This document discusses strategic analysis of the external environment. It provides an overview of tools for assessing the nature of the organization's environment and scanning environmental influences. These include analyzing the general, industry, and competitive environments. Key frameworks covered are PESTEL analysis, Porter's five forces, and the SWOT analysis. SWOT involves identifying internal strengths and weaknesses and external opportunities and threats. It is used to formulate strategies by matching strengths to opportunities and threats, and weaknesses to opportunities and threats.
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.
Environmental scanning is a concept from business management by which businesses gather information from the environment, to better achieve a sustainable competitive advantage.
Environmental Scanning & Monitoring- Techniques
PEST, SWOT, QUEST
This document discusses environmental scanning and analyzing a company's external environment. It identifies key factors in the social, economic, political, and technological environment that companies should monitor. These include economic indicators, social trends, government regulations, and technological advances. The document also discusses tools for environmental scanning like PEST analysis and analyzing competitors, suppliers, markets and other forces in the external task environment. It emphasizes the importance of continuously scanning the external environment to identify opportunities and threats and ensuring the long term success of the company.
This document provides an overview of corporate strategy and strategic management concepts. It begins by outlining the course objectives, which are to learn about major corporate initiatives, develop organizational mission/vision/objectives and policies, and understand strategic analysis and implementation. It then defines key terms like strategy, strategic advantage profile, and environmental threat and opportunity profile. The document discusses different levels of strategy (corporate, business, functional) and steps in strategic management. It also covers analyzing an organization's internal and external environments, including different environmental sectors in the MISTER SP framework. Finally, it discusses structuring organizational appraisal using tools like the environmental threat and opportunity profile and strategic advantage profile.
The document provides an introduction to marketing and the business environment. It discusses key concepts including:
1. Definitions of marketing and examples of how identifying unmet consumer needs can lead to innovation and business success.
2. Frameworks for understanding the strategic marketing process, analyzing the internal and external environment, and identifying growth opportunities.
3. Tools for environmental scanning, strategic planning, and strategy implementation including PESTEL analysis, Ansoff's Matrix, and the 7S framework.
4. A case study is presented on the success of Swatch in the watch industry and questions are provided for analysis.
The document discusses the business environment and its various components. It defines the business environment as comprising internal and external factors that influence a company's operations. It classifies the external environment into political, legal, economic, sociocultural, demographic, technological, and natural factors. The internal environment includes elements like organizational culture, management practices, and employee relations. Regular scanning and monitoring of the business environment is important for companies to identify opportunities and threats and respond with appropriate strategies.
This document provides an overview of strategic management concepts across 7 chapters:
1. It introduces business environment analysis and key internal and external factors that influence organizations.
2. It discusses business policy and strategic management, including strategy formulation, implementation, and generic strategic alternatives.
3. Subsequent chapters cover strategic analysis using tools like SWOT, strategic planning, formulation of functional strategies in areas like marketing and HR, and strategy implementation and control.
4. The document concludes by discussing approaches for organizations to gain a strategic edge using concepts like business process reengineering, benchmarking, and total quality management.
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.
Environmental scanning is a concept from business management by which businesses gather information from the environment, to better achieve a sustainable competitive advantage.
Environmental Scanning & Monitoring- Techniques
PEST, SWOT, QUEST
This document discusses environmental scanning and analyzing a company's external environment. It identifies key factors in the social, economic, political, and technological environment that companies should monitor. These include economic indicators, social trends, government regulations, and technological advances. The document also discusses tools for environmental scanning like PEST analysis and analyzing competitors, suppliers, markets and other forces in the external task environment. It emphasizes the importance of continuously scanning the external environment to identify opportunities and threats and ensuring the long term success of the company.
This document provides an overview of corporate strategy and strategic management concepts. It begins by outlining the course objectives, which are to learn about major corporate initiatives, develop organizational mission/vision/objectives and policies, and understand strategic analysis and implementation. It then defines key terms like strategy, strategic advantage profile, and environmental threat and opportunity profile. The document discusses different levels of strategy (corporate, business, functional) and steps in strategic management. It also covers analyzing an organization's internal and external environments, including different environmental sectors in the MISTER SP framework. Finally, it discusses structuring organizational appraisal using tools like the environmental threat and opportunity profile and strategic advantage profile.
The document provides an introduction to marketing and the business environment. It discusses key concepts including:
1. Definitions of marketing and examples of how identifying unmet consumer needs can lead to innovation and business success.
2. Frameworks for understanding the strategic marketing process, analyzing the internal and external environment, and identifying growth opportunities.
3. Tools for environmental scanning, strategic planning, and strategy implementation including PESTEL analysis, Ansoff's Matrix, and the 7S framework.
4. A case study is presented on the success of Swatch in the watch industry and questions are provided for analysis.
The document discusses the business environment and its various components. It defines the business environment as comprising internal and external factors that influence a company's operations. It classifies the external environment into political, legal, economic, sociocultural, demographic, technological, and natural factors. The internal environment includes elements like organizational culture, management practices, and employee relations. Regular scanning and monitoring of the business environment is important for companies to identify opportunities and threats and respond with appropriate strategies.
This document provides an overview of strategic management concepts across 7 chapters:
1. It introduces business environment analysis and key internal and external factors that influence organizations.
2. It discusses business policy and strategic management, including strategy formulation, implementation, and generic strategic alternatives.
3. Subsequent chapters cover strategic analysis using tools like SWOT, strategic planning, formulation of functional strategies in areas like marketing and HR, and strategy implementation and control.
4. The document concludes by discussing approaches for organizations to gain a strategic edge using concepts like business process reengineering, benchmarking, and total quality management.
The document discusses analyzing a company's external environment including opportunities and threats. It describes analyzing the general environment factors like demographic, economic, political/legal, socio-cultural, technological, and global influences. It also discusses analyzing the industry environment including the five competitive forces that shape industry competition and profitability: threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. Finally, it discusses analyzing competitor environments through assessing competitors' objectives, strategies, assumptions, capabilities, and responses.
The document discusses the nature of business environment. It defines business and outlines its purpose beyond just earning profits, such as supplying goods/services and creating jobs. It describes the internal and external factors that influence business decisions, including strengths/weaknesses and opportunities/threats. It also explains Porter's five forces model and SWOT analysis as tools for understanding competitive dynamics and strategic decision making.
The document discusses the nature of business environment. It describes that business aims to supply goods and services to consumers for profit, while also creating jobs, economic growth, and quality of life. The business environment includes production, trade, banking, and related activities. It is influenced by factors inside the organization and in the external environment. A SWOT analysis identifies internal strengths and weaknesses and external opportunities and threats. The macro environment comprises political, economic, technological, sociocultural, and global forces outside a firm's control. The micro environment includes interactions with customers, suppliers, competitors and other stakeholders. Firms must analyze trends and changes in the internal and external environments to develop effective strategies.
The document outlines key concepts from Chapter 3 of Strategic Management: Concepts and Cases including performing an external audit to identify opportunities and threats. It discusses evaluating economic, social/demographic, political/legal, technological, and competitive forces using tools like Porter's Five Forces model and the External Factor Evaluation matrix. The purpose is to understand the external environment and its impact on an organization's strategy.
The document discusses strategies for sustainability through a framework called DQE (Design, Quality, Environment). It provides an overview of strategic analysis, including analyzing the external environment, identifying internal resources and capabilities, and formulating strategies based on unique resources that are difficult for competitors to imitate. The DQE approach leads to strategies that combine design, quality and environmental considerations to create competitive advantage and ensure long-term sustainability.
The document provides an overview of key topics related to business environment including:
- Internal and external factors that comprise the business environment
- Micro and macro environmental factors such as economic conditions, technology, competition, and regulations
- Tools for analyzing opportunities and threats like PEST analysis, SWOT analysis, and competitive indexes
- India's ranking in global competitiveness and the ranking of competitive cities within India based on factors like infrastructure and skilled workforce.
The document provides an overview of key topics related to business environment including economic factors, socio-cultural factors, technological factors, macroeconomic environment, financial environment, industrial environment, characteristics of business, Indian companies in the Fortune 500 list, government control, diversification strategies, globalization, nature of competition, business challenges, internal and external environment, micro and macro environment, economic and non-economic factors, tools for analyzing the environment like PEST analysis and SWOT analysis, relevance of WTO for Indian companies, and rankings of most competitive cities in India.
The document discusses analyzing a business's environment. It describes scanning the microenvironment, macroenvironment, and internal environment. The microenvironment includes suppliers, customers, and other local stakeholders. The macroenvironment includes political, economic, sociocultural, and technological forces outside a business's control. The internal environment includes internal factors like employees, resources, and structure. Environmental analysis informs strategic planning by identifying opportunities and threats from trends.
The document discusses concepts related to environmental scanning, industry analysis, and external factors analysis. It defines key terms like environmental uncertainty, environmental scanning, external environmental variables, industry analysis, Porter's five forces, and provides examples of how to conduct an external factors analysis summary (EFAS). The overall purpose is to outline frameworks and techniques for analyzing external factors and a company's industry environment.
The document discusses various concepts related to project identification and management. It defines project management as the application of knowledge, skills, and tools to meet stakeholder needs and expectations. Project identification is the process of assessing project ideas and selecting those with the highest priority. Some tools used in project identification include situational analysis, SWOT analysis, problem and opportunity studies, and resource analysis. Situational analysis involves understanding how a company relates to its external environment. SWOT analysis is used to analyze strengths, weaknesses, opportunities, and threats. Problem and opportunity studies aim to identify favorable positions or areas for advancement. Resource analysis examines a firm's tangible and intangible assets.
The document discusses various concepts related to project identification and management. It defines project management as the application of knowledge, skills, and tools to meet stakeholder needs and expectations. Project identification is the process of assessing project ideas and selecting those with the highest priority. Some tools used in project identification include situational analysis, SWOT analysis, problem and opportunity studies, and resource analysis. Situational analysis involves understanding how a company relates to its external environment. SWOT analysis is used to analyze strengths, weaknesses, opportunities, and threats. Problem and opportunity studies aim to identify favorable positions or areas for advancement. Resource analysis examines a firm's tangible and intangible assets.
This document discusses analyzing a company's external environment to identify opportunities and threats. It defines opportunities and threats, then outlines how to scan, monitor, forecast and assess the general, industry, competitor and various dimensions of the external environment. It provides examples of potential opportunities and threats, explaining why understanding these is important for strategic planning and competitiveness. The conclusion emphasizes the importance for companies to research and adapt to changes in their external environment.
This document outlines the course content, structure, and assessments for an introductory business environment course. It covers key topics like the contemporary business scenario, economic factors, and macroeconomic policies. It also discusses the internal and external environment factors that influence businesses, including competitors, technologies, regulations, and globalization trends. The course aims to help students understand the complex environment in which businesses operate and develop strategies for sustainability and growth.
This document discusses analyzing a company's external environment including opportunities and threats. It covers the general, industry, and competitor environment. The general environment consists of 7 segments that influence an industry. Industry environment is analyzed using Porter's 5 Forces model and relates to competitive actions. Competitor analysis involves gathering intelligence about direct and indirect competitors. External environment analysis involves scanning, monitoring, forecasting, and assessing trends and changes. Industry strategic competitiveness is achieved through formulating value-creating strategies. The document also provides examples of tools for industry and competitor analysis including the EFE matrix and competitive profile matrix.
Introduction to business environment ppt @ bec domsBabasab Patil
The document provides an overview of business environment including its introduction, goals, characteristics, Indian companies in Fortune 500 list, government role, diversification strategies, globalization, competition nature, challenges, and analysis tools. It discusses internal and external environment factors, PESTLE analysis, global competitiveness index, most competitive Indian cities, and questions for case study analysis.
chapter 4 Environmental Analysis and Appraisal.pptAddisalemTadesse
The document discusses the importance of analyzing a firm's external and internal environments. It outlines three levels of external analysis - general business environment, industry, and competitors. The purpose is to identify opportunities and threats and understand how they affect the firm. Key parts of the external analysis include analyzing the general, industry, and competitor environments. The internal analysis focuses on assessing strengths and weaknesses across functional areas like management, marketing, finance, production, R&D, and MIS. Conducting thorough external and internal analyses is important for strategic planning and decision making.
External audit refers to identifying opportunities and threats in a firm's external environment. It examines key external forces including economic, social, demographic, political, technological, and competitive factors. Understanding how these forces can impact strategies and performance is important. Firms aim to formulate strategies that leverage opportunities or minimize threats from changes in their external environment.
This document discusses factors that shape a company's strategy, including analyzing the macroenvironment, industry, competitors, and internal organization. It covers analyzing political/regulatory, economic, technological, and social forces in the macroenvironment. Industry analysis examines threats of new entrants, substitutes, and bargaining power of buyers/suppliers. Competitor analysis frameworks look at goals, strategies, assumptions, and capabilities. Environmental scanning and forecasting help predict future trends.
The document discusses the business environment and its internal and external factors. It defines the business environment as the aggregate of all conditions, events, and influences that surround and affect a business. The internal environment includes factors like management, goals, resources that are under a business's control, while the external environment includes socioeconomic forces like the economic system, legal regulations, and cultural aspects that are beyond a business's control. It then provides details on the key elements of the micro external environment like suppliers, customers, competitors and the macro external environment like economic, political, technological and socio-cultural forces that influence business decisions.
The document discusses analyzing a firm's external environment including the general, industry, and competitor environments. It involves continuously scanning, monitoring, and forecasting trends and changes in the sociocultural, economic, political/legal, technological, and other factors. This helps assess opportunities and threats from factors like new entrants, supplier and buyer power, and substitute products. Competitor analysis examines objectives, strategies, assumptions, and capabilities to predict competitor responses. Together, external analysis and strategic intent and mission guide business strategy formulation and implementation.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
The document discusses analyzing a company's external environment including opportunities and threats. It describes analyzing the general environment factors like demographic, economic, political/legal, socio-cultural, technological, and global influences. It also discusses analyzing the industry environment including the five competitive forces that shape industry competition and profitability: threat of new entrants, power of suppliers, power of buyers, threat of substitutes, and rivalry among existing competitors. Finally, it discusses analyzing competitor environments through assessing competitors' objectives, strategies, assumptions, capabilities, and responses.
The document discusses the nature of business environment. It defines business and outlines its purpose beyond just earning profits, such as supplying goods/services and creating jobs. It describes the internal and external factors that influence business decisions, including strengths/weaknesses and opportunities/threats. It also explains Porter's five forces model and SWOT analysis as tools for understanding competitive dynamics and strategic decision making.
The document discusses the nature of business environment. It describes that business aims to supply goods and services to consumers for profit, while also creating jobs, economic growth, and quality of life. The business environment includes production, trade, banking, and related activities. It is influenced by factors inside the organization and in the external environment. A SWOT analysis identifies internal strengths and weaknesses and external opportunities and threats. The macro environment comprises political, economic, technological, sociocultural, and global forces outside a firm's control. The micro environment includes interactions with customers, suppliers, competitors and other stakeholders. Firms must analyze trends and changes in the internal and external environments to develop effective strategies.
The document outlines key concepts from Chapter 3 of Strategic Management: Concepts and Cases including performing an external audit to identify opportunities and threats. It discusses evaluating economic, social/demographic, political/legal, technological, and competitive forces using tools like Porter's Five Forces model and the External Factor Evaluation matrix. The purpose is to understand the external environment and its impact on an organization's strategy.
The document discusses strategies for sustainability through a framework called DQE (Design, Quality, Environment). It provides an overview of strategic analysis, including analyzing the external environment, identifying internal resources and capabilities, and formulating strategies based on unique resources that are difficult for competitors to imitate. The DQE approach leads to strategies that combine design, quality and environmental considerations to create competitive advantage and ensure long-term sustainability.
The document provides an overview of key topics related to business environment including:
- Internal and external factors that comprise the business environment
- Micro and macro environmental factors such as economic conditions, technology, competition, and regulations
- Tools for analyzing opportunities and threats like PEST analysis, SWOT analysis, and competitive indexes
- India's ranking in global competitiveness and the ranking of competitive cities within India based on factors like infrastructure and skilled workforce.
The document provides an overview of key topics related to business environment including economic factors, socio-cultural factors, technological factors, macroeconomic environment, financial environment, industrial environment, characteristics of business, Indian companies in the Fortune 500 list, government control, diversification strategies, globalization, nature of competition, business challenges, internal and external environment, micro and macro environment, economic and non-economic factors, tools for analyzing the environment like PEST analysis and SWOT analysis, relevance of WTO for Indian companies, and rankings of most competitive cities in India.
The document discusses analyzing a business's environment. It describes scanning the microenvironment, macroenvironment, and internal environment. The microenvironment includes suppliers, customers, and other local stakeholders. The macroenvironment includes political, economic, sociocultural, and technological forces outside a business's control. The internal environment includes internal factors like employees, resources, and structure. Environmental analysis informs strategic planning by identifying opportunities and threats from trends.
The document discusses concepts related to environmental scanning, industry analysis, and external factors analysis. It defines key terms like environmental uncertainty, environmental scanning, external environmental variables, industry analysis, Porter's five forces, and provides examples of how to conduct an external factors analysis summary (EFAS). The overall purpose is to outline frameworks and techniques for analyzing external factors and a company's industry environment.
The document discusses various concepts related to project identification and management. It defines project management as the application of knowledge, skills, and tools to meet stakeholder needs and expectations. Project identification is the process of assessing project ideas and selecting those with the highest priority. Some tools used in project identification include situational analysis, SWOT analysis, problem and opportunity studies, and resource analysis. Situational analysis involves understanding how a company relates to its external environment. SWOT analysis is used to analyze strengths, weaknesses, opportunities, and threats. Problem and opportunity studies aim to identify favorable positions or areas for advancement. Resource analysis examines a firm's tangible and intangible assets.
The document discusses various concepts related to project identification and management. It defines project management as the application of knowledge, skills, and tools to meet stakeholder needs and expectations. Project identification is the process of assessing project ideas and selecting those with the highest priority. Some tools used in project identification include situational analysis, SWOT analysis, problem and opportunity studies, and resource analysis. Situational analysis involves understanding how a company relates to its external environment. SWOT analysis is used to analyze strengths, weaknesses, opportunities, and threats. Problem and opportunity studies aim to identify favorable positions or areas for advancement. Resource analysis examines a firm's tangible and intangible assets.
This document discusses analyzing a company's external environment to identify opportunities and threats. It defines opportunities and threats, then outlines how to scan, monitor, forecast and assess the general, industry, competitor and various dimensions of the external environment. It provides examples of potential opportunities and threats, explaining why understanding these is important for strategic planning and competitiveness. The conclusion emphasizes the importance for companies to research and adapt to changes in their external environment.
This document outlines the course content, structure, and assessments for an introductory business environment course. It covers key topics like the contemporary business scenario, economic factors, and macroeconomic policies. It also discusses the internal and external environment factors that influence businesses, including competitors, technologies, regulations, and globalization trends. The course aims to help students understand the complex environment in which businesses operate and develop strategies for sustainability and growth.
