Strategiska alternativ för inträde i gruvbranschens värdenätverk

Sammanfattning: Purpose The purpose of this study is to describe and analyze the mining industry's driving forces, attractiveness and value network and propose strategic options for entry. Method This study’s method consists of a combination of a descriptive, exploratory and explanatory approach. The descriptive and exploratory approach is used at first to give a comprehensive picture of how the mining industry works and to provide a good base of knowledge to build upon. With appropriate frameworks, the industry's attractiveness and driving forces are analyzed as well as a keen understanding of its value network is obtained. The explanatory part of the study is performed to demonstrate how an entry into the industry value network can be done and how this is done in the most appropriate manner. The study is a combination of a mapping and a case study. Initially, a mapping was carried out in order to build a foundation of knowledge and a broad understanding of how the industry works and who the actors are. In III the areas where deeper knowledge was needed to gain understanding, case studies was applied to completely cover the study’s problems and to fulfill the purpose. The data collection was carried out by two different methods, literary studies and interviews with various mining company executives. Theoretical Framework In order to answer the study's purpose, various theories have been combined. The study’s purpose can be divided into two more specific purposes, analyzing driving forces and attractiveness and, propose and analyze strategic options for entry. When analyzing the mining industry’s driving forces, the frameworks PESTEL and SWOT were used and when analyzing the industry attractiveness Porter's five forces were used. Porter’s Value Chain Model is used to describe where in the value network a potential entry could be done. The Strategy Clock is used to link the empirical data from the PESTEL, SWOT, Porter's Five Forces and Porter's Value Chain Model to describe the fact that, depending on where in the value chain, an entry is made, and how the industry’s driving forces and attractiveness acts and appears, various strategies must be used. Theory about acquisitions and partnerships are used for proposals and analysis of strategic options for entry. The study’s findings regarding entry are summarized in a matrix developed by the authors, were the possibility of succeeding entering the industry is a function of requirements on internal knowledge about the industry. Conclusions The study's conclusion states that the mining industry is very attractive but since there are several significant driving forces, the industry can be volatile. The main driving forces are the global economic development, leading to a continuing demand for iron ore, as well as the region's political stability and investments in the mining industry. The study states that all the forces in Porter's Five Forces analysis is very strong and in balance, since that, it is very difficult and often very unprofitable for new players to enter the market. There are also many players in the market and the competition is fierce. This results that the study recommends two options to become a part of the mining industry value chain, through acquisition or partnership. An acquisition of a company with established relationships and historically proven experience is the option that the study considers most appropriate.