This document discusses tools and techniques for performing an external audit and analysis. It describes analyzing key external forces including economic, social, political, technological and competitive factors. It also explains Porter's Five Forces model for industry analysis and tools like the External Factor Evaluation Matrix and Competitive Profile Matrix for evaluating external opportunities and threats. The purpose is to identify important trends and events outside a firm's control to help formulate strategies.
The chapter discusses conducting an external strategic audit to identify opportunities and threats from external forces. It covers 10 key external forces including economic, social, technological and competitive forces. It describes sources of external information, forecasting tools, and the importance of monitoring trends. Key parts of an external audit are identifying competitors' strengths/weaknesses and developing matrices to evaluate external factors. Conducting an audit involves gathering information, prioritizing factors, and communicating the most important ones. The chapter also discusses Porter's five forces model of competition.
The document discusses performing internal and external assessments for strategic management. It covers analyzing external factors like economic, social, technological and competitive conditions. Key internal factors include distinctive competencies and resources. The resource-based view argues internal resources are most important for competitive advantage. Functional areas like management, marketing, finance and production are also assessed internally. Tools like the EFE matrix and IFE matrix are used to evaluate external opportunities/threats and internal strengths/weaknesses.
The document outlines the key aspects of conducting an external assessment for strategic management. It discusses 10 major external forces that affect organizations, including economic, social, cultural, demographic, environmental, political, governmental, legal, technological and competitive forces. It describes how to identify opportunities and threats by gathering external information, analyzing trends, and developing tools like the External Factor Evaluation Matrix and Competitive Profile Matrix. The overall goal of an external assessment is to understand external factors beyond a firm's control that may impact its performance and strategies.
Ομιλία: “ESG in Corporate Governance and public enterprises (SOEs)”
Χριστίνα Κολιάτση, Chief Legal Counsel, Ελληνική εταιρεία Συμμετοχών και Περιουσίας ΑΕ (ΕΕΣΥΠ)
The document discusses analyzing a company's external environment. It describes performing a PESTEL analysis to examine political, economic, social, technological, environmental, and legal factors. It also discusses Porter's Five Forces model to analyze industry competition by examining the threat of new entrants, power of suppliers and buyers, threat of substitutes, and competitive rivalry. The purpose is to identify opportunities and threats in the external environment to help formulate business strategies.
The document discusses analyzing a company's external environment. It describes analyzing the macro environment using PESTEL factors (political, economic, social, technological, environmental, legal) and doing an industry analysis using Porter's Five Forces model to evaluate competitive rivalry and threats from new entrants, substitutes, suppliers and buyers. It provides details on each of Porter's five forces and how to assess their impact on an industry.
This document discusses industry analysis and different tools used for analysis. It describes industry analysis as a method to understand a company's position relative to competitors and identify opportunities and threats. Three common analysis tools are discussed - Porter's Five Forces analysis examines competitive forces in an industry, PESTEL analysis evaluates political, economic, social, technological, environmental and legal factors, and SWOT analysis identifies internal strengths and weaknesses and external opportunities and threats. The document provides examples of factors considered in each tool and concludes that industry analysis helps companies set goals and evaluate competitors.
The chapter discusses conducting an external strategic audit to identify opportunities and threats from external forces. It covers 10 key external forces including economic, social, technological and competitive forces. It describes sources of external information, forecasting tools, and the importance of monitoring trends. Key parts of an external audit are identifying competitors' strengths/weaknesses and developing matrices to evaluate external factors. Conducting an audit involves gathering information, prioritizing factors, and communicating the most important ones. The chapter also discusses Porter's five forces model of competition.
The document discusses performing internal and external assessments for strategic management. It covers analyzing external factors like economic, social, technological and competitive conditions. Key internal factors include distinctive competencies and resources. The resource-based view argues internal resources are most important for competitive advantage. Functional areas like management, marketing, finance and production are also assessed internally. Tools like the EFE matrix and IFE matrix are used to evaluate external opportunities/threats and internal strengths/weaknesses.
