TAILIEUCHUNG - competitive strategy techniques for analyzing industries and competitors phần 5

chiến lược cần thiết để phát triển thịnh vượng ngày nay và trong tương lai. Đối với một danh sách các tiêu đề có sẵn, hãy truy cập trang web của chúng tôi tại Vũ trụ đầu tư là lấp đầy với sự không chắc chắn, và, do đó, có một mức độ nhất định rủi ro gặp phải khi cố gắng thu thập các phần thưởng. | Structural Analysis Within Industries 141 group map shown in Figure 7-2 which is similar to Figure 7-1 except that the horizontal axis is the target customer segment of the strategic group in order to measure market interdependence. The vertical axis is another key dimension of strategy in the industry. The lettered symbols are strategic groups their size proportional to the collective market share of firms in the group. The shape of the groups is used to represent their overall strategic configuration with differences in shape representing strategic distance. Applying the analysis presented earlier it is clear that Group D will be much less affected by industry rivalry than Group A. Group A competes with similarly large Groups B and c who use very different strategies to reach the same basic customer segment. Firms in these three groups are in constant warfare. Group D on the other hand competes for a different segment and interacts most strongly in reaching this segment with Groups E and F who are smaller and follow similar strategies they could be viewed as specialist producers following the round strategy or close variants to it . The fifth step in structural analysis within an industry then is to assess the pattern of market interdependence among strategic groups and their vulnerability to warfare initiated by other groups. Key Strategic Dimension Target Customer Segment FIGURE 7-2. Strategic Group Mapping and Intergroup Rivalry 142 COMPETITIVE STRATEGY Strategic Groups and a Firm s Profitability We have seen that differing strategic groups can have varying situations with respect to each and every competitive force acting on an industry. We are now in a position to answer the question posed earlier namely what factors determine the market power and hence profit potential of individual firms in an industry and how do these factors relate to their strategic choices Building on the concepts already presented the underlying determinants of a firm s profitability

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