Competition as influence factor

may lead to a change in this perception over time. The perceptions of entry barriers, and the knowledge gained throughout this process are dependent on the need for internal strategy competence in order to gain an established market position (Pehrsson, 2002).

Barriers to entry imply disadvantages that apply not to incumbents, but those trying to enter a new market. Incumbents can therefore enjoy higher profitability, the higher the entry barriers are. These factors will be elaborated and assessed in the following chapter. Although it generally exist some objective facts, the perception of these barriers will be highly subjective based on the available information, according to Pehrsson (2002).

2.2.1 Competition as influence factor

Porter’s five forces is an often applied framework used to define the structure and competitive forces of an industry. It is therefore useful for potential new entrants, as a tool to explore the opportunities and pitfalls of the industry. First of all to map the barriers to entry, but other factors are equally important to paint the big picture. The sources of market power should to a high degree dictate the strategy of new entrants. Porter specifies that “The point of industry analysis is not to declare the industry attractive or unattractive but to understand the

underpinnings of competition and the root causes of profitability” (Porter, 2008, p.29).

Figure 5: Porter’s Five Forces. (Porter, 2008)

23 Threat of new entrants

All existing industries will have a different set of entry barriers. The extent of these will to a large degree influence the threat of new entrants, and shape the potential entry strategy of a new entrant. Porter (2008) argue that the height of these barriers decide the possibility of newcomers to a market:

- Supply-side economies of scale - Demand-side benefits of scale - Customer switching costs - Capital requirements

- Incumbency advantages independent of size - Unequal access to distribution channels - Restrictive government policies

Shortly put, there are several factors that may hinder new entrants. If price is the deciding element, those with high volumes and low cost per unit will have a significant advantage. The buyers may also be more lenient to trust the established companies for products and services that are crucial to their operations. If entry requires large initial investments, which may be considered a sunk cost for the incumbents, the barriers will be equally increased. The

incumbents may also possess established brand names, technology and operation systems that the entrants must compete against. Furthermore, if the new entrant cannot access the

necessary distribution channels, they will have no possible means of selling their product.

Governmental regulations may be of either help or present additional challenges. (Porter, 2008)

The challenge is to find ways to surmount the entry barriers without nullifying, through heavy investment, the profitability of participating in the industry. (Porter, 2008, p.29) The barriers mentioned are, however, always subject to change. Both outside- and inside factors may influence and raise or lower the barriers. This includes everything from strategic decisions by leading competitors to new legislations passed by the government (Porter, 2008).

The power of suppliers

The suppliers are an important factor when considering the profitability of an industry. They decide the costs, and hence the profitability to some extent. If the supplier group is more

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concentrated than the industry and not heavily dependent on it, they will enjoy a high degree of power, and be able to push prices. If the switching costs are high, or the suppliers offer differentiated products, the customers will also be forced to adhere to the rules set by the suppliers, as they have no viable options. The same can be said if the customers lack substitutes to the product the supplier offers. If the suppliers are heavily dependent on one group of customers, however, they will want to protect their interest by offering reasonable pricing and taking part in support activities, e.g. R&D (Porter, 2008).

The power of buyers

With high buyer power the market is subject to price competition and tight margins. The buyer power is high if they possess significant negotiating power, and if they are price sensitive. To avoid or negate this, the suppliers can seek to differentiate themselves. With standardized products the buyers can play the suppliers against each other, but if a company is able to provide products that are specialized for certain conditions, the tables may turn. The power of buyers is high if there are few of them. The suppliers will then be too dependent on the customer to be able to exercise any bargaining power. Furthermore, if the switching costs are low, the customer may change suppliers at any given time (Porter, 2008).

If the product represents a significant part of the customers’ budget, they are more likely to be price sensitive. Likewise, if the customers have a low profit margin, they will seek to lower the purchasing costs wherever possible. The degree to which the suppliers’ product influence the quality of the buyers’ end product will also have an influence on their willingness to pay a high price (Porter, 2008).

The threat of substitutes

If there is another product that may replace the one the firm is producing, the threat of substitutes is high, and profitability in the industry will diminish. The threat of substitutes is generally considered low if the substitute cannot compete in function, attributes and

performance (Porter, 2008).

Rivalry among existing competitors

The amount of rivalry among existing competitors gives the new entry information about how to compete. Rivalry takes many forms, for example: price discounting, new product

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introductions, advertising and service improvements. High rivalry limits the profitability, and the degree depends on intensity and on what basis they compete (Porter, 2008).

The dimensions on which competition takes place, and whether rivals converge to compete on the same dimensions, also have a major influence on profitability. Rivalry and price competition is especially destructive to profitability. (Porter, 2008, p.32) When the customer group has high leverage, due to reasons mentioned earlier, price competition is more likely to take place.

Porter argues that competition is not necessarily a detriment to profitability. As long as the rivalry is focused on features and services instead of price, it can improve the customer value, thereby supporting higher prices. Furthermore, the attributes on which they compete must be different. If not, the result will be zero-sum competition instead of an increased average profitability (Porter, 2008).

When entering the market it will be necessary to assess all the above mentioned criteria, and finding the position where the competition is weakest. A part of this will also be to exploit potential industry changes. This includes spotting and claiming new positions that emerges with the changes, that smaller more agile competitors may be more suited to pursue. To fully exploit these opportunities, the entrant must tailor the value chain to cope with the

competitive forces in this segment (Porter, 2008).