This article provides a brief overview of two models which can assist accountants, not only in the determination of business strategy, but also in the appraisal of business performance.
The use of Porter’s five forces model (see Figure 1) will help identify the sources of competition in an industry or sector.
The model has similarities with other tools for environmental audit, such as political, economic, social, and technological (PEST) analysis, but should be used at the level of the strategic business unit, rather than the organisation as a whole. A strategic business unit (SBU) is a part of an organisation for which there is a distinct external market for goods or services. SBUs are diverse in their operations and markets so the impact of competitive forces may be different for each one.
Five forces analysis focuses on five key areas: the threat of entry, the power of buyers, the power of suppliers, the threat of substitutes, and competitive rivalry.
This depends on the extent to which there are barriers to entry. These barriers must be overcome by new entrants if they are to compete successfully. Johnson et al (2005), suggest that the existence of such barriers should be viewed as delaying entry and not permanently stopping potential entrants. Typical barriers are detailed below.
For example, the benefits associated with volume manufacturing by organisations operating in the automobile and chemical industries. Lower unit costs result from increased output, thereby placing potential entrants at a considerable cost disadvantage unless they can immediately establish operations on a scale that will enable them to derive similar economies.
These vary according to technology and scale. Certain industries, especially those which are capital intensive and/or require very large amounts of research and development expenditure, will deter all but the largest of new companies from entering the market.
In many industries, manufacturers enjoy control over supply and/or distribution channels via direct ownership (vertical integration) or, quite simply, supplier or customer loyalty. Potential market entrants may be frustrated by not being able to get their products accepted by those individuals who decide which products gain shelf or floor space in retailing outlets. Retail space is always at a premium and untried products from a new supplier constitute an additional risk for the retailer.
A potential entrant will find it difficult to gain entry to an industry where there are one or more established operators with a comprehensive knowledge of the industry, and with close links with key suppliers and customers.
Well-established companies may possess cost advantages which are not available to potential entrants irrespective of their size and cost structure. Critical factors include proprietary product technology, personal contacts, favourable business locations, learning curve effects, favourable access to sources of raw materials, and government subsidies.
In some circumstances, a potential entrant may expect a high level of retaliation from an existing firm, designed to prevent entry – or make the costs of entry prohibitive.
This may prevent companies from entering into direct competition with nationalised industries. In other scenarios, the existence of patents and copyrights afford some degree of protection against new entrants.
Differentiated products and services have a higher perceived value than those offered by competitors. Products may be differentiated in terms of price, quality, brand image, functionality, exclusivity, and so on. However, differentiation may be eroded if competitors can imitate the product or service being offered and/or reduce customer loyalty.
The power of the buyer will be high where:
The power of the seller will be high where (and this tends to be a reversal of the power of buyers):
The threat of substitutes is higher where:
Competitive rivalry is likely to be high where:
In summary, the application of Porter’s five forces model will increase management understanding of an industrial environment which they may want to enter.
Kleen-up plc, which provides factory cleaning services, is considering a strategic decision to set up industrial launderettes in order to enter the market for cleaning industrial work-wear in the country of Eajland. Map the following eight points onto the five forces model:
When conducting a five forces assessment an organisation will need to consider:
There is a fundamental need for management to evaluate existing products and services in terms of their market development potential, and their potential to generate profit. The Boston Consulting Group matrix, which incorporates the concept of the product life cycle (PLC), is a useful tool which helps management teams to assess existing and developing products and services in terms of their market potential. More importantly, the model can also be used to assess the strategic position of SBUs, and in this respect it is particularly useful to those organisations which operate in a number of different markets.
The matrix offers an approach to product portfolio planning. It has two controlling aspects, namely relative market share (meaning relative to the competition) and market growth. Management must consider each product or service marketed, and then position it on the matrix. This should be done for every product manufactured or service provided, and management should then plot the position of competitors’ products and services on the matrix in order to determine relative market share.
Stars are products which have a good market share in a strong and growing market. As a product moves into this category it is commonly known as a ‘rising star’. While a market is strong and still growing, competition is not yet fully established. Since demand is strong, and market saturation and over-supply is not an issue, the pricing of such products is relatively unhindered, and therefore these products generate very good margins. At the same time, manufacturing overheads are minimised due to high volumes and good economies of scale. These are great products, and worthy of continuing investment for as long as they have the potential to achieve good rates of growth. In circumstances where this potential no longer exists, these products are likely to fall vertically in the matrix into the ‘cash cow’ quadrant (‘fallen stars’), and their cash characteristics will change. It is therefore vital that a company has ‘rising stars’ developing from its ‘problem children’ in order to fill the void left by the fallen stars.
‘Problem children’ have a relatively low market share in a high-growth market, often due to the fact that they are new products, or that they are yet to receive recognition by prospective purchasers. In order to realise the full potential of problem children, management needs to develop new business prudently, and apply sound project management principles if it is to avoid costly disasters. Gross profit margins are likely to be high, but overheads are also high, covering the costs of research, development, advertising, market education, and low economies of scale. As a result, the development of problem children can be loss-making until the product moves into the rising star category, which is by no means assured. This is evidenced by the fact that many problem children products remain as such, while others become tomorrow’s ‘dogs’.
A cash cow has a relatively high market share in a low growth market, and should generate significant cash flows. This somewhat crude metaphor is based on the idea of ‘milking’ the returns from a previous investment that established good distribution and market share for the product. Activities to support products in this quadrant should be aimed at maintaining and protecting their existing position, together with good cost management, rather than aimed at growth. This is because there is little likelihood of additional growth being achieved.
A dog has a relatively low market share in a low growth market, might well be loss making, and therefore have negative cash flow. A common belief is that there is no point in developing products or services in this quadrant. Many organisations discontinue ‘dogs’, but businesses that have been denied adequate funding for development may find themselves with a high proportion of their products or services in this quadrant.
The popularity of the matrix has diminished as more comprehensive models have been developed. Management should exercise a degree of caution when using the matrix. Some of its limitations are detailed below:
Notwithstanding these limitations, the Boston Consulting Group matrix provides a useful starting point in the assessment of the performance of products and services and, more importantly, of SBUs.
Domestic Appliances Ltd (DAL) commenced trading in 1955, when it started to manufacture semi-automatic washing machines. From 1965, DAL expanded its product portfolio. Core products now include fully automatic washing machines, dishwashers, and cookers. The market in domestic appliances is extremely competitive. DAL’s principal competitor is the Jarvis Electrical Group (JEG), which has achieved the position of market leader in many similar areas of the market. Other information is as follows:
Analyse the product portfolio of DAL using the Boston Consulting Group matrix.
Answer: Domestic Appliances Ltd
The steam oven appears to be a star at the moment since it has a relatively large market share in what is a high growth market. The Celeribus is a problem child as it has generated losses to date, and has a relatively low market share in a high-growth market. The challenge facing the management of DAL is to convert the product into a star. The dishwashers are cash cows as even though the rate of market growth is low, DAL has a relatively high market share. Cash generated can be used not only to further develop stars but also problem children where it is deemed appropriate. The washing machines will soon become dogs as they are no longer able to be sold in certain markets.
When conducting a BCG assessment an organisation will need to consider: