1、Qualitative research,Qualitative researchers aim to gather an in-depth understanding of human behavior and the reasons that govern such behavior. The qualitative method investigates the why and how of decision making, not just what, where, when. Hence, smaller but focused samples are more often used

2、 than large samples. In the conventional view, qualitative methods produce information only on the particular cases studied, and any more general conclusions are only propositions (informed assertions). Quantitative methods can then be used to seek empirical support for such research hypotheses.,1.

3、The Five Forces that shape an Industry,The Complicated Version:Five Forces Model and Key Factors,Source: Michael Porter adapted by Cheri Speier,Deficits of the Five Forces,Neglects societal trends Neglects new regulation Neglects macro-economic perspective Neglects organizational idiosyncracies Negl

4、ects technological issues Neglects the people side of an industry,Conclusion: The Industry Structure Perspective Says that Successful Strategies Should:,Minimize buyer power (e.g., build customer loyalty) Offset supplier power (e.g., alternative source(s) Avoid excessive rivalry (e.g., attack emergi

5、ng vs entrenched segments) Raise barriers to entry (e.g., make preemptive investments) Reduce the threat of substitution (e.g., incorporate their benefits),2.Industry Structures,Source: Charlie Cook,Concentration,Entry and Exit Barriers,Product Differentiation,Information,The Spectrum of Industry St

6、ructures,Source: Grant; GSB Technology Center,3. Market Structures: BCGs Strategic Environments Matrix,Small,Big,SIZE OF ADVANTAGE,Many,Few,SOURCES OF ADVANTAGE,FRAGMENTEDSPECIALIZATION apparel, house buildingpharmaceuticals, luxury cars jewelry retailing, sawmillschocolate confectionery STALEMATEVO

7、LUME basic chemicals, volumejet engines, food supermarkets grade paper, motorcycles, standard wholesale bankingmicroprocessors,Source: BCG, GSB Technology Center,BCGs Analysis of the Strategic Characteristics of Specialization Businesses,high low ENVIRONMENTAL VARIABILITY,ABILITY TO SYSTEMATIZE,low,

8、high,CREATIVE EXPERIMENTAL fashion, toiletries, magazines general publishing food products PERCEPTIVE ANALYTICAL high tech luxury cars, confectionery paper towels,Source: BCG, GSB Technology Center,4.Strategic Groups Within Industries,The concept of strategic groups Within an industry, a competitor

9、grouping using similar strategies that differ from other industry groups. Implications of strategic groups The closest industry competitors are those in the group. The various industry groups are differentially and competitively advantaged and positioned. Mobility barriers inhibit the movement of co

10、mpetitors from one strategic group to another.,Source: Charlie Cook,The Concept of Strategic Groups,Source: Heene 2002,Strategic Group Example: Pharmaceutical,Source: Charlie Cook,Strategic Group Framework (axes and bubble dimension may vary),Simple Strategic Group Examples: Fashion Industry,Strateg

11、ic Group: Computer Resellers,5. Gartner Magic Quadrant,The Gartner Magic Quadrant (MQ) is the brand name for a series of market research reports published by Gartner Inc., a US-based research and advisory firm. According to Gartner, the Magic Quadrant aims to provide a qualitative analysis into a ma

12、rket and its direction, maturity and participants. Their analyses are conducted for several specific technology industries and are updated every 12 years.,Positioning Technology Players Within a Specific Market,Who are the competing players in the major technology markets? How are they positioned to

13、 help you over the long haul? Gartner Magic Quadrants are a culmination of research in a specific market, giving you a wide-angle view of the relative positions of the markets competitors. By applying a graphical treatment and a uniform set of evaluation criteria, a Gartner Magic Quadrant quickly he

14、lps you digest how well technology providers are executing against their stated vision.,Gartner Group Magic Quadrants,How Do Magic Quadrants Work?,Magic Quadrants provide a graphical competitive positioning of four types of technology providers, where market growth is high and provider differentiati

15、on is distinct: Leaders execute well against their current vision and are well positioned for tomorrow. Visionaries understand where the market is going or have a vision for changing market rules, but do not yet execute well. Niche Players focus successfully on a small segment, or are unfocused and

16、do not out-innovate or outperform others. Challengers execute well today or may dominate a large segment, but do not demonstrate an understanding of market direction.,Large,Small,Diversified,Gartner,Giga,IDC,Tower,Durlacher,Forrester,Jupiter MMX,Nielsen,GfK,Fraunhofer,Link,Cap Gemini Ernst Identify

17、the key performance metrics; Choose companies or internal areas to benchmark; Collect data on performance and practices; Analyze the data and identify opportunities for improvement; Adapt and implement the best practices, setting reasonable goals and ensuring companywide acceptance.,Common Uses Companies use Benchmarking to: Improve performance. Benchmarking identifies methods of improving operational efficiency and product design; Understand relative cost position. Benchmarking reveals a companys relative cost position and identifie