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Strengthening Competitor Analysis of Philippine Enterprises

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Title: PowerPoint Presentation Author: ibaysic Last modified by: liza leong Created Date: 7/22/2008 11:13:22 AM Document presentation format: On-screen Show – PowerPoint PPT presentation

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Title: Strengthening Competitor Analysis of Philippine Enterprises


1
Strengthening Competitor Analysis of
Philippine Enterprises
  • Towards Improved Implementation of the New Export
    Development Plan 2008-2010
  • Philippine Exporters Confederation, Inc.
    (PHILEXPORT)
  • 3rd Quarter General Membership Meeting
  • Visayas Ballroom, Sofitel Hotel
  • July 23, 2008

2
Outline of Presentation
  1. Background and Objectives
  2. Why Competitor Intelligence (The Development of
    Vietnam Coffee Industry)
  3. UPS ASIA Business Monitor SME Survey
  4. Competitor Analysis Workshop
  5. Workshop Outputs Per Sector
  6. Implementation Strategy Papers
  7. Policy Reform Papers

3
A. Background and Objectives
  • Following the Philippine Export Development Plan
    2008-2010, there is a need to strengthen
    public-private partnership capability in
    competitor analysis.
  • In view of the ASEAN 2015, there is a need to
    anticipate potential intra-ASEAN cooperation
    strategies proposed by various sectors (vis-à-vis
    China and India) and traditional trading partners
    such as the USA, Japan and EU.
  • A two day training program was organized by the
    Partnership and Advocacy for Competitiveness and
    Trade (PACT) in cooperation with EDC to build up
    the capabilities of Business Development Managers
    in DTI BETP and other key stakeholders in
    export development in undertaking competitor
    analysis.

4
  • Development of new training materials for
    Competitor Intelligence
  • Facilitation of a two (2) day training program
    for 50 participants and
  • Writing of implementation strategy paper and
    policy reform paper for presentation to the
    Export Development Council (EDC)

5
B. Why Competitor Intelligence? Development of
Vietnam Coffee Industry
  • Strategy of Vietnam Coffee Industry
  • Quality Improvement for Vietnam coffee
  • Production cost reduction
  • Variety and product shifting, production
    adjustment to the demands
  • Coffee consumption promotion in the domestic
    market as well as to great potential countries
  • Reorganization of product and export structure in
    a better scientific, modern, effective and steady
    way

6
C. Why Competitor Intelligence? UPS Survey of
Asian SMEs 2008
  • 1. Philippine SMEs seen by the region as the
    least competitive
  • 2. Philippine SMEs view single most effective
    issue to create a more conducive business
    environment is governments addressing the
    political environment stability.
  • 3. Philippine SMEs rates difficulty in
    forecasting demand as its major problem in supply
    chain management (1 in the region at 66 vs.
    average of 46) ? need for competitor
    intelligence

7
C. Expectation on Regional Economic Growth from
2005 to 2008
Source UPS ASIA BUSINESS MONITOR
8
C. SME Business Prospects from 2005 to 2008
Source UPS ASIA BUSINESS MONITOR
9
C. SME Business Prospects
Source UPS ASIA BUSINESS MONITOR
10
D. Competitor Analysis Workshop Objectives
  • Workshop Schedules June 3, 4 and 19
  • Objectives of Training-Workshop
  • Identify competitive forces that define sectoral
    strategies
  • Determine systematic tracking of competitors in
    selected countries and
  • Conduct an industry analysis using Porters Five
    Forces Framework

11
D. Competitor Analysis Workshop Workshop
Mechanics
  • Participants were grouped into four corresponding
    to four sectors namely Health and Wellness,
    Homestyle Furniture, Apparel and Food
  • Each group was asked to do business intelligence
    on their sector following Porters Five Forces
    Framework (Template 1)
  • Each group also submitted their recommended
    strategies (Template 2)
  • Outputs were presented on the third day for
    critiquing of the Resource Speakers