This document discusses analyzing a company's external environment including opportunities and threats. It covers the general, industry, and competitor environment. The general environment consists of 7 segments that influence an industry. Industry environment is analyzed using Porter's 5 Forces model and relates to competitive actions. Competitor analysis involves gathering intelligence about direct and indirect competitors. External environment analysis involves scanning, monitoring, forecasting, and assessing trends and changes. Industry strategic competitiveness is achieved through formulating value-creating strategies. The document also provides examples of tools for industry and competitor analysis including the EFE matrix and competitive profile matrix.
Introduction to business environment ppt @ bec domsBabasab Patil
The document provides an overview of business environment including its introduction, goals, characteristics, Indian companies in Fortune 500 list, government role, diversification strategies, globalization, competition nature, challenges, and analysis tools. It discusses internal and external environment factors, PESTLE analysis, global competitiveness index, most competitive Indian cities, and questions for case study analysis.
chapter 4 Environmental Analysis and Appraisal.pptAddisalemTadesse
The document discusses the importance of analyzing a firm's external and internal environments. It outlines three levels of external analysis - general business environment, industry, and competitors. The purpose is to identify opportunities and threats and understand how they affect the firm. Key parts of the external analysis include analyzing the general, industry, and competitor environments. The internal analysis focuses on assessing strengths and weaknesses across functional areas like management, marketing, finance, production, R&D, and MIS. Conducting thorough external and internal analyses is important for strategic planning and decision making.
External audit refers to identifying opportunities and threats in a firm's external environment. It examines key external forces including economic, social, demographic, political, technological, and competitive factors. Understanding how these forces can impact strategies and performance is important. Firms aim to formulate strategies that leverage opportunities or minimize threats from changes in their external environment.
This document discusses factors that shape a company's strategy, including analyzing the macroenvironment, industry, competitors, and internal organization. It covers analyzing political/regulatory, economic, technological, and social forces in the macroenvironment. Industry analysis examines threats of new entrants, substitutes, and bargaining power of buyers/suppliers. Competitor analysis frameworks look at goals, strategies, assumptions, and capabilities. Environmental scanning and forecasting help predict future trends.
The document discusses the business environment and its internal and external factors. It defines the business environment as the aggregate of all conditions, events, and influences that surround and affect a business. The internal environment includes factors like management, goals, resources that are under a business's control, while the external environment includes socioeconomic forces like the economic system, legal regulations, and cultural aspects that are beyond a business's control. It then provides details on the key elements of the micro external environment like suppliers, customers, competitors and the macro external environment like economic, political, technological and socio-cultural forces that influence business decisions.
The document discusses analyzing a firm's external environment including the general, industry, and competitor environments. It involves continuously scanning, monitoring, and forecasting trends and changes in the sociocultural, economic, political/legal, technological, and other factors. This helps assess opportunities and threats from factors like new entrants, supplier and buyer power, and substitute products. Competitor analysis examines objectives, strategies, assumptions, and capabilities to predict competitor responses. Together, external analysis and strategic intent and mission guide business strategy formulation and implementation.
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3. Strategic analysis
Assess the nature of the organization’s environment:
static/change, simple/complex
Scanning of environmental influences: political, economic,
social and technological, and construct possible futures
Identify key competitive forces (Competitive environment)
Assessing of firm’s competitive position (strategic group
analysis, analysis of market segments, competitor analysis,
attractiveness analysis
Identify key strategic factors: SWOT
4. Components of Internal Analysis
Discovering Core
Competencies
Resources
• Tangible
• Intangible
Capabilities
Core
Competencies
Competitive
Advantage
Strategic
Competitiveness
Four Criteria
of Sustainable
Advantages
• Valuable
• Rare
• Costly to Imitate
• Non-substitutable
Value
Chain
Analysis
Corporate Culture
R & D
Capital Situation
Technology
Marketing Mix
5. IMPORTANT DEFINITIONS
● General Environment
Dimensions in the broader society that
influence an industry and the firms within it
● Industry Environment
Set of factors that directly influences a firm
and its competitive actions and response
● Competitor Environment
Focuses on each company against which a
firm directly competes
MICRO
MACRO
6. Selecting analytical tools
Vast range of tools available
Usually use several tools but choice is important
Choice depends on:
Data available
Nature of issues to be resolved
Time and skills available
7. External Environmental Analysis
A continuous process which includes
Scanning: Identifying early signals of environmental
changes and trends
Monitoring: Detecting meaning through ongoing observations
of environmental changes and trends
Forecasting: Developing projections of anticipated outcomes
based on monitored changes and trends
Assessing: Determining the timing and importance of
environmental changes and trends for firms’ strategies and
their management
8. Strategic
position
Assess the nature of the
environment
Audit environmental
influences
Identify key
competitive forces
Identify key
opportunities
and threats
Identify
competitive position
Strategic
position
Steps in Eenvironment Aanalysis
10. General Environment
Dimensions in the broader society that influence and
industry and the firms within it
Political
Economic
Sociocultural
Technological
Environment
legal
11. General Environment (cont’d)
The Political
Political stability
Policy initiatives and strategies
Educational philosophies and policies
Special incentives
Foreign trade regulations and FDI
Bribery and corruptions
Party politics
12. General Environment (cont’d)
The Economic Segment
Inflation rates
Interest rates
Trade deficits or surpluses
Budget deficits or surpluses
Personal savings rate
Business savings rates
Gross domestic product
GNP trends
Money supply
Unemployment levels
Wage/price controls
Devaluation/revaluation of money
Energy availability and cost
13. General Environment (cont’d)
The Sociocultural Segment
Women in the workplace
Workforce diversity
Attitudes about quality of work-life
Concerns about environment
Shifts in work and career preferences
Shifts in product and service preferences
Life style changes
Career expectations
Consumer activism
14. General Environment (cont’d)
The Technological Segment
Product innovations
Applications of knowledge and IPs
Focus of private and government-supported R&D expenditures
New communication technologies
Virtual businesses
BPO and KPO
Productivity improvements through automation
Partnerships
15. General Environment (cont’d)
Natural Environment Segment
Sustainability
Green Concepts
Environmentalists
Rules and regulations
World moments
Social concern
17. PESTEL Analysis
Select a particular industry and apply PESTEL analysis to understand the
macro environment of it.
1. Tea industry
2. Banking industry
3. Garment
4. Tourism
5. Education
6. Paddy industry
7. Manufacturing
8. Food and beverage
18. General Environment (Additional)
The Demographic Segment
Population size
Age structure
Geographic distribution
Ethnic mix
Income distribution
Rate of family formation
Growth rate of population
Age distribution of population
Regional shifts in population
Life expectancies
Birth rates
19. What is the result of analyzing macro
environment?
20. Key Drivers of Change
General forces likely to affect the structure of an
industry, sector or market
Examples:
Pandemics
Climatic changes
Carbon footprint
Terrorism
Energy crisis
Food shortages and crisis
Chindia phenomena
Economic power of Asia
Regional and global alliances
21. Internationalization of the Business
International Business Environment
International/ Multinational/Global strategies
22. General Environment
The Global Segment
New global markets
Changing existing markets
Important international events
Critical cultural and institutional characteristics
of global markets
Regional and global agreements and clusters
Deregulation in global trade
Electronic business
23. FACTOR CONDITIONS
DEMAND
CONDITIONS
RELATING AND
SUPPORTING
INDUSTRIES
STRATEGY, STRUCTURE,
AND RIVALRY
Porter’s Diamond Model
1. FACTOR CONDITIONS—“Home grown” resources/capabilities more important
than natural endowments.
2. RELATED AND SUPPORTING INDUSTRIES—Key role of “industry clusters”
3. DEMAND CONDITIONS—Discerning domestic customers drive quality & innovation
4. STRATEGY, STRUCTURE, RIVALRY. E.g. domestic rivalry drives upgrading.
24. Resource commitment
TRANSACTIONS DIRECT INVESTMENT
Spot
sales
Exporting
Foreign
agent /
distributor
Licensing
Franchising
Joint venture
Marketing &
Distribution
only
Long-
term
contract
Licensing
patents &
other IP
Fully
integrated
Wholly owned
subsidiary
Marketing&
Distribution
only
Fully
integrated
Low High
Alternative Modes of Overseas Market Entry
25. Decision Making Process
Scan
External
Environment
- Societal
- Tasks
Scan
Internal
Environment
- Structure
- Culture
- Resources
Select
Strategic
Factors
- Opportunities
- Threats
Select
Strategic
Factors
- Strengths
- Weaknesses
Analyze
Strategic
Factors
(SWOT)
in light of
Current
Situation
26. The Matching Stage: SWOT Matrix
Four Types of Strategies
Strengths-Opportunities (SO):
Use a firm’s internal strengths to take advantage of external
opportunities
Weaknesses-Opportunities (WO):
Improving internal weaknesses by taking advantage
of external opportunities
Strengths-Threats (ST):
Use a firm’s strengths to avoid or reduce the impact of external threats.
Weaknesses-Threats (WT):
Defensive tactics aimed at reducing internal weaknesses and avoiding
external threats
27. SWOT Matrix
Leave Blank
Strengths – S
List Strengths
Weaknesses –
W
List Weaknesses
Opportunities –
O
List Opportunities
SO Strategies
Use strengths to take
advantage of
opportunities
WO Strategies
Overcoming
weaknesses by taking
advantage of
opportunities
Threats – T
List Threats
ST Strategies
Use strengths to avoid
threats
WT Strategies
Minimize weaknesses
and avoid threats
28. Strategy Development - TOWS
TOWS Analysis Opportunity Threat
Strength O/S Strategies T/S Strategies
Weakness O/W Strategies T/W Strategies
Identify strategies that
focus the organization’s
strengths on
opportunities
Identify strategies that
shore up weaknesses
Identify strategies that
shore up weaknesses to
allow the pursuit of
opportunities
Identify strategies
that focus strengths
against threats
29. 30
Develop a new
employee benefits
package
=
Strong union
activity (threat)
+
Poor employee morale
(weakness)
Develop new products for
older adults
=
Decreasing numbers of
young adults (threat)
+
Strong R&D (strength)
Pursue horizontal integration
by buying competitor's
facilities
=
Exit of two major
foreign competitors
from the industry
(opportunity)
+
Insufficient capacity
(weakness)
Acquire Cellfone, Inc.
=
20% annual growth in
the cell phone industry
(opportunity)
+
Excess working capacity
(strength)
Key Internal Factor Key External Factor Resultant Strategy
Matching Key Factors to Formulate Alternative
Strategies
Which types of strategies, e.g. intensive diversification…, are referred to above
31. TOWS Example – Bicycle Co.
TOWS Analysis Opportunity
• International
• Dirt bikes
Threat
• Flat demand
• Lower cost, higher quality
Strength
• Innovation
• Quality
• Brand in segment
• Flexible manufacturing
O/S Strategies T/S Strategies
Weakness
• Cost
• Financial size
O/W Strategies T/W Strategies
• Grow international
• Develop/enter dirt bikes
• Grow international
• Develop/enter dirt bikes
•Grow international to
increase economies of
scale
•Int’l alliances
• Grow international
• Develop/enter dirt bikes
32. Limitations with SWOT Matrix
Does not show how to achieve a competitive advantage
Provides a static assessment in time
May lead the firm to overemphasize a single internal or external factor in
formulating strategies