Components of the General Environment

Slides:



Advertisements
Similar presentations
Lesson 4 Strategic Marketing.
Advertisements

© 2006 by Nelson, a division of Thomson Canada Limited.
Chapter 2 The External Environment:
COMPETITIVENESS ANALYSIS AN INTRODUCTION. FORCES DRIVING INDUSTRY COMPETITION.
Analyzing the External Environment of the Firm
Industry Analysis - Porter's Five Forces
Competitive Advantage
A Framework for Industry Analysis
Presented By:- Dharm Jeeta Singh
Competitive Advantage
COMPETITIVE STRATEGY - Dolly Dhamodiwala.
Dr. Djoko Poernomo, M.Si Dosen Matakuliah Manajemen Stratejik Program Studi Magister Ilmu Administrasi Fakultas Ilmu Sosial dan Ilmu Politik Universitas.
McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. STRATEGIC MANAGEMENT Analyzing the External Environment of the.
Chapter 2 The External Environment:
Porter’s Five Forces Michael Porter
Lecture 2 External Environment Analysis & Globalisation.
Tutorial 5 Five forces and PEST analysis
Portor’s Five-Forces Analysis
© 2006 by Nelson, a division of Thomson Canada Limited.3-1 The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis.
The External Environment:
Robert E. Hoskisson Michael A. Hitt R. Duane Ireland
External Analysis BUSI 7130/7136 Dr. Shook. What’s an Environment? What’s an Environment? Analyzing the Industry Analyzing the Industry v Five Forces.
Topic 2 The External Environment
Strategic Elements of Competitive Advantage
Strategic Management: Concepts and Cases
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The External Environmental Think in terms of Opportunities and Threats - the “O” and “T” of TOWS Relate Strategic Objectives to “O” and “T” n increased.
Fall 2000MGTO L1 & L2 (Dr. JT Li)1 Lecture #3: Analyzing the Industry Environment The objectives of industry analysis Porter’s Five Forces Model.
 Environmental analysis or scanning is a process by which organizations monitor their internal & external environment to spot opportunities & threats.
External and Internal Analyses General Environment GeneralEnvironmentGeneral Environment Sociocultural Global Technological Political/Legal Demographic.
Strategy and Industry analysis. What is Strategy? “Strategy can be defined as the determination of the basic long- term goals and objectives of an enterprise,
Learning Objectives To learn to identify the different types of environments that affect a firm To learn to identify the different types of environments.
Ch2-1 Chapter 4: Competitor Analysis “What are they going to do?”
4-1 The Firm’s External Environment Remote Environment (Global and Domestic) Industry Environment (Global and Domestic) Operating Environment (Global and.
©2004 by South-Western/Thomson Learning 1 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis Robert E. Hoskisson.
Lesson 3 Marketing Environment SWOT analysis Porter´s Five Forces Marketing Planning Marketing Environment SWOT analysis Porter´s Five Forces Marketing.
©2003 Southwestern Publishing Company 1 The External Environment: Opportunities, Threats, and Industry Competition, and Competitor Analysis Michael A.
McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Evaluating a Company’s External Environment.
The Marketing Environment and Competitor Analysis
Forces Driving Industry Competition. Structural Determinants of the Intensity of Competition Competition in an industry continually works to drive down.
Ch2-1 Chapter 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis The External Environment: Opportunities,
The External Environment:
Module 10 Competitive Environment. Industry Analysis – Forces Influencing Competition Industry – group of firms that produce products that are close substitutes.
THE EXTERNAL ENVIRONMENT Chapter 2. The Organization Owners & Directors Managers Employees The Task Environment Gov’t agencies Competitors Unions Suppliers.
©2004 by South-Western/Thomson Learning 1 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis Robert E. Hoskisson.
1 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis Chapter 3.
SWOT Analysis, Strategic Planning and Resource Gap Analysis By Abhijeet Agashe.
Competitive Advantage Prepare by: Iman Pirman Hidayat.
A Summary of Porter’s Main Points in His Article Created by Samantha Wong, Northeastern University 2009.
1 Strategic Business Program Strategic Marketing Class 2.
STRATEGIC MANAGEMENT II Porter’s five forces module.
Strategy Analyzing & Preparation (part2)
THE FIVE-FORCES MODEL OF COMPETITION
The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 1.
EXTERNAL (TASK) ENVIRONMENTAL SCANNING 1
The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 1.
Porter’s Competitive Forces dan Value chain
The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis 1.
Student Version Chapter 2
CHAPTER 2 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis © 2007 Thomson/South-Western. All rights reserved.
Michael A. Hitt R. Duane Ireland Robert E. Hoskisson
The external environment
Chapter 2 The External Environment:
Chapter 2 The External Environment:
Chapter 2 The External Environment:
External Environmental Analysis
The external environment
STRATEGIC ANALYIS OF BUSINESS
POWER OF SUPPLIERS IS HIGH WHEN:
What affects our business from the outside?
Presentation transcript:

Components of the General Environment Demographic Economic Industry Environment Political/Legal Global Competitive Environment Technological Sociocultural 10

Porter’s Five Forces Model of Competition Threat of New Entrants Threat of New Entrants Bargaining Power of Suppliers Rivalry Among Competing Firms in Industry Bargaining Power of Buyers Threat of Substitute Products 23

Threat of New Entrants Economies of Scale * Product Differentiation * Barriers to Entry * Capital Requirements * Switching Costs * Access to Distribution Channels * * Cost Disadvantages Independent of Scale Government Policy * Expected Retaliation * 13

Bargaining Power of Suppliers * Supplier industry is dominated by a few firms Suppliers’ products have few substitutes Buyer is not an important customer to supplier Suppliers’ product is an important input to buyers’ product Suppliers’ products are differentiated Suppliers are likely to be powerful if: Suppliers’ products have high switching costs Supplier poses credible threat of forward integration Suppliers exert power in the industry by: * Threatening to raise prices or to reduce quality Powerful suppliers can squeeze industry profitability if firms are unable to recover cost increases 16

Bargaining Power of Buyers Buyer groups are likely to be powerful if: * Buyers are concentrated or purchases are large relative to seller’s sales Purchase accounts for a significant fraction of supplier’s sales Products are undifferentiated Buyers face few switching costs Buyers’ industry earns low profits Buyer presents a credible threat of backward integration Product unimportant to quality Buyer has full information Buyers compete with the supplying industry by: * Bargaining down prices * Forcing higher quality * Playing firms off of each other 19

Threat of Substitute Products Keys to evaluate substitute products: Products with similar function limit the prices firms can charge Products with improving price/performance tradeoffs relative to present industry products * For Example: Electronic security systems in place of security guards Fax machines in place of overnight mail delivery 22

Intensity of Rivalry Among Existing Competitors Intense rivalry often plays out in the following ways: Jockeying for strategic position * Using price competition * Staging advertising battles * Increasing consumer warranties or service * Making new product introductions * Occurs when a firm is pressured or sees an opportunity Price competition often leaves the entire industry worse off * * Advertising battles may increase total industry demand, but may be costly to smaller competitors 25

Competitor Analysis The follow up to Industry Analysis is effective analysis of a firm’s Competitors Industry Environment Competitive Environment 33

Competitor Analysis Future Objectives What Drives the competitor? How do our goals compare to our competitors’ goals? Where will emphasis be placed in the future? What is the attitude toward risk? 34

Competitor Analysis Future Objectives Current Strategy What is the competitor doing? What can the competitor do? Current Strategy How are we currently competing? Does this strategy support changes in the competitive structure? 35

Competitor Analysis Future Objectives Current Strategy Assumptions What does the competitor believe about itself and the industry? Current Strategy Assumptions Do we assume the future will be volatile? What assumptions do our competitors hold about the industry and themselves? Are we assuming stable competitive conditions? 36

Competitor Analysis Response Future Objectives Current Strategy What will our competitors do in the future? Current Strategy Where do we have a competitive advantage? Assumptions How will this change our relationship with our competition? Capabilities What are my competitors’ strengths and weaknesses? How do our capabilities compare to our competitors? 38