The document outlines the key aspects of conducting an external assessment for strategic management. It discusses 10 major external forces that affect organizations, including economic, social, cultural, demographic, environmental, political, governmental, legal, technological and competitive forces. It describes how to identify opportunities and threats by gathering external information, analyzing trends, and developing tools like the External Factor Evaluation Matrix and Competitive Profile Matrix. The overall goal of an external assessment is to understand external factors beyond a firm's control that may impact its performance and strategies.
Ομιλία: “ESG in Corporate Governance and public enterprises (SOEs)”
Χριστίνα Κολιάτση, Chief Legal Counsel, Ελληνική εταιρεία Συμμετοχών και Περιουσίας ΑΕ (ΕΕΣΥΠ)
The document discusses analyzing a company's external environment. It describes performing a PESTEL analysis to examine political, economic, social, technological, environmental, and legal factors. It also discusses Porter's Five Forces model to analyze industry competition by examining the threat of new entrants, power of suppliers and buyers, threat of substitutes, and competitive rivalry. The purpose is to identify opportunities and threats in the external environment to help formulate business strategies.
The document discusses analyzing a company's external environment. It describes analyzing the macro environment using PESTEL factors (political, economic, social, technological, environmental, legal) and doing an industry analysis using Porter's Five Forces model to evaluate competitive rivalry and threats from new entrants, substitutes, suppliers and buyers. It provides details on each of Porter's five forces and how to assess their impact on an industry.
This document discusses industry analysis and different tools used for analysis. It describes industry analysis as a method to understand a company's position relative to competitors and identify opportunities and threats. Three common analysis tools are discussed - Porter's Five Forces analysis examines competitive forces in an industry, PESTEL analysis evaluates political, economic, social, technological, environmental and legal factors, and SWOT analysis identifies internal strengths and weaknesses and external opportunities and threats. The document provides examples of factors considered in each tool and concludes that industry analysis helps companies set goals and evaluate competitors.
. Introduction to Corporate Strategy(CS))debajanipalai
The term strategy is derived from the Greek word “Strategos” means a plan or process or a set of decision rules or an arrangement to create a common thread.
It is the path or the way to achieve the goals of the organization or corporate.
It helps the manager proactively to direct or run the organization in a volatile environment.
It consists of WH questions.
Mintzberg has defined the strategy which consists of “5Ps” such as: plan, pattern, position, ploy and perspective.
A Plan “how to achieve the target”.
A Pattern “to take consistent actions over time”.
A Position “to be achieved by offering goods and services in particular market”.
A Ploy “how to beat the competitors by using tactics and tricks with proper allocation and utilization of resources”.
A Perspective “it is the vision of the organization what it want to be”.
Strategy is concerned with to achieve the broad goals of the organization.
It establishes unique value proposition compared to its competitors.
It provides tailored value to its customers.
It clearly identifies and clarifies what not to do.
It empowers the organization to move towards its vision.
It creates environmental scanning to gain competitive advantage.
External environment is the environment outside of the organization which influences the business. It can broadly be categorised into two parts: Micro Environment & Macro Environment.
Micro Environment studies the small area of business or immediate periphery of the organization. It directly influence and regulate the business.
E.g.: customers, suppliers, creditors, vendors, competitors and local community.
Macro Environment: It studies overall business activity in a broad manner. It influences business on the basis of “PEST”: Political, Economic, Socio-cultural and Technology.
Internal Environment is a component of the business environment, which is composed of various elements present inside the organization that can affect and be affected by the decision of the organization and its activities.
The internal environment of the organization consists of employees, management, owner, shareholders, investors and all other resources.
Factors influencing external environment are: value system, vision, structure, culture, human resource, physical resource, technical-know-how etc.
Strategic Advantage Profile (SAP) is a summary statement which provides an overview of the advantages and disadvantages in key areas which affect future operations of the organization.
It is the systematic evaluation of strategic advantage which is significant for the business and its environment.
It involves analysis of internal strength and weakness along with opportunities and threats by focusing on complete study of functional areas like: marketing, production, finance, accounting, personnel, R&D.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
This document discusses tools and concepts for conducting an external strategic management audit. It outlines five broad categories of external forces - economic, social/demographic, political/legal, technological, and competitive. The document describes the process of performing an external audit, which involves gathering information, identifying opportunities and threats, prioritizing key factors, and communicating findings. It provides examples of variables to monitor within each category and emphasizes the importance of competitive intelligence programs.
The term strategy is derived from the Greek word “Strategos” means a plan or process or a set of decision rules or an arrangement to create a common thread.
It is the path or the way to achieve the goals of the organization or corporate.
It helps the manager proactively to direct or run the organization in a volatile environment.
It consists of WH questions.
Mintzberg has defined the strategy which consists of “5Ps” such as: plan, pattern, position, ploy and perspective.
A Plan “how to achieve the target”.
A Pattern “to take consistent actions over time”.
A Position “to be achieved by offering goods and services in particular market”.
A Ploy “how to beat the competitors by using tactics and tricks with proper allocation and utilization of resources”.
A Perspective “it is the vision of the organization what it want to be”.
Characteristics:
Strategy is concerned with to achieve the broad goals of the organization.
It establishes unique value proposition compared to its competitors.
It provides tailored value to its customers.
It clearly identifies and clarifies what not to do.
It empowers the organization to move towards its vision.
It creates environmental scanning to gain competitive advantage.
External environment is the environment outside of the organization which influences the business. It can broadly be categorised into two parts: Micro Environment & Macro Environment.
Micro Environment studies the small area of business or immediate periphery of the organization. It directly influence and regulate the business.
E.g.: customers, suppliers, creditors, vendors, competitors and local community.
Macro Environment: It studies overall business activity in a broad manner. It influences business on the basis of “PEST”: Political, Economic, Socio-cultural and Technology.
Political Factors consists of employment laws, tax policy, policies regarding trade & tariffs, environmental regulation and political stability.
Economic Factors consists of economic growth, interest rate, exchange rate and inflation rate.
Socio-Cultural Factors consists of health consciousness, population growth rate, age, career attitude, emphasis on safety etc.
Technological Factor consists of R & D activity, automation, technology incentives and change in technology.
Internal Environment is a component of the business environment, which is composed of various elements present inside the organization that can affect and be affected by the decision of the organization and its activities.
The internal environment of the organization consists of employees, management, owner, shareholders, investors and all other resources.
Factors influencing external environment are: value system, vision, structure, culture, human resource, physical resource, technical-know-how etc.
The internal environment environmental analysis generates long list of resources and capabilities which play vital role in strategy formulation.
It determines the strength and weakness of the organization.
The document outlines the guiding principles of the Global Reporting Initiative (GRI) for sustainability reporting. It discusses why organizations develop sustainability reports, who is interested in them, and provides an overview of the GRI reporting framework. The GRI framework provides standardized disclosures and performance indicators for organizations to disclose their economic, environmental, and social impacts in a comparable manner. It helps information seekers evaluate organizations' sustainability practices.
This document discusses environmental scanning and industry analysis. It provides information on:
1) How uncertainty in the external environment is both a threat and opportunity for companies and how environmental scanning can help avoid strategic surprises.
2) Tools for analyzing the external environment like STEEP analysis of the societal environment and Porter's five forces model for industry analysis.
3) The importance of identifying external strategic factors that have medium to high probability and impact for a company through tools like issues priority matrices.
The document summarizes key concepts from Chapter 3 of a strategic management textbook. It outlines the external assessment process, including analyzing industrial organization forces, social/demographic trends, economic/political factors, technological changes, and competitive forces using models like Porter's Five Forces. Key steps are identifying opportunities/threats, performing an external audit using various sources, and creating matrices like the EFE and CPM to evaluate external factors and competitors.
This document outlines tools for analyzing the external business environment, including PESTEL analysis and Porter's Five Forces model. It discusses using PESTEL to analyze the macroenvironment factors of political, economic, social, technological, environmental, and legal issues. Porter's Five Forces model is then explained as a framework for industry analysis involving the competitive forces of threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document provides details on applying each of these tools to systematically evaluate opportunities and threats in the external environment.
ASSE PDC 2011 CSR for the Safety ProfessionalFayFeeney
Presentation deck from American Society of Safety Engineering 100th Anniversary conference.
This is not to be used for commercial use - for review only.
The document discusses various factors in a company's marketing environment, including the microenvironment and macroenvironment. It describes key elements of the microenvironment like suppliers, marketing intermediaries, customers and competitors. It then explains factors in the macroenvironment such as demographic trends, economic conditions, natural environment, technological changes, and political/cultural influences. The document emphasizes how marketers must understand and respond proactively to changes in the various environmental factors.
The document discusses developing competitive advantage and strategic focus through situation analysis and SWOT analysis. It covers collecting and analyzing marketing information, including conducting an internal, customer, and external environment analysis. A SWOT analysis framework is then presented for organizing environmental data. Key elements of a SWOT analysis include identifying strengths, weaknesses, opportunities, and threats within the internal and external environments. Conducting a thorough situation analysis and SWOT is important for informing marketing strategy and leveraging competitive advantages.
1. The document defines key strategic planning terms like strategy, strategic planning, decision making, tactical planning, barriers to entry, absolute cost advantage, economies of scale, industry, superior profitability, comparative advantage, critical success factors, key success factors, external environment, and internal environment.
2. It discusses similarities and differences between business strategy and military strategy, and explains how a company's strategy is partly proactive and partly reactive.
3. It identifies factors that drive industry changes like government regulations, societal attitudes, technology trends, and their impact on industry attractiveness and the need to adjust strategies accordingly.
The document provides an overview of analyzing a business's external and internal environment. It discusses the macro environment including political, economic, social, technological, and legal factors. It also discusses the micro environment including customers, competitors, suppliers, and other stakeholders. It introduces Porter's five forces model for analyzing industry competition. Additionally, it covers analyzing a business's internal structure, culture, and resources. Key frameworks discussed for environmental analysis include PESTEL/PESTLE, ETOP, and SWOT. The purpose is to understand all relevant external and internal factors that could impact a business.
The document outlines the Strategic Radar Model which is used to systematically scan the business environment. It describes the key environmental factors an organization should monitor including the customer, competitor, economic, technological, social, political, legal, and geophysical environments. Regular scanning of these environments allows an organization to identify trends, signals of change, and strategically significant information to inform strategic decision making.
Quiz 7QUIZ strategic management concepts &cases 11th edition by Fred R. David...حمد بوجرادة
This document provides answers to questions about conducting external analyses for strategic planning purposes. It discusses:
1) How to conduct an external audit with four basic steps: selecting key variables, sources of information, forecasting tools, and constructing an EFE matrix.
2) Recent economic, social, political, or technological trends that significantly affect financial institutions, such as interest rates, smoking ordinances, and internet usage.
3) That major opportunities and threats usually result from interactions among multiple environmental trends rather than single factors due to complex external environments.
Quiz 7QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
This document provides answers to questions about conducting external analyses for strategic planning purposes. It discusses:
1) How to conduct an external audit with four basic steps: selecting key variables, sources of information, forecasting tools, and constructing an EFE matrix.
2) Recent economic, social, political, or technological trends that significantly affect financial institutions, such as interest rates, smoking ordinances, and internet usage.
3) That major opportunities and threats usually stem from interactions among multiple external factors rather than single events.
This document discusses the business environment and strategic management. It defines the business environment as all internal and external factors that affect a company's operations, including customers, suppliers, regulations, and more. It then describes key features of the business environment like its dynamic nature and how it varies in different places. The document outlines Porter's five forces model of competitive structure and discusses strategic groups. It also discusses the importance of environmental analysis for identifying opportunities/threats and formulating strategies. Finally, it notes that strategic management involves determining long-term goals, adopting strategies to achieve them, and evaluating performance.
This document provides an overview of a strategic planning and policy analysis course. The 3 main points are:
1) The course aims to teach students how to analyze an organization's strengths, weaknesses, opportunities, and threats in order to formulate strategic plans and goals.
2) Students will learn how to think strategically about a company and its business position to gain a competitive advantage.
3) Strategic planning involves analyzing where a company currently stands, where it wants to be in the future, and how it will get there.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
. Introduction to Corporate Strategy(CS))debajanipalai
The term strategy is derived from the Greek word “Strategos” means a plan or process or a set of decision rules or an arrangement to create a common thread.
It is the path or the way to achieve the goals of the organization or corporate.
It helps the manager proactively to direct or run the organization in a volatile environment.
It consists of WH questions.
Mintzberg has defined the strategy which consists of “5Ps” such as: plan, pattern, position, ploy and perspective.
A Plan “how to achieve the target”.
A Pattern “to take consistent actions over time”.
A Position “to be achieved by offering goods and services in particular market”.
A Ploy “how to beat the competitors by using tactics and tricks with proper allocation and utilization of resources”.
A Perspective “it is the vision of the organization what it want to be”.
Strategy is concerned with to achieve the broad goals of the organization.
It establishes unique value proposition compared to its competitors.
It provides tailored value to its customers.
It clearly identifies and clarifies what not to do.
It empowers the organization to move towards its vision.
It creates environmental scanning to gain competitive advantage.
External environment is the environment outside of the organization which influences the business. It can broadly be categorised into two parts: Micro Environment & Macro Environment.
Micro Environment studies the small area of business or immediate periphery of the organization. It directly influence and regulate the business.
E.g.: customers, suppliers, creditors, vendors, competitors and local community.
Macro Environment: It studies overall business activity in a broad manner. It influences business on the basis of “PEST”: Political, Economic, Socio-cultural and Technology.
Internal Environment is a component of the business environment, which is composed of various elements present inside the organization that can affect and be affected by the decision of the organization and its activities.
The internal environment of the organization consists of employees, management, owner, shareholders, investors and all other resources.
Factors influencing external environment are: value system, vision, structure, culture, human resource, physical resource, technical-know-how etc.
Strategic Advantage Profile (SAP) is a summary statement which provides an overview of the advantages and disadvantages in key areas which affect future operations of the organization.
It is the systematic evaluation of strategic advantage which is significant for the business and its environment.
It involves analysis of internal strength and weakness along with opportunities and threats by focusing on complete study of functional areas like: marketing, production, finance, accounting, personnel, R&D.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
This document discusses tools and concepts for conducting an external strategic management audit. It outlines five broad categories of external forces - economic, social/demographic, political/legal, technological, and competitive. The document describes the process of performing an external audit, which involves gathering information, identifying opportunities and threats, prioritizing key factors, and communicating findings. It provides examples of variables to monitor within each category and emphasizes the importance of competitive intelligence programs.
The term strategy is derived from the Greek word “Strategos” means a plan or process or a set of decision rules or an arrangement to create a common thread.
It is the path or the way to achieve the goals of the organization or corporate.
It helps the manager proactively to direct or run the organization in a volatile environment.
It consists of WH questions.
Mintzberg has defined the strategy which consists of “5Ps” such as: plan, pattern, position, ploy and perspective.
A Plan “how to achieve the target”.
A Pattern “to take consistent actions over time”.
A Position “to be achieved by offering goods and services in particular market”.
A Ploy “how to beat the competitors by using tactics and tricks with proper allocation and utilization of resources”.
A Perspective “it is the vision of the organization what it want to be”.
Characteristics:
Strategy is concerned with to achieve the broad goals of the organization.
It establishes unique value proposition compared to its competitors.
It provides tailored value to its customers.
It clearly identifies and clarifies what not to do.
It empowers the organization to move towards its vision.
It creates environmental scanning to gain competitive advantage.
External environment is the environment outside of the organization which influences the business. It can broadly be categorised into two parts: Micro Environment & Macro Environment.
Micro Environment studies the small area of business or immediate periphery of the organization. It directly influence and regulate the business.
E.g.: customers, suppliers, creditors, vendors, competitors and local community.
Macro Environment: It studies overall business activity in a broad manner. It influences business on the basis of “PEST”: Political, Economic, Socio-cultural and Technology.
Political Factors consists of employment laws, tax policy, policies regarding trade & tariffs, environmental regulation and political stability.
Economic Factors consists of economic growth, interest rate, exchange rate and inflation rate.
Socio-Cultural Factors consists of health consciousness, population growth rate, age, career attitude, emphasis on safety etc.
Technological Factor consists of R & D activity, automation, technology incentives and change in technology.
Internal Environment is a component of the business environment, which is composed of various elements present inside the organization that can affect and be affected by the decision of the organization and its activities.
The internal environment of the organization consists of employees, management, owner, shareholders, investors and all other resources.
Factors influencing external environment are: value system, vision, structure, culture, human resource, physical resource, technical-know-how etc.
The internal environment environmental analysis generates long list of resources and capabilities which play vital role in strategy formulation.
It determines the strength and weakness of the organization.
The document outlines the guiding principles of the Global Reporting Initiative (GRI) for sustainability reporting. It discusses why organizations develop sustainability reports, who is interested in them, and provides an overview of the GRI reporting framework. The GRI framework provides standardized disclosures and performance indicators for organizations to disclose their economic, environmental, and social impacts in a comparable manner. It helps information seekers evaluate organizations' sustainability practices.
This document discusses environmental scanning and industry analysis. It provides information on:
1) How uncertainty in the external environment is both a threat and opportunity for companies and how environmental scanning can help avoid strategic surprises.
2) Tools for analyzing the external environment like STEEP analysis of the societal environment and Porter's five forces model for industry analysis.
3) The importance of identifying external strategic factors that have medium to high probability and impact for a company through tools like issues priority matrices.
The document summarizes key concepts from Chapter 3 of a strategic management textbook. It outlines the external assessment process, including analyzing industrial organization forces, social/demographic trends, economic/political factors, technological changes, and competitive forces using models like Porter's Five Forces. Key steps are identifying opportunities/threats, performing an external audit using various sources, and creating matrices like the EFE and CPM to evaluate external factors and competitors.
This document outlines tools for analyzing the external business environment, including PESTEL analysis and Porter's Five Forces model. It discusses using PESTEL to analyze the macroenvironment factors of political, economic, social, technological, environmental, and legal issues. Porter's Five Forces model is then explained as a framework for industry analysis involving the competitive forces of threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document provides details on applying each of these tools to systematically evaluate opportunities and threats in the external environment.
ASSE PDC 2011 CSR for the Safety ProfessionalFayFeeney
Presentation deck from American Society of Safety Engineering 100th Anniversary conference.
This is not to be used for commercial use - for review only.
The document discusses various factors in a company's marketing environment, including the microenvironment and macroenvironment. It describes key elements of the microenvironment like suppliers, marketing intermediaries, customers and competitors. It then explains factors in the macroenvironment such as demographic trends, economic conditions, natural environment, technological changes, and political/cultural influences. The document emphasizes how marketers must understand and respond proactively to changes in the various environmental factors.
The document discusses developing competitive advantage and strategic focus through situation analysis and SWOT analysis. It covers collecting and analyzing marketing information, including conducting an internal, customer, and external environment analysis. A SWOT analysis framework is then presented for organizing environmental data. Key elements of a SWOT analysis include identifying strengths, weaknesses, opportunities, and threats within the internal and external environments. Conducting a thorough situation analysis and SWOT is important for informing marketing strategy and leveraging competitive advantages.
1. The document defines key strategic planning terms like strategy, strategic planning, decision making, tactical planning, barriers to entry, absolute cost advantage, economies of scale, industry, superior profitability, comparative advantage, critical success factors, key success factors, external environment, and internal environment.
2. It discusses similarities and differences between business strategy and military strategy, and explains how a company's strategy is partly proactive and partly reactive.
3. It identifies factors that drive industry changes like government regulations, societal attitudes, technology trends, and their impact on industry attractiveness and the need to adjust strategies accordingly.
The document provides an overview of analyzing a business's external and internal environment. It discusses the macro environment including political, economic, social, technological, and legal factors. It also discusses the micro environment including customers, competitors, suppliers, and other stakeholders. It introduces Porter's five forces model for analyzing industry competition. Additionally, it covers analyzing a business's internal structure, culture, and resources. Key frameworks discussed for environmental analysis include PESTEL/PESTLE, ETOP, and SWOT. The purpose is to understand all relevant external and internal factors that could impact a business.
The document outlines the Strategic Radar Model which is used to systematically scan the business environment. It describes the key environmental factors an organization should monitor including the customer, competitor, economic, technological, social, political, legal, and geophysical environments. Regular scanning of these environments allows an organization to identify trends, signals of change, and strategically significant information to inform strategic decision making.
Quiz 7QUIZ strategic management concepts &cases 11th edition by Fred R. David...حمد بوجرادة
This document provides answers to questions about conducting external analyses for strategic planning purposes. It discusses:
1) How to conduct an external audit with four basic steps: selecting key variables, sources of information, forecasting tools, and constructing an EFE matrix.
