Everything in your industry that happens outside of your business will effect your company. The more you know about your industry the more advantage and protection you
A complete business plan discusses general industry economics, participants, distribution patterns, factors in the competition, and whatever else describes the nature of
this business to outsiders.
The Internet has had an enormous impact on the state of business information. Finding information isn’t really the problem any more, after the information explosion and
the huge growth in the Internet beginning in the 1990s and continuing in the 21st Century. Even 10 or 15 years ago, dealing with information was more a problem of sorting
through it all than of finding raw data. That generality is more true every day. There are Web sites for business analysis, financial statistics, demographics, trade
associations, and just about everything you’ll need for a complete business plan.
You should know who else sells in your market. You can’t easily describe a type of business without describing the nature of the participants. There is a huge difference,
for example, between an industry like broadband television services, in which there are only a few huge companies in any one country, and one like dry cleaning, in which
there are tens of thousands of smaller participants.
This can make a big difference to a business and a business plan. The restaurant industry, for example, is what we call “pulverized,” which, like the dry cleaning industry,
is made up of many small participants. The fast food business, on the other hand, is composed of a few national brands participating in thousands of branded outlets, many
of them franchised.
Economists talk of consolidation in an industry as a time when many small participants tend to disappear and a few large players emerge. In accounting, for example, there
are a few large international firms whose names are well known and tens of thousands of smaller firms. The automobile business is composed of a few national brands
participating in thousands of branded dealerships. In computer manufacturing, for example, there are a few large international firms whose names are well known, and
thousands of smaller firms.
Products and services can follow many paths between suppliers and users. Explain how distribution works in your industry. Is this an industry in which retailers are
supported by regional distributors, as is the case for computer products, magazines, or auto parts? Does your industry depend on direct sales to large industrial
customers? Do manufacturers support their own direct sales forces, or do they work with product representatives?
Some products are almost always sold through retail stores to consumers, and sometimes these are distributed by distribution companies that buy from manufacturers. In other
cases, the products are sold directly from manufacturers to stores. Some products are sold directly from the manufacturer to the final consumer through mail campaigns,
national advertising, or other promotional means.
In many product categories there are several alternatives, and distribution choices are strategic. Encyclopedias and vacuum cleaners are traditionally sold door-to-door,
but are also sold in stores and direct from manufacturer to consumer through radio and television ads.
Many products are distributed through direct business-to-business sales, and in long-term contracts such as the ones between car manufacturers and their suppliers of
parts, materials, and components. In some industries companies use representatives, agents, or commissioned salespeople.
Technology can change the patterns of distribution in an industry or product category. The Internet, for example, is changing the options for software distribution, books,
music, and other products. Cable communication is changing the options for distributing video products and video games.
Distribution patterns may not be as critical to most service companies, because distribution is normally about physical distribution of specific physical products such
as a restaurant, graphic artist, professional services practice, or architect.
For a few services, distribution may still be relevant. A phone service or cable provider, or an Internet provider, might describe distribution related to physical
infrastructure. Some publishers may prefer to treat their business as a service rather than a manufacturing company, and in that case distribution may also be relevant.
It is essential to understand the nature of competition in your market. This is still in the general area of describing the industry, or type of business. Explain the
general nature of competition in this business, and how the customers seem to choose one provider over another. What are the keys to success? What buying factors make
the most difference–Price? Product features? Service? Support? Training? Software? Delivery dates? Are brand names important?
In the computer business, for example, competition might depend on reputation and trends in one part of the market, and on channels of distribution and advertising in
another. In many business-to-business industries, the nature of competition depends on direct selling, because channels are impractical. Price is vital in products
competing with each other on retail shelves, but delivery and reliability might be much more important for materials used by manufacturers in volume, for which a shortage
can affect an entire production line.
In the restaurant business, for example, competition might depend on reputation and trends in one part of the market, and on location and parking in another.
In many professional service practices the nature of competition depends on word of mouth, because advertising is not completely accepted. Is there price competition
between accountants, doctors, and lawyers? How do people choose travel agencies or florists for weddings? Why does someone hire one landscape architect over another?
Why choose Starbucks, a national brand, over the local coffee house? All of this is the nature of competition.
Do a very complete analysis of your main competitors. List the main competitors. What are the strengths and weaknesses of each? Consider their products, pricing,
reputation, management, financial position, channels of distribution, brand awareness, business development, technology, or other factors that you feel are important.
In what segments of the market do they operate? What seems to be their strategy? How much do they impact your products, and what threats and opportunities do they
Page updated on 2015-09-13