12
FIVE-FORCES ANALYSIS Besanko et al, Economics of
Strategy (3rd Edition), Wiley Sons, Inc.,
2004  Focus RETIREMENT
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FACTORS AFFECTING OR REFLECTING PRESSURE FROM
SUBSTITUTE PRODUCTS AND SUPPORT FROM
COMPLEMENTS To what extent does competition from
substitute products outside the industry erode
the profitability of a typical firm in the
industry?
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The Koreans have shown keen interest in
purchasing retirement packages such as time
sharing schemes in the Philippines prime
retirement villages (such as Subic Nasugbus
Imperial Silver Town Retirement Village, which
has a total land area of 35,100sq.m., features
retirement villas, condominiums, amenities like
spa and gym, health clinic, tennis court,
swimming pool and park/garden as developed by the
Korean firm, Se Hyun Development,
Inc.)   According to a press release quoted in
the Manila Times, Koreans have picked RP as a
retirement haven. The Philippines is most
favored among retirees because it offers a
retirement visa providing multiple entry and
indefinite stay. Middle-class workers in their
30s and 40s who want a cheaper English-language
education for their children are also looking to
Southeast Asia. A Korean noted that its the
tough life and soaring education expenses that
prompted him to leave South Korea.
2.       Do buyers purchase in large volumes?
Does a buyers purchase volume represent large
fraction of typical sellers sales revenue?
http//www.news.ops.gov.ph/archives2007/apr28.htm
        http//www.philippineretirement.org/client
s/philippineretirement/March2007.pdf
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D. Summary of Workshop Inputs/ Presentations
  • Dr. Federico Macaranas
  • Executive Director, AIM Policy Center
  • Mr. Romeo Mascardo
  • President, Society of Competitive
    Intelligence of the Philippines
  • Mr. Alwin Sta. Rosa
  • AVP-Comptrollership, Business Excellence
    Officer, First Philippine Holdings Corporation
    Board Member, Knowledge Management Association
    of the Philippines (KMAP)
  • Mr. A. Francisco Mier
  • Assistant Director General, Office of the
    Security Policy, National Security Council

32
Convergence for Competitiveness Dr. Federico M.
Macaranas
  • Identified the different milestones that serve as
    the push factor for competitive intelligence such
    as the
  • ASEAN Integration by 2015 (FTAs and RTAs by 2013)
  • Upper 3rd in Competitiveness Indices by 2010
  • PEDP (latest) commitments by 2010
  • National ST Targets by 2010
  • SME Development Plan by 2010
  • Philippine Services Roadmap

33
Determine systematic tracking of competitors in
select countries though Business
Intelligence
Convergence for Competitiveness Dr. Federico M.
Macaranas
Porter
INDUSTRY STRATEGY
NCC
INPUTS
DEMAND
Business Intelligence
SUPPLIERS
Cost Structure -labor -electricity -transportation
, etc.
  • 4 Inputs
  • HR
  • Management
  • Energy
  • Infrastructure

Coopetition Technology Innovation
34
Leveling Expectations Dr. Federico Macaranas
Self
  • More learning techniques on information gathering
    sharing.
  • Deeper awareness appreciation of Business
    Intelligence
  • To find new market and suppliers
  • To apply Business Intelligence.

35
Sector
  • More ethical approach for government private
    sector in gathering sharing of information.
  • To use Business Intelligence as a guide for
    product development/innovation.
  • Thru updated/ relevant/ dynamic Business
    Intelligence.
  • For the government units to be equipped to better
    cascade information to clients.
  • For sector to effectively tap Business
    Intelligence as a tool for increasing/
    maintaining market share and tapping new markets
  • To help all sectors become globally competitive

36
Philippines
  • To relate macro-economic information of
    competitor countries to adjust Philippine prices
  • Increased competitiveness of the Philippines year
    after year.
  • For government units to have unified Business
    Intelligence efforts
  • Make us a of Policy Business Intelligence as a
    tool for Competitiveness (Infrastructure/
    Resources)
  • Improve Business Intelligence for PhilExporters.
  • To create national awareness on the value of
    Competitor Intelligence

37
Business Intelligence Practices in the
Philippines Mr. Romeo Mascardo
  • Competitive intelligence is a systematic and
    ethical program for gathering and analyzing
    information about the competitive forces and
    general business trends to further your own
    companys/countrys goals.
  • What information are we going to gather? and
    Where do we get data and information?
  • The competitive intelligence cycle are Plan,
    Collect Information, Analyze, and Communicate
  • Key Intelligence Requirements
  • Strategic decisions and actions
  • Early warning topics
  • Description of key players in the marketplace

38
Strengthening Competitor Analysis Practical
Applications Mr. Alwin Sta. Rosa
  • Defined Premium Value Creation as a value
    increment brought about by consistently
    performing beyond expectation, by excellent
    resources and processes to deliver expectations
    and by exceptional strategies that are well
    communicated
  • Presented experiences of First Philippine
    Holdings Corporation in integrating business
    intelligence in its systems and processes.
  • Presented experience of PCASTRD in the conduct of
    its Strategic Planning using business
    intelligence in the formulation of its Plan

39
Towards a First World Social Brain Mr. A
Francisco Mier
  • Defined Social Brain as a network of high
    powered think tanks and RD centers in support of
    a National Vision.
  • Network are individuals and groups actively
    exchanging and sharing knowledge
  • High powered - able to influence decision-making
    in the highest levels of the business, civil
    society and state sectors of the nation.
  • Think tanks - academic and non-academic
    groups/organizations conducting research on wide
    ranging issues and disseminating their outputs
    for use by their principals, special publics or
    for information of the general public.
  • RD centers - organizations dedicated to
    generating, conceptualizing and testing ideas on
    new products/services that could eventually be
    commercialized or made available to the consuming
    public.
  • National Vision - a commonly agreed upon and
    time-bounded description of the
    end-state/end-goal for the Filipino nation

40
E. Workshop Output Home-Style Furniture
Threats to Profit Threats to Profit
Force Current Future
Internal Rivalry High High
Entry High High and increasing
Substitutes and Complements Low Low but increasing
Supplier Power Medium Medium and increasing
Buyer Power High High
41
E. Workshop Output Apparel
Threats to Profit Threats to Profit
Force Current Future
Internal Rivalry High High and increasing
Entry High High
Substitutes and Complements Low Low
Supplier Power Medium Medium and increasing
Buyer Power Medium High
42
E. Workshop Output Food
Threats to Profit Threats to Profit
Force Current Future
Internal Rivalry Low Medium and increasing
Entry Medium Medium and increasing
Substitutes and Complements High High and increasing
Supplier Power Low Medium to high
Buyer Power High High
43
E. Workshop Output Health Wellness -
Retirement
Threats to Profits Threats to Profits
Force Current Future
Internal Rivalry Medium High
Entry Low Medium
Substitutes and complements Low Medium
Supplier Power Medium High
Buyer Power Medium High
44
E. Workshop Output Observations and
Findings
  • Lack of appreciation by the participants as
    manifested by the incomplete and few submission
    of the Porters Five Forces Analysis. Reasons
    given were
  • Exercise is time consuming
  • Cannot find information on the internet
  • Not familiar with Porters Five Forces Model
  • Participants were constrained by lack of
    available information on the internet.
  • Some participants are knowledgeable about the
    exercise but were constrained to do the tedious
    part of the analysis (completing the Porters
    Five Forces) or doing the information search.
  • Hesitancy of participants from the private sector
    to share information e.g. pricing and cost
    structure
  • Existing apparel database in DTI (WGSN.com) is
    under-utilized because proprietary constraints.

45
F. Synthesis of Implementation Strategy
Papers
  • Continuous capability building of government and
    industry practitioners on competitor analysis and
    business intelligence
  • Similar workshop be conducted for all critical
    sectors with a longer timeframe but staggered
    schedule (i.e. one a week for six month starting
    this year) to both government personnel and
    industry practitioners
  • Export Development Council and DTI should take
    the lead in pushing for massive training tapping
    institutions such as AIM, UP, UA P, DLSU,
    Society of Competitive Intelligence of the
    Philippines, etc.
  • Outsourcing of formulation of industry analysis
    including business intelligence plans
  • Export Development Council and DTI should take
    the lead in outsourcing the formulation of
    industry analysis and business intelligence
  • Increasing access to global and local researches
    and industry databases
  • The Department of Science and Technology (DOST)
    and the Department of Health (DOH) should provide
    assistance
  • For Food Industry, public (DA/DTI/DFA/ PCARRD -
    Mango Information Network (MIN) ) and private
    agencies (e.g. PhilExport, Philfoodex,)
  • Setting up f intelligence gathering activities
  • Kapihan is recommended for all critical sectors.
    Industry Associations, DTI and EDC should take
    the lead in organizing the said forum within this
    year.

46
G. Synthesis of Policy Reform Papers
  • Patenting Filipino products (e.g. hilot, apparel
    and furniture designs, mango (brand)
  • Export Development Council should negotiate with
    the WTO in patenting the Pinoy Hilot and other
    Pinoy products to signify PHillippne brand.
  • Taking advantage of ASEAN agreements and other
    bilateral agreements to collect business
    intelligence on key industries
  • DTI through EDC should take the lead
  • Industry Integrations (Supply Chain approach)
  • public and private partnership to facilitate
    better competitive-cooperative relationship,
    network protocols, and standardization (i.e. DTI
    EDC and Industry players)
  • Educational Reforms and Technological Innovation
  • The NCC should direct CHED and TESDA to work
    closely
  • DOST and DA should be at the forefront in
    developing appropriate or alternative
    technologies
  • DTI and EDC should take the lead
  • National Competitive Council (NCC) should direct
    the PIDS, DOST and all State Colleges and
    Universities (SUCs) and perhaps even High School
    Sciences to focus researches that can help
    improve the competitiveness of Philippine
    industries
  • Design center of the Philippines

47
Mabuhay Competitive Philippines!
copies available at http//www.policy.aim.edu/
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