4.2 Porter's Five Forces continued

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來自 University of London 的課程

International Business Environment

98 個評分

University of London

International Business Environment

98 個評分

課程 5（共 6 門，Specialization International Business Essentials）

This course explores the international business environment in which organisations function. You’ll learn about core analysis methods, including PESTLE, SWOT, and Boston Box Matrices, as well as the applications of Porter’s Five Forces. You’ll have the opportunity to participate in discussion forums and access case studies, as well as testing your understanding in quizzes. This course forms part of a specialization from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialization can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit www.londoninternational.ac.uk/mba This course is endorsed by CMI

從本節課中

Analysing the Wider Competitive Environment

This week illustrates how the state of competitive rivalry in the environment is analysed and evaluated using Porter's Five Forces model, and Porters strategies for competitive advantage. This week, we will cover: The challenge of competition, Porter's Five Forces model; Competitive strategies, and competitive advantage, using Porter's strategies for competitive advantage

4.1- Introduction4:28

4.2 Porter's Five Forces1:50

4.2 Porter's Five Forces continued4:12

4.7 Competitive Strategy2:09

4.11- Summary0:51

與講師見面

Dr Alan Parkinson
Deputy Director (Education), School of Management
UCL, University of London

So let's look at the influences on

Rolls-Royce arising from the application of Porter's Five Forces model.

Remember, what we're trying to do is establish the state of

competitive rivalry in the industry in which Rolls-Royce operates.

What we'll see here are some of the influences,

not necessary being exhaustive list,

certainly not an exclusive list, it's non exclusive.

Let's start with the threat of new entrants.

Well if you think about it,

designing and manufacturing airplane engines aero design,

it's challenging, it's difficult, it's costly.

The barriers to entry are actually high.

There's the specialized nature,

advance nature of design.

Research and development costs a fortune.

Customer confidence is really important after all,

if you're sitting on an airplane and you look out the window,

you want to have some degree of assurance that,

that plane isn't going to stop working or indeed drop off,

that will lead to market reputation brand.

And to make sure that happens there's needs to be

extensive testing for the safety of engines and that in itself is very costly.

Barriers to entry are really high.

If we think about substitutes,

well actually for an airplane engine itself at present at least,

in the future that might change who knows, the present,

there's no real substitute on an airplane for an aero engine.

And the threat of substitutes particularly in the context of

global travel threats substitute for air transport are very low.

Of course it may well be that

some business travel is reduced because organizations and their staff are

finding new ways of using e-communication in particular to

not have to do those face-to-face, person-to-person meetings.

Also, in some geographical locations,

if you think about China,

if you think about linking the U.K. to continental Europe, the height,

the growth of high speed train travel will clearly have

an impact upon air travel itself and that may have an impact upon the design,

manufacture, and sale of airplane engines.

Having said that, there seems to be not just a growth in high-speed train travel,

but there seems to be an almost incessantly increasing demand for air travel.

Think about the bargaining power of buyers,

well I guess the reality is there are low numbers of

potential buyers of new aircraft because there's a finite number of airline companies.

In that context, what that means is that the buyers of

aircraft engines are essentially price makers not price takers.

As price makers, they can have a great deal of

influence on driving down the market price for new engines,

and indeed the power of buyers has increased in

recent years as many airlines have become global carriers.

And if we think about the bargaining power of suppliers,

well in this industry,

suppliers have very limited power.

There are a large number of very small suppliers and being small as is the norm,

doesn't equate with power.

Engine manufacturers themselves have been quite innovative in their approach to

sourcing strategies with a number of them not just having one single sourcing strategy,

but adopting dual or even more sourcing strategies

and that limits supply power still further.

Having said that, there are some suppliers who do have

a degree of influence and a more a relatively more powerful,

and that's because they're involved in the supply of high-specification,

electronic-controlled equipment,

absolutely essential to the functioning of a good effective engine.

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