers
– Differentiation
• Importance brands
• Soft drinks versus steel
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2 Threat of substitutes • Substitutes are?
– Products/services that offer similar benefit to an industry’s products or services, but by a different process coming out of different industry
• Price/performance ratio
• Alumnium vs steel in automobile manufacturing applications
• Videoconferencing vs travel
• Extra-industry influences
– Always take into account!
• Demand wired telephone lines in emerging economies
– Capped due to?
• choice for wireless mobilies
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3 Power of Buyers • Buyers are?
– The organization’s immediate customers, not necessarily the ultimate consumers
• Power of buyers
– Concentrated buyers
• Few grocery retailers = bulk of milk market demand
– Low switching costs
• Low for weakly differentiated commodities
– Steel, airlines, hotels
– Buyer competition threat
• Buyer own supply or retail facilities?
– Threat of backward or forward vertical integration
• E.g some steel companies own iron ore sources themselves
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4 Power of Suppliers • Power of suppliers
– Concentrated suppliers
• Iron ore industry: 3 main producers
– Most steel companies still weak bargaining power
– High switching cost
• Microsoft’s operating system / office software
– Buyers prepared to pay premium to avoid hassle
– Supplier competition threat
• Foward vertical integration: e.g. on-line booking
– Low-cost airlines cut out travel agencies
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5 Competitive rivalry
• Among existing industry competitors
– Competitor balance
• Numerous or roughly equal in size & power?
• One or two very dominant = less intense rivalry
– Industry growth
• Slow often means fierce rivalry
– Fixed costs
• High often means fierce rivalry
– Need larger volume to lower unit costs (overcapacity!)
– Exit barriers
• High tends to increase rivalry (esp declining ind)
– Differentiation
• Low increases rivalry
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Industry structure: profitability & growth
• Choice of industry has important consequences
– Soft-drinks, pharmaceutical: 5 star industry
• Five forces are relatively weak
– Airlines, hotels: 0 star industry
• Five forces are relatively strong
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Airline industry: profitability? (US figures)
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Annual Loss and Earnings
1990 $ 3.9 billion loss
1991 $ 1.9 billion loss
1992 $ 4.8 billion loss
1993 $ 2.1 billion loss
1994 $ 0.3 billion loss
1995 $ 2.3 billion profit
1996 $ 2.8 billion profit
1997 $ 5.2 billion profit
1998 $ 4.9 billion profit
1999 $ 5.4 billion profit
2000 $ 2.5 billion profit
2001 $ 8.3 billion loss
2002 $ 11.0 billion loss
2003 $ 2.4 billion loss
2004 $ 7.6 billion loss
2005 $ 5.7 billion loss
US airlines (but also EU!) - Never a sustained return on
investment!
- Long periods of loss-making
- Spurts of mediocre profitability
Airlines industry: 5 forces
1. Threat of entry? – Low barriers of entry make for a constant stream of new entrants
• You can rent a plane, lease a gate, it’s all generic technologies
• No high capital requirements for planes: high resale value!
• Can start with one flight, very sexy industry
• Overall threat?
strong
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Airlines industry: 5 forces
2. Threat of substitutes? – Business travellers: videoconferencing
– Short-haul customers: trains, cars, ferries
• Overall threat?
strong
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Airlines industry: 5 forces
3. Power of buyers? – Online-comparison easy
– Strong middle men
– Buy tickets in bulk and sell to customers
• Overall buyer power?
strong
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Airlines industry: 5 forces
4. Power of suppliers? – Only 2 main manufacturers
• Boeing and Airbus
– Airports have lots of clout
– Pilots
• No substitute!
• If they strike they can shut you down!
• Overall supplier power?
strong
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Airlines industry: 5 forces
5. Competitive rivalry? – Very hard to differentiate economy travel
• Same planes, seats
– All about price!
• Overall strength rivalry?
strong
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What can airlines do?
• Buyer power – Find better ways of differentiating
– Sell directly to customers
• Supplier power – Encourage new aircraft manufacturers
• Bombardier, Embraer...
• Substitutes – Improve reliability and check-in procedures
– Total journey times should fall!
38
What can airlines do?
• New entrants – Find ways to discourage airports and others to let in new players
• Competitive rivalry – Enforce new price discipline
• Form new alliances
• Let strong players take over weak ones
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Threat of entry: global brewers
• Facilitating entry
– Beer brands enter new territories through industry consolidation
• Budweiser & ABInbev
– Counter-globalization niche for micro-brewers
• lots of small, specialist regional brewers with authentic experience
• Discouraging entry
– High on experience curve / capital requirements given mature, consolidating industry
– Strict regulations, high taxes and sluggish growth
– Importance international branding to command premium price
• Overall threat of entry?
moderate
41 |
Threat of substitutes: global brewers
• Maturing tastes in N-Europe
• Diversification threat
– from wine and other non-beer industries
• Overall threat of substitutes?
– moderate
42 |
Power of buyers: global brewing
• Buyers are? – Supermarkets, hypermarkets, specialist retailers, clubs, pubs, restaurants…
• Forces that strengthen buyer power? – Low switching costs for some standard beers
– Large supermarkets can negotiate on bulk purchases
• Forces that weaken buyer power? – Diversity & number
– Brewers differentiate beers globally and locally
• Buyers around the world have to offer large variety of beers
– Some forward integration by larger brewers
• Into pubs
• Overall buyer power?
– moderate
43 |
Power of suppliers: global brewing
• Suppliers are?
– providers of raw materials, other flavoring, packaging, machines, equipment and licenses
• Forces that strengthen supplier power?
– Smaller, traditional brewers not vertically integrated
• Even Heineken purchases malt on a contractual basis
– Quality raw material is highly important
• Forces that weaken buyer power?
– Independent hop growers are numerous
– Scale dominant multinational players
- e.g. SabMiller now grows own hops, and has its own apple orchards
• Overall supplier power?
moderate
44 |
Competitive rivalry: global brewing • Increasing rivalry
– recent economic downturn (depressing already slim margins)
– presence of large incumbents (overcapacity!)
• high fixed costs
– globalization of brands (specialized assets lead to high exit barriers)
• low switching costs for customers
• Decreasing rivalry
– New differentiation
• Organic & “lite” beers (health)
– Diversification
• Anheuser Busch manufactures aluminium cans
• Overall rivalry?
– strong
46 |
What can brewers do?
• Differentiate premium brands internationally
–
• Standard lager sells best world-wide
– Potential growth low/non-alcohol beer!
– Worldwide marketing campaigns
• FIFA, Super Bowl
• Focus on Asia & Brazil
– rising disposable incomes & cultural shift twds alcoholic bvges
• Africa & Middle East
– Biggest growth potential
• Further consolidation?
– AB Inbev & SabMiller to drive down costs!
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What can brewers do?
• Differentiate premium brands internationally
–
• Standard lager sells best world-wide
– Potential growth low/non-alcohol beer!
– Worldwide marketing campaigns
• FIFA, Super Bowl
• Focus on Asia & Brazil
– rising disposable incomes & cultural shift twds alcoholic bvges
• Africa & Middle East
– Biggest growth potential
• Further consolidation?
– AB Inbev & SabMiller to drive down costs!
49
Industry analysis: difficulty!
• Define the right industry
– Converging industries (high-tech)
• Telephone & photographic
– Kodak vs Nokia or Samsung
– Different strategic customer
• F.i. Airline industry
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Strategic Customer
• The Strategic customer is
– the person(s) in market segment at whom the strategy is primarily addressed because they have the most influence over which goods or services are purchased.
most disliked European airline
– Poll TripAdvisor (Oct 2006)
• Amongst frequent (business) travellers
– E-clip parody low-cost airlines
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