A company will not be profitable just because it is part of an attractive industry or strategic group; much more is required. The industry life-cycle model is a generalization that is not always followed, particularly when inno-vation revolutionizes an industry.13.The macroenvironment affects the intensity of rivalry within an industry. Included in the mac-roenvironment are the macroeconomic environ-ment, the global environment, the technological environment, the demographic and social envi-ronment, and the political and legal environment.discussion QuEstions1.Under what environmental conditions are price wars most likely to occur in an industry? What are the implications of price wars for a company? How should a company try to deal with the threat of a price war?2.Discuss the competitive forces model with reference to what you know about the US mar-ket for wireless telecommunications services (see the Opening Case). What does the model tell you about the level of competition in this industry?3.Identify a growth industry, a mature industry, and a declining industry. For each industry, identify the following: (a) the number and size distribution of companies, (b) the nature of bar-riers to entry, (c) the height of barriers to en-try, and (d) the extent of product differentiation. What do these factors tell you about the nature of competition in each industry? What are the implications for the company in terms of oppor-tunities and threats?4.Assess the impact of macroenvironmental factors on the likely level of enrollment at your university over the next decade. What are the implications of these factors for the job security and salary level of your professors?CLOSING CASEthe Market for large commercial aircraftTwo companies, Boeing and Airbus, have long domi-nated the market for large commercial jet aircraft. To-day Boeing planes account for 50% of the worlds fleet of commercial jet aircraft, and Airbus planes account for 31%. The reminder of the global market is split between several smaller players, including Embraer of Brazil and Bombardier of Canada, both of which have a 7% share. Embraer and Bombardier, however, have to date focused primarily on the regional jet market, building planes of less than 100 seats. The market for aircraft with more than 100 seats has been totally dominated by Boeing and Airbus.The overall market is large and growing. In 2014, Boeing delivered 723 aircraft and Airbus delivered 620 aircraft. Demand for new aircraft is "