Industrial Dynamics and Market/Competitor Analysis in a Global ContextKey Concepts: Dynamics, Industry, Competition, Globalisation Knowledge, Analysis, InternetOverview of the Block Theories of Industrial Dynamism and Industry Analysis Theories of Competition and Implications for Strategies of International Firms International Market Knowledge The InternetThe Concept of Industrial Dynamics Industrial Organisation (IO) Economics The S-C-P model Porters Five Forces Theories of Competition Perfect competition Independence and competitive rivalry Resource-Advantage Theory Competitive Dynamics Competition is evolutionary Firm strategies are disequilibrium provoking (cf. Schumpeters creative destruction)The Players The focal industry Customers industry/industries Suppliers industry/industries The environment as the playing fieldThe Role of ICT in Changing the Rules of the Game ICT engineered competitors - new entrants ICT as a strategic tool ICT as chain facilitators Upstream Downstream Migatronic -”The Rolling Case” Testing Theory-Practice fit Characteristics of Migatronics industry Nature and degree of competitive dynamics Appropriatness of the S-C-P model Strategic Orientation of Migatronic Knowledge Acquisition and Management Possible role of ICT Alternative business development strategies for Migatronic -Some Key Concept may be costly to collect Data may be collected to legitimise top management decisionStudying the Company Espoused theories vs. Theories-in-use Organisational mindset Core rigidities and routinized behaviour Researcher -Management Relationship The issue of trust Hidden agenda of Top ManagementRespondent Selection Respondents as representative of an organization Speak for the organisation or unit Respondents as private individuals, i.e. in their personal capacity Speak of the organisation or unit Respondents personal agenda Top management control of respondent selection Selection based on recommendations Problems of over or under-representationThe Concept of Market KnowledgeRational - Emotional Knowledge Declarative knowledge (facts) Skills Cognitive /perceptual knowledge Subjective wisdom, non-causality, affective behaviour Individual-Collective Knowledge trained capacity (incapacity) group norms, rules and values; “community of practices” organisational mindset ( “core capabilities” or “core rigidities” Explicit - Tacit Knowledge codification of knowledge - experienced based knowledge”Organisational Dissemination of Market Knowledge Problems of knowledge conversion Is face-to-face interaction necessary? Problems of computer mediated dissemination Functional/Departmental knowledge preferences Individual knowledge preferences Culture-based preference in multicultured organisations History-based preference Rule-based constraintsAnalysis Of New Market Opportunities TOYNE AND WALTERS CLASSIFICATION incipient demand markets expected to exist in the future latent demand represents an untapped demand current demand. Analysis Of New Market Opportunities Classification of markets Potential market customers who have shown interest but lack purchasing power Available market - customers who have shown interest and have the purchasing power Target market the market segment that the vendor is prepared to serve penetrated (served) market unpenetrated, (un-served) marketAnsoffs Product-Market FrameworkAnalysis of current market situations Changes in market segment configuration Changes in competitor situations Marketing mix gap analysis Customer value analysis Analysis of new market situations Industry changes Country economic, political, social changes Segmentation analysis Analysis of new product situations Benchmarking Potential customer needs/value analysis Analysis of opportunities for diversificationMarket Selection and Pruning Decisions Conventional Approaches Expansive Approach Experimental and experiential knowledge acquisition Contractible Approach Conventional analysis, screening model Globalised Marketing The Born globals Shrinking market lag, global market segments Convergence-Divergence debate Conversion to E-business Problems of double track strategies selling global without global capacity competing with distributorsCriteria for Market Selection Corporate objectives and goals for the market Profit? Market share? Long term presence? Product knowledge acquisition? Deterence of competitors/first mover advantage? Marketing requirements Existing marketing facilities in the country Corporate resources Potential competitor response What likely moves or strategy shifts will key competitors make? Where is the competitor vulnerable?Consideration Regarding Pruning Market growth rate and share of market Is market penetration possible for us? Are marketing costs increasing more