2) Recent economic, social, political, or technological trends that significantly affect financial institutions, such as interest rates, smoking ordinances, and internet usage.
3) That major opportunities and threats usually result from interactions among multiple environmental trends rather than single factors due to complex external environments.
Quiz 7QUIZ strategic management concepts &cases 11th edition by Fred حمد بوجرادة
This document provides answers to questions about conducting external analyses for strategic planning purposes. It discusses:
1) How to conduct an external audit with four basic steps: selecting key variables, sources of information, forecasting tools, and constructing an EFE matrix.
2) Recent economic, social, political, or technological trends that significantly affect financial institutions, such as interest rates, smoking ordinances, and internet usage.
3) That major opportunities and threats usually stem from interactions among multiple external factors rather than single events.
This document discusses the business environment and strategic management. It defines the business environment as all internal and external factors that affect a company's operations, including customers, suppliers, regulations, and more. It then describes key features of the business environment like its dynamic nature and how it varies in different places. The document outlines Porter's five forces model of competitive structure and discusses strategic groups. It also discusses the importance of environmental analysis for identifying opportunities/threats and formulating strategies. Finally, it notes that strategic management involves determining long-term goals, adopting strategies to achieve them, and evaluating performance.
This document provides an overview of a strategic planning and policy analysis course. The 3 main points are:
1) The course aims to teach students how to analyze an organization's strengths, weaknesses, opportunities, and threats in order to formulate strategic plans and goals.
2) Students will learn how to think strategically about a company and its business position to gain a competitive advantage.
3) Strategic planning involves analyzing where a company currently stands, where it wants to be in the future, and how it will get there.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Confirmation of Payee (CoP) is a vital security measure adopted by financial institutions and payment service providers. Its core purpose is to confirm that the recipient’s name matches the information provided by the sender during a banking transaction, ensuring that funds are transferred to the correct payment account.
Confirmation of Payee was built to tackle the increasing numbers of APP Fraud and in the landscape of UK banking, the spectre of APP fraud looms large. In 2022, over £1.2 billion was stolen by fraudsters through authorised and unauthorised fraud, equivalent to more than £2,300 every minute. This statistic emphasises the urgent need for robust security measures like CoP. While over £1.2 billion was stolen through fraud in 2022, there was an eight per cent reduction compared to 2021 which highlights the positive outcomes obtained from the implementation of Confirmation of Payee. The number of fraud cases across the UK also decreased by four per cent to nearly three million cases during the same period; latest statistics from UK Finance.
In essence, Confirmation of Payee plays a pivotal role in digital banking, guaranteeing the flawless execution of banking transactions. It stands as a guardian against fraud and misallocation, demonstrating the commitment of financial institutions to safeguard their clients’ assets. The next time you engage in a banking transaction, remember the invaluable role of CoP in ensuring the security of your financial interests.
For more details, you can visit https://technoxander.com.
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
South Dakota State University degree offer diploma Transcriptynfqplhm
办理美国SDSU毕业证书制作南达科他州立大学假文凭定制Q微168899991做SDSU留信网教留服认证海牙认证改SDSU成绩单GPA做SDSU假学位证假文凭高仿毕业证GRE代考如何申请南达科他州立大学South Dakota State University degree offer diploma Transcript
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
“Amidst Tempered Optimism” Main economic trends in May 2024 based on the results of the New Monthly Enterprises Survey, #NRES
On 12 June 2024 the Institute for Economic Research and Policy Consulting (IER) held an online event “Economic Trends from a Business Perspective (May 2024)”.
During the event, the results of the 25-th monthly survey of business executives “Ukrainian Business during the war”, which was conducted in May 2024, were presented.
The field stage of the 25-th wave lasted from May 20 to May 31, 2024. In May, 532 companies were surveyed.
The enterprise managers compared the work results in May 2024 with April, assessed the indicators at the time of the survey (May 2024), and gave forecasts for the next two, three, or six months, depending on the question. In certain issues (where indicated), the work results were compared with the pre-war period (before February 24, 2022).
✅ More survey results in the presentation.
✅ Video presentation: https://youtu.be/4ZvsSKd1MzE