Chapter 4 · Chapter 4 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner

Chapter 4

© 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner.

This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.

指導老師：林建信教授

學生：003 張次郎

004 張瑞釗

106.3.21 008 黃秀勤

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Source: John Mullins, The New Business Road Test: What Entrepreneurs and Executives Should Do Before Writing a Business Plan (London: FT/Prentice

Hall, 2010).

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Market - Group of individuals or organizations having the willingness and ability to:

• Buy goods or services to satisfy a particular class of wants or needs

Industry - Group of organizations offering goods or services that are:

• Similar and close substitutes for one another

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• Components of macroenvironment

• Demographic

• Sociocultural

• Economic

• Regulatory

• Technological

• Natural

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• Rivalry is greater under the conditions

• There is high investment intensity

• There are many small firms in an industry or no dominant firms exist

• There is little product differentiation

• It is easy for customers to switch from one seller’s products to those of others

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• Entry is more difficult when:

• Strong economies of scale and learning effects are present

• Industry has high capital requirements

• Strong product differentiation exists among current players

• Gaining distribution is particularly difficult

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• Their power is increased under the conditions

• If the cost of switching suppliers is high

• If prices of substitutes are high

• If suppliers can realistically threaten forward integration

• When the supplier’s product is a large part of the buyer’s value added

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• The extent to which buyers succeed in their bargaining efforts depends on:

• The extent of buyer concentration

• Switching costs that reduce the buyer’s bargaining power

• Threat of backward integration

• Product’s importance to the performance of the buyer’s product

• Buyer profitability

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• Substitutes - Alternative product types produced by other industries that perform essentially the same functions

• Put a ceiling on the profitability of an industry by limiting the price that can be charged

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• Popular and business press

• The Internet

• Supplier and customer contacts

• Trade associations

• Trade magazines

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• Opportunities are attractive when:

• There is an identified source of customer pain that can be resolved by the product offered

• Target customers are clearly identified

• The offering provides customer benefits that other solutions do not

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• The target segment is likely to grow

• There are other segments for which the currently targeted segment may provide a springboard for subsequent entry

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• Opportunities are attractive when the company:

• Possesses something proprietary that other companies cannot easily duplicate or imitate

• Can develop superior organizational processes, capabilities, or resources that:

• Others would find it difficult to imitate or duplicate

• Business model is economically viable

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• Opportunities are only as good as the people who will pursue them

• Mission, aspirations, and risk propensity

• Ability to execute on the industry’s critical success factors

• Connectedness - It’s who you know, not what you know

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• Management needs systems to help identify, evaluate, and respond to:

• Environmental events that may affect the firm’s longer term profitability and position

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How to write English well - with a review of NCSIST website

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Culture is the habit of being pleased with the best and knowing why.

Thank You

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Chapter 4 · Chapter 4 © 2014 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner