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Strategic Management Slides - Chapter 4 "the Internal Assessment"Rabia Rajput
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Strategic Management Slides - Chapter 4 "the Internal Assessment"Rabia Rajput
For all business assignments, projects, slides and internship please contact me on below email:
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Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
Ch4 Internal Assessment: Strategic ManagementTriune Global
Focus is on identifying & evaluating a firm's strength & weaknesses in the functional areas of business, including management, marketing, finance, production, and management information systems.
2012 CG/LA US Infrastructure Priorities SurveyCGLA_Infra
CG/LA Infrastructure occasionally conducts surveys of industry executives in order to gauge industry sentiment, and assess business opportunities. The Infrastructure Priorities Survey was conducted in tandem with NCSL.
CG/LA focused on Leadership Forum participants (83% private sector) and NCSL polled their members (primarily public sector). Both reports will be discussed in a featured session on October 17th. The CG/LA US Infrastructure Priorities Survey 2012 was conducted from September 15 - 30, and asked high-level infrastructure executives from all regions of the US and all infrastructure disciplines to identify areas in critical need of investment and to prioritize areas of action.
Highlights of the Survey are the following:
‣ 93% believe that the US has no overall infrastructure plan. One executive commented, “There is a potential for disaster at every turn.” The general sentiment is that we need some level of strategic or high-level coordination.
‣ Building Public- Private Partnerships is far and away the most important US action for increasing infrastructure investment. Highest priorities identified:
• Public- private
partnerships (57% of respondents list as a top 3 priority)
• Increasing gas tax (47% of respondents) • Creation of a national infrastructure bank (44% of respondents)
In terms of areas for specific investment focus, “highest or above-average” priority infrastructure investment requirements included:
• Bridges (79% of respondents)
• Water/waste water (70% of respondents)
• Highways (66% of respondents)
• Other priority infrastructure requirements include freight-rail (62%) and
multi-modal systems (61.3%)
CMGT502 - Strategic Corporate Communication
An investor Communication Plan for a Strategic Company provided in class.
Master in Communication Management at University of Southern California
This is the paper for the session given at the Health Psychology in Public Health Network Symposium in February 2015 on bridging the gap between policy, practice and research
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Strategic Management Slides - Chapter 3 "the External Assessment"
1. Fred R. David
Prentice Hall
Ch.3-1
Chapter 3
The External Assessment
Strategic Management:
Concepts and Cases. 9th edition
Fred R. David
PowerPoint Slides by
Anthony F. Chelte
Western New England College
2. Fred R. David
Prentice Hall
Ch.3-2
Chapter Outline
• The Nature of an External Audit
• The Industrial Organization View
• Economic Forces
• Social, Cultural, Demographic, and
Environmental Forces
3. Fred R. David
Prentice Hall
Ch.3-3
Chapter Outline
• Political, Governmental, and Legal
Forces
• Technological Forces
• Competitive Forces
4. Fred R. David
Prentice Hall
Ch.3-4
The External Assessment
Prediction is very difficult, especially
about the future.
-- Neils Bohr
5. Fred R. David
Prentice Hall
Ch.3-5
External Strategic Management Audit
Also called:
– Environmental scanning
– Industry analysis
6. Fred R. David
Prentice Hall
Ch.3-6
External Strategic Management Audit
External Audit:
– Identification and evaluation of trends and
events beyond control of single firm
• Increased foreign competition
• Populations shifts
• Aging society
• Information technology
• Computer revolution
7. The Industrial Organization
(I/O) View
• The Industrial Organization (I/O)
approach to competitive advantage
advocates that external (industry)
factors are more important than internal
factors in a firm achieving competitive
advantage.
Fred R. David
Prentice Hall
Ch.3-7
8. Fred R. David
Prentice Hall
Ch.3-8
Purpose:
– Development of Finite List:
• Opportunities
• Threats to be avoided
Nature of External Audit
9. Fred R. David
Prentice Hall
Ch.3-9
Five (5) broad categories:
1. Economic forces
2. Social, cultural, demographic, &
environmental forces
3. Political, governmental, and legal forces
4. Technological factors
5. Competitive forces
Key External Forces
10. Fred R. David
Prentice Hall
Ch.3-10
Relationships Between Key External Forces
and an Organization
Key
External
Forces
Competitors
Suppliers
Distributors
Creditors
Customers
Employees
Communities
Managers
Stockholders
Labor Unions
Special Interest Groups
Products
Services
Opportunities
&
Threats
11. Fred R. David
Prentice Hall
Ch.3-11
Performing an External Audit
Gather competitive intelligence on factors:
– Social
– Cultural
– Demographic
– Environmental
– Economic
– Political, legal, governmental
– technological
12. Fred R. David
Prentice Hall
Ch.3-12
Performing an External Audit
Key factors:
– Vary over time
– Vary by industry
13. Fred R. David
Prentice Hall
Ch.3-13
Performing an External Audit
Variables include:
– Market share
– Breadth of competing products
– World economies
– Foreign affiliates
– Proprietary account advantages
– Price competitiveness
– Technological advancements
– Interest rates
– Pollution abatement
14. Fred R. David
Prentice Hall
Ch.3-14
Economic Forces
Monitor Key Economic Variables:
Availability of credit
Level of disposable income
Interest rates
Inflation rates
Money market rates
Federal government budget deficits
Gross domestic product trend
Consumption patterns
15. Fred R. David
Prentice Hall
Ch.3-15
Monitor Key Economic Variables:
• Unemployment trends
• Worker productivity levels
• Value of the dollar in world markets
• Stock market trends
• Foreign countries’ economic conditions
• Import/export factors
• Demand shifts for goods/services
• Income differences by region/customer
•
16. Fred R. David
Prentice Hall
Ch.3-16
Monitor Key Economic Variables:
• Price fluctuations
• Exportation of labor & capital
• Monetary policies
• Fiscal policies
• Tax rates
• ECC policies
• OPEC policies
• LDC policies
17. Fred R. David
Prentice Hall
Ch.3-17
Social, Cultural, Demographic &
Environmental Forces
Major impact on:
– Products
– Services
– Markets
– customers
18. Fred R. David
Prentice Hall
Ch.3-18
Social, Cultural, Demographic &
Environmental Forces
• World population > 6 billion
• U.S. population < 300 million
• Great potential for domestic production
expansion to other markets
• Domestic only is a risky strategy
19. Fred R. David
Prentice Hall
Ch.3-19
Social, Cultural, Demographic &
Environmental Forces
Trends for the 2000’s –
– More educated consumers
– Population aging
– Minorities more influential
– Local rather than federal solutions
– Fixation with youth decreasing
– Hispanics increase to 15% by 2021
– African Americans increase to 14% by 2021
20. Fred R. David
Prentice Hall
Ch.3-20
Social, Cultural, Demographic &
Environmental Forces
Key variables –
• Childbearing rates
• Number of special-interest groups
• Number of marriages
• Number of divorces
• Number of births
• Number of deaths
• Immigration & emigration rates
21. Fred R. David
Prentice Hall
Ch.3-21
Monitor Key Variables
• Life expectancy rates
• Per capita income
• Attitudes toward business
• Average disposable income
• Buying habits
• Ethical concerns
• Attitudes toward saving
22. Fred R. David
Prentice Hall
Ch.3-22
Monitor Key Variables
• Racial equality
• Average level of education
• Government regulation
• Attitudes toward customer service
• Attitudes toward product quality
• Energy conservation
• Social responsibility
23. Fred R. David
Prentice Hall
Ch.3-23
Monitor Key Variables
• Value placed on leisure time
• Recycling
• Waste management
• Air & water pollution
• Ozone depletion
• Endangered species
24. Fred R. David
Prentice Hall
Ch.3-24
Political, Govt., & Legal Forces
Government Regulation
• Key opportunities & key threats
• Antitrust legislation (Microsoft)
• Tax rates
• Lobbying efforts
• Patent laws
25. Fred R. David
Prentice Hall
Ch.3-25
Political, Govt., & Legal Forces
Increasing Global Interdependence
• Impact of political variables
– Formulation of Strategies
– Implementation of Strategies
26. Fred R. David
Prentice Hall
Ch.3-26
Political, Govt., & Legal Forces
Increasing Global Interdependence
• Strategists in a global economy
• Forecast political climates
• Legalistic skills
• Diverse world cultures
27. Fred R. David
Prentice Hall
Ch.3-27
Political, Govt., & Legal Forces
Globalization of Industry
• Worldwide trend toward similar
consumption patterns
• Global buyers & sellers
• E-commerce
• Instant transmission of money &
information across continents
28. Fred R. David
Prentice Hall
Ch.3-28
Political, Govt., & Legal Forces
Key Political, govt., & legal variables:
• Government regulation/deregulation
• Tax law changes
• Special tariffs
• Political Action Committees (PACs)
• Voter participation rates
• Number of patents
• Changes in patent laws
29. Fred R. David
Prentice Hall
Ch.3-29
Technological Forces
Internet changes the nature of opportunities and
threats --
• Alters life cycle of products
• Increases speed of distribution
• Creates new products and services
• Eases limitations of geographic markets
• Alters economies of scale
• Changes entry barriers
30. Fred R. David
Prentice Hall
Ch.3-30
Technological Forces
Capitalizing on Information Technology (IT)
• Chief Information Officer (CIO)
• Chief Technology Officer (CTO)
31. Fred R. David
Prentice Hall
Ch.3-31
Technological Forces
Technology-based issues
– Underlie nearly every strategic decision
32. Strategy and Future Forecast
• Linear regression is based on the
assumption that the future will be just
like the past.
Fred R. David
Prentice Hall
Ch.3-32
33. Fred R. David
Prentice Hall
Ch.3-33
Competitive Forces
Collection and evaluation of information on
competitors is essential for successful
strategy formulation
34. Fred R. David
Prentice Hall
Ch.3-34
Competitive Forces
Competition in virtually all industries can be
described as intense.
35. Fred R. David
Prentice Hall
Ch.3-35
Competitive Forces
Identifying rival firms
• Strengths
• Weaknesses
• Capabilities
• Opportunities
• Threats
• Objectives
• Strategies
36. Fred R. David
Prentice Hall
Ch.3-36
Competitive Forces
Key Questions About Competitors:
• Their strengths
• Their weaknesses
• Their objectives and strategies
• Their responses to all external variables
(e.g. social, political, demographic, etc.)
• Their vulnerability to our alternative
strategies
37. Fred R. David
Prentice Hall
Ch.3-37
Competitive Forces
Key Questions About Competitors:
• Our vulnerability to successful strategic
counterattack
• Our product and service positioning relative
to competitors
• Entry and exit of firms in the industry
• Key factors for our current position in
industry
38. Fred R. David
Prentice Hall
Ch.3-38
Competitive Forces
Key Questions About Competitors:
• Sales and profit rankings of competitors
over time
• Nature of supplier and distributor
relationships
• The threat of substitute products or
services
39. Fred R. David
Prentice Hall
Ch.3-39
Competitive Forces
Sources of Corporate Information:
• Moody’s Manuals
• Standard Corporation Descriptions
• Value Line Investment Surveys
• Dun’s Business Rankings
• Standard & Poor’s Industry Surveys
• Industry Week
• Forbes, Fortune, Business Week
40. Fred R. David
Prentice Hall
Ch.3-40
Competitive Forces
Competitive Intelligence Programs:
• Systematic and ethical process for
gathering and analyzing information
about the competition’s activities
and general business trends to
further a business’ own goals.
41. Fred R. David
Prentice Hall
Ch.3-41
Competitive Analysis: Porter’s Five-
Forces Model
Potential development
of substitute products
Rivalry among
competing firms
Bargaining power
of suppliers
Potential entry of new
competitors
Bargaining power
of consumers