MGT300 Strategic Planning: Industry Analysis Worksheet #2 Martin

This document presents a strategic planning worksheet focused on industry analysis, utilizing the five forces of competition model to assess the attractiveness of an industry. It examines various elements such as competitive rivalry, the threat of new entrants, the availability of substitutes, and the bargaining power of both customers and suppliers. The analysis evaluates the impact of each factor (low, medium, or high; positive or negative) and provides evidence to support these assessments. The worksheet concludes with a reflection on how attractive the industry is to a specific organization, noting challenges in adapting to modern trends, outdated equipment, and regulatory hurdles, ultimately deeming the industry unattractive for the Tudor company. Desklib provides a platform to explore similar documents and study tools for students.

Strategic Planning Worksheet #2
Industry Analysis
The next stage of our external analysis is to identify industry characteristics in order to
determine if the industry is worth entering or staying in. We do this by applying the ‘five
forces of competition model’.
Element
Description of the
trend, issue or
change
The impact will
be:
Low, medium or
high?
Positive or
negative?
Evidence to support this analysis
Competitive
rivalry
The trend of sea
recreational options
makes more and more
businesss investment
in the industry, this
gives rise to new
companies.
High; negative
Wang, H.-L. (2014). Theories for
competitive advantage.
Threat of new
entrants
The demand in this
section is only
increasing attracting
more and more
companies to join the
industry.
High;
Negative Collins, J. (2013). Multiculturalism
and Immigrant Integration in
Australia. Canadian Ethnic
Studies, 45(3), 133–149.
Substitutes The presence of too High; Negative
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Element
Description of the
trend, issue or
change
The impact will
be:
Low, medium or
high?
Positive or
negative?
Evidence to support this analysis
many competitors
increases the risk of
substitute for the
company.
Jackson, M. V., Kennett, R. M.,
Bayliss, P., Warren, R., Waina, N.,
Adams, J., … Woolagoodja, K.
(2015). Developing collaborative
marine turtle monitoring in the
Kimberley region of northern
Australia. Ecological Management
and Restoration, 16(3), 163–176.
Bargaining
power of
customers
The customers have
many options in the
industry which makes
the power of the
customer high.
High; Negative
Wang, H.-L. (2014). Theor ies for
competitive advantage.
Bargaining
power of
suppliers
The abundance of
suppliers make the
bargaining power low
in the industry.
Low; Negative
Wang, H.-L. (2014). Theor ies for
competitive advantage.
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Question for discussion and reflection: How attractive is the industry to this organisation?
At present, the Tudor company is faced with challenges in every aspect of the
industry. The company is ages old and has not been successfully operating along with modern
time. The company is using the traditional equipments and designs which are avoided by the
customers as well. The government has released notice to stop the type of boats Tudor is
producing for the safety purpose. All the mentioned factors make the industry unattractive to
this organisation.
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