Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -1 External Strategic Management Audit – Environmental Scanning – Industry Analysis.

Slides:



Advertisements
Similar presentations
Industry Analysis - Porter's Five Forces
Advertisements

The External Environment
Presented By:- Dharm Jeeta Singh
Assessment of Organization’s External Environment
Java Logs You are interested in opening a Java Logs outlet here. What information would you want to collect first? How would you do to get that information?
Chapter 3 Strategic Planning Process:
Chapter 2 The External Environment:
Tutorial 5 Five forces and PEST analysis
Robert E. Hoskisson Michael A. Hitt R. Duane Ireland
ANALISIS LINGKUNGAN INDUSTRI Pertemuan 11
Components of the General Environment
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -1 Chapter 3 The External Assessment Strategic Management: Concepts & Cases 13.
Ch 3 -1 Copyright 2007 Prentice Hall Chapter 3 The External Assessment Strategic Management: Concepts & Cases 11 th Edition Fred David.
The External Assessment Chapter Three
Chapter 3 The External Assessment
Chapter 2: The External Environment: Opportunities, Threats, Industry Competition and Competitor Analysis Overview: The firm’s external environment.
Business Policy and Strategy Lecture-11 1Business Policy and Strategy.
Lecture 3 External opportunities and threats. Vision & Mission Strategy Formulation External Opportunities & Threats Internal Strengths & Weaknesses Long-Term.
The External Assessment
The External Assessment
Porter 5 Forces Analysis
Business Strategy and Policy
Ch 3 -1 Copyright 2007 Prentice Hall Chapter 3 The External Assessment Strategic Management: Concepts & Cases 11 th Edition Fred David.
The External Assessment Chapter Three. External Audit  External audit  focuses on identifying and evaluating trends and events beyond the control of.
Chapter 3 The External Assessment
Environmental Scanning and Industry Analysis
Ch2-1 Chapter 4: Competitor Analysis “What are they going to do?”
Copyright © 2009 South-Western, a part of Cengage Learning All rights reserved. Power Point Presentation by Dr. Leslie A. Korb Georgian Court University.
©2004 by South-Western/Thomson Learning 1 The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis Robert E. Hoskisson.
Chapter 3 The External Assessment. Identify & Evaluate factors beyond the control of a single firm –Increased foreign competition –Population shifts –Information.
Prentice Hall, Inc. © STRATEGIC MANAGEMENT & BUSINESS POLICY 11 TH EDITION THOMAS L. WHEELEN J. DAVID HUNGER CHAPTER 4 Environmental Scanning and.
Ch 3 -1Copyright © 2011 Pearson Education. Strategic Management: Concepts and Cases Arab World Edition Fred R. David Abbas J. Ali Abdulrahman Y. Al-Aali.
Lecture 3 External Evaluation. Vision & Mission Strategy Formulation External Opportunities & Threats Internal Strengths & Weaknesses Long-Term Objectives.
Ch 3 -1 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Chapter 3 The External Assessment Strategic Management: Concepts & Cases 12.
Copyright © 2005 Pearson Education Canada Inc. Concepts in ﴀ Strategic Management, Canadian Edition Wheelen, Hunger, Wicks 3-1 Chapter 3 Environmental.
McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. Evaluating a Company’s External Environment.
Ch 3 -1 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Chapter 3 The External Assessment Strategic Management: Concepts & Cases 12.
Bus 411 Day 5 Copyright 2005 Prentice Hall1. Ch 1 -2 Agenda Question? Assignment 1 Corrected  3 A’s, 2 B’s, 3 C’s & 1 D  We will be working a collective.
Lecture No 08. Lecture Outline Key Political, Government & Legal Variables Technological Forces Competitive Forces Porter’s Five-Forces Model Industry.
Lecture 23 Electronic Business (MGT-485). Recap – Lecture 22 E-Business Strategy: Formulation – Internal Assessment Value Chain Analysis Linkages within.
The External Assessment
THE EXTERNAL ENVIRONMENT Chapter 2. The Organization Owners & Directors Managers Employees The Task Environment Gov’t agencies Competitors Unions Suppliers.
Business Policy and Strategy Lecture-09 1Business Policy and Strategy.
Management Practices Lecture-5 1. Recap Behavioral Management The Hawthorne Studies Theory X and Y Theory X v. Theory Y Theory Z Systems Considerations.
COMPETITIVE ADVANTAGE UNIT – II. EXTERNAL ENVIRONMENT Any organization before they begin the work of strategy formulations, it must scan the external.
STRATEGIC MANAGEMENT II Porter’s five forces module.
Copyright © Pearson Education Limited 2015 The External Audit The External Audit Chapter Seven 7-1.
Copyright © Pearson Education Limited 2015 The External Audit The External Audit Chapter Seven 7-1.
Ch 3 -1 Copyright 2007 Prentice Hall Chapter 3 The External Assessment Strategic Management: Concepts & Cases 11 th Edition Fred David.
C HAPTER 4 E NVIRONMENTAL S CANNING AND I NDUSTRY A NALYSIS S TRATEGIC M ANAGEMENT AND B USINESS P OLICY 11 th Edition Thomas L. Wheelen J. David Hunger.
EXTERNAL STRATEGIC MANAGEMENT AUDIT
Strategy Analyzing & Preparation (part2)
THE FIVE-FORCES MODEL OF COMPETITION
The External Assessment Chapter Three Copyright ©2017 Pearson Education, Inc.3-1.
Copyright ©2015 Pearson Education, Inc The External Assessment The External Assessment Chapter Three.
Chapter 3 The External Assessment
The External Environment
Business Strategy and Policy
Chapter 3 The External Assessment
The External Environment
Chapter 3 The External Assessment
EXTERNAL ENVIRONMENT ANALYSIS (Competitive analysis)
EXTERNAL ENVIRONMENT ANALYSIS (Competitive analysis)
Chapter 3 The External Assessment
Ch 3 -1 Copyright © 2011 Pearson Education.
BUS 411 DAY 5.
Chapter 3 The External Assessment
BUS 411 Lecture 3.
What affects our business from the outside?
Presentation transcript:

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -1 External Strategic Management Audit – Environmental Scanning – Industry Analysis

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -2 Identify & evaluate factors beyond the control of a single firm  Increased foreign competition  Population shifts  Aging society  Fear of traveling  Stock market volatility External Strategic Management Audit

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -3 Purpose of an External Audit  Develop a finite list of opportunities that could benefit a firm threats that should be avoided External Strategic Management Audit

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -4 Industrial (External) Organization (I/O) View Industry factors are more important than internal factors Performance determined by industry forces

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -5 Economies of Scale Industry Properties Barriers to Market Entry Product Differentiation The Economy I/O Perspective Firm Performance Level of Competitiveness

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -6 Economic Forces GDP Trends in the dollar’s value  Strong dollar  Interest rates Unemployment rates

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -7

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -8 Social, Cultural, Demographic, and Natural Environmental Forces US Facts  Aging population  Less White  Widening gap between rich & poor  2025 = 18.5% population > 65 years  2075 = no ethnic or racial majority

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -9 Social, Cultural, Demographic, and Natural Environmental Forces Facts  World population 7 billion  World population = 8 billion by 2028  World population = 9 billion by 2054  U.S. population > 310 million

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Trends  More American households with people living alone  Aging Americans – affects all organizations Social, Cultural, Demographic, and Natural Environmental Forces

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Political, Governmental, and Legal Forces Key opportunities & threats Antitrust legislation Tax rates Lobbying activities Patent laws Government Regulation

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Political, Governmental, and Legal Forces Protectionist policies Governments taking equity stakes in companies

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Technological Forces Major Impact – Internet

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Competitive Forces Collection & evaluation of data on competitors is essential for successful strategy formulation

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Competitive Forces Strengths Weaknesses Capabilities Opportunities Threats Objectives Strategies Identify Rival Firms’

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Competitive Forces Competition in virtually all industries can be described as intense

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Objectives of Competitