Professional Documents
Culture Documents
Advantage
Session 5-6
By
Dr. Jitarani Udgata
Ph.D. IIFT-D
Strategic Elements of Competitive
Advantage
Competitive Advantage (Michael Porter’s Diamond
Model)
Industry Analysis: Forces Influencing Competition
Global Competition and National Competitive
Advantage
Michael Porter’s Diamond Model
4 factors in Porter’s diamond
These regional advantages can be assessed by 4 factors in Porter’s
diamond:
Firm strategy and rivalry: Competition in the home market that
drives innovation and quality .
Demand conditions: A country with sophisticated home buyers
who have an awareness and demand for advanced, quality, and
innovative products which can create international competitiveness
Related and supporting industries : presence of suppliers and
related industries within a region.
Factor (input) conditions: These factors can be grouped into
material resources-human resources (labor costs, qualifications and
commitment) Knowledge resources and infrastructure.
Government:
Michael Porter also mentions factors like Government and
chance events that influence competition between companies.
Governments can play a powerful role in encouraging the
development of industries and companies both at home and
abroad. Governments finance and construct infrastructure
(roads, airports) and invest in education and healthcare.
They can encourage companies to use alternative energy or
alternative environmental systems that affect production. This
can be effected by granting subsidies or other financial
incentives
15-6 Chance events
Michael Porter also indicates that in most markets
chance plays an important role. This provides
opportunities for innovative companies that are not
afraid to start up new operations. Entrepreneurs
usually start their companies in their homeland,
without having any economic advantages
© 2005
Prentice
Hall
Application on BMW
FRS (Firm strategy and rivalry ): Strong rivalry between lots of
Manufacturers Make them compete and keep developing more innovative
products
FC (Factor (input) conditions ): Skilled engineers from renounced
universities, government focus on scientific research.
DC ( Demand condition): No speed limits in Germany Home buyers want
more powerful cars Industry tries to develop innovative engines to cater for
this need
RSI (Related and supporting industries) : Iron and steel industries, high
level of education and training in the workforce, banks, and component
suppliers and IT infrastructure.
Government: Supported and funded scientific research, launched the
construction of more roads and canals in the 19th century
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Industry Analysis: Forces Influencing
Competition
Industry: A group of firms making products which are close
substitutes for each other
Porter’s insights into sources of competition
Competition drives down the rate of return to return under perfect competition
Higher rates of return will stimulate greater capital inflow (i.e. greater
competition)
Lower rates of return will result in withdrawal from industry
Five sources of competition in an industry: the threat of new entrants, the
threat of substitute products or services, the bargaining power of buyers, the
bargaining power of suppliers, and the competitive rivalry among current members of
the industry.
Threat of New Entrants
Switching costs
Costs related to making a change in suppliers or
products. e.g. changing operating systems on PCs from
Windows to something else
Distribution channels
Are there current distribution channels available with
capacity
Government policy
Are there regulations in place that restrict competitive
entry?
1.How do these serve as barriers
to entry
Cost advantages independent of scale economies
Access to raw materials, large pool of low-cost labor,
favorable locations, and government subsidies
Competitor response
How will existing firms react in anticipation of
increased competition within a given market e.g. Jet
Blue & US Airways, AA & Continental
2. Threat of Substitute Products
15-23
Cost Leadership e.g. Walmart
Based on a firm’s position as the
industry’s low-cost producer (the
experience curve concept).
Must construct the most efficient
facilities
Must obtain the largest market
share so that its per unit cost is the
lowest in the industry
Only works if barriers exist that
prevent competitors from
achieving the same low costs
Product Differentiation e.g. Nike
© 2005
Prentice
Hall