Case Study on Us Airline Industry
Table of Contents
S.No. | Topic | 1. | General Environmental Analysis | 2. | Industry’s Dominant Traits | 3. | Based on Porter’s Five Forces Model Attractiveness Industry | 4. | Strategic Group in Industry | 5. | Industry Dynamics within the Dominant Strategic Group (Porter Five Forces Model) | 6. | Drivers of Change and their implication on the industry | 7. | Key Success Factors | 8. | Competitive Profile Matrix (CPM) | 10. | External Factor Evaluation (EFE) | 11. | Internal Factor Evaluation (IFE) | 12. | Strategic Groups | 13. | SPACE Matrix | 14. | Strategic Factors Analysis Summary (SFAS) |
INDUSTRY DOMINANT ECONOMIC FEATURE
S.NO | FEATURES | COMMENTS | | | | 1 | Market Size and Growth Rate | Market growth rate of deposits was 12% from 2002 in U.S. And Bank with over 10 million in assets had experienced growth in deposits from 2000- 2002 | 2 | Scope of Competitive Rivalry | Competition of the industry is Domestic. | 3 | Number of Rivals | Maximum 3 major Competitors, Bank of America, Citigroup, and J.P.Morgan Chase. and Wachovia | 4 | Buyers Needs and Requirements | Safety, Efficiency, time saving, customer satisfaction, and availability | 6 | Pace of Technological Change | Technological change is effecting rapidly as new features are introduced. Like Internet Banking, Phone Banking, Wireless Banking, Call Centres, and ATM’s. | 7 | Degree of Product Differentiation | The degree of differentiation is high in the banking industry. The first product differentiation took place in the 80’s when debit card was introduced which brought a new differentiation in the plastic money. | 8 | Product Innovation | Transfer from paper to plastic money.Along with that transfer from brick and mortar bank to internet barrier. | 9 | Economies of Scale | To become cost effective they must shift their call centres in countries which has cheap labour. Because in 2003 survey by the business
S.No. | Topic | 1. | General Environmental Analysis | 2. | Industry’s Dominant Traits | 3. | Based on Porter’s Five Forces Model Attractiveness Industry | 4. | Strategic Group in Industry | 5. | Industry Dynamics within the Dominant Strategic Group (Porter Five Forces Model) | 6. | Drivers of Change and their implication on the industry | 7. | Key Success Factors | 8. | Competitive Profile Matrix (CPM) | 10. | External Factor Evaluation (EFE) | 11. | Internal Factor Evaluation (IFE) | 12. | Strategic Groups | 13. | SPACE Matrix | 14. | Strategic Factors Analysis Summary (SFAS) |
INDUSTRY DOMINANT ECONOMIC FEATURE
S.NO | FEATURES | COMMENTS | | | | 1 | Market Size and Growth Rate | Market growth rate of deposits was 12% from 2002 in U.S. And Bank with over 10 million in assets had experienced growth in deposits from 2000- 2002 | 2 | Scope of Competitive Rivalry | Competition of the industry is Domestic. | 3 | Number of Rivals | Maximum 3 major Competitors, Bank of America, Citigroup, and J.P.Morgan Chase. and Wachovia | 4 | Buyers Needs and Requirements | Safety, Efficiency, time saving, customer satisfaction, and availability | 6 | Pace of Technological Change | Technological change is effecting rapidly as new features are introduced. Like Internet Banking, Phone Banking, Wireless Banking, Call Centres, and ATM’s. | 7 | Degree of Product Differentiation | The degree of differentiation is high in the banking industry. The first product differentiation took place in the 80’s when debit card was introduced which brought a new differentiation in the plastic money. | 8 | Product Innovation | Transfer from paper to plastic money.Along with that transfer from brick and mortar bank to internet barrier. | 9 | Economies of Scale | To become cost effective they must shift their call centres in countries which has cheap labour. Because in 2003 survey by the business