Strategic Analysis of the HTC Corp, Analytical Essay by noripj

Strategic Analysis of the HTC Corp,
Uses Porter's Five Forces and SWOT analyses to assess how HTC Corp. in its Smartphone industry should adapt to present and future market conditions.
# 148916 | 2,600 words | 5 sources | MLA | 2011 | US
Published on Nov 14, 2011 in Business (Companies) , Business (Management) , Research Designs (General)

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This paper explains that the industry analysis, using Porter's Five Forces, indicates that, while the industry is relatively competitive, barriers to entry are fairly large and companies currently thriving in the Smartphone industry are situated to continue their success as long as they continue to create new cutting-edge technologies. Next, the author performs a SWOT analysis to underscore the company's strengths, weaknesses, opportunities and threats. Based on these examinations, the paper recommends that HTC continues to build upon its brand identity especially in emerging markets, that the company exploit its relationship with Google and Microsoft to appeal to more U.S. business consumers and that it must continue to devote considerable resources to R&D including some basic security enhancements to its phones and their OS. The sources are listed in the footnotes and figures are included in the paper.

Table of Contents:
Industry Analysis
Porter's Five Forces
Bargaining Power of Buyers
Bargaining Power of Suppliers
Barriers to Entry
Threat of Substitute
Intensity of Rivalry
Industry Analysis: Conclusion
Company Analysis
SWOT Analysis
Recommended Changes in HTC's Competitive Strategy

From the Paper:

"As a result, it generally takes significant capital either (1) to purchase the legal rights to use the technologies created by other companies' R&D efforts or (2) to develop newer, more cutting-edge technologies as a result of a company's own R&D efforts. Both are considerably expensive and prohibitive of smaller firms entering the industry. Making matters worse for new entrants is the fact that high manufacturing costs also require substantial numbers of phones to be sold before a company can expect to "break even." And new entrants must also establish relationships with service providers and other industry players related to the channels of distribution--relationships that are hard to build given the loyalties these industry players have for other companies already in the industry, as well as the brand loyalty consumers have for existing companies and their products.
"In addition to this, while larger firms that have more resources may be able to enter the market, they would have to do so at their own considerable risk. Most firms that have the technical "know how," such as Apple, have either entered the market already or determined that the Smartphone industry is becoming increasingly competitive--reminiscent of the industry for Personal Computers over the past decade."

Sample of Sources Used:

  • The Giant in the Palm of Your Hand--Nokia's Turnaround, The Economist, February 12, 2005.
  • Google: Motorola Buy Won't Put Us Into Handset Manufacturing Business, Techspot, October 19, 2011. Available online at:
  • Apple Crowned World's Top Brand, MSN, October 13, 2011. Available online at:
  • Apple Knocks off Google as Number One Brand, BusinessNews Express, May 10, 2011. Available online at:
  • Course Packet

Cite this Analytical Essay:

APA Format

Strategic Analysis of the HTC Corp, (2011, November 14) Retrieved April 18, 2024, from

MLA Format

"Strategic Analysis of the HTC Corp," 14 November 2011. Web. 18 April. 2024. <>