Market Selection & Five Forces Strategy Tool
The Intensity of Rivalry
The smartphone manufacturing industry has a high intensity of rivalry based on the rivalry strategy tool. This is because there are many companies that manufacture smartphones and they are all competing to increase their market share of the smartphone industry (Gehani, 2016). The smartphone industry is growing with each passing day making the industry competitive and manufacturers have to ensure that they remain on top or in front of their competitors. There is increasing competition especially from Chinese manufacturers who are developing cheap and high-end smartphones that are attractive and targeted to the low-income earners. This puts a strain on the well-established manufacturers like Apple and Samsung who are left to battle for the top end spectrum of the market. Therefore, for a company to continue leading the smartphone manufacturing industry it should adjust its strategy. Ignoring the emerging market of smartphones would result in a manufacturer losing their market share and allowing rivals to take over. There is a threat of competitor rivalry and any manufacturer should recognize this threat. Porters five forces model reveal whether an industry is truly attractive and they would help investors to anticipate positive and negative shifts in the industry. Smartphone manufacturers have to keep up with the industry growth rates and ensure they remain relevant in the industry. This will ensure that the manufacturer is able to compete and increase their...
References
Gehani, R. R. (2016). Sensemaking corporate brand values in the smart-phone industry. SAM Advanced Management Journal, 81(4), 37.
Oh, Y., & Oh, J. (2017). A critical incident approach to consumer response in the smartphone market: product, service and contents. Information Systems and e-Business Management, 15(3), 577-597.
Vuori, T. O., & Huy, Q. N. (2016). Distributed attention and shared emotions in the innovation process: How Nokia lost the smartphone battle. Administrative Science Quarterly, 61(1), 9-51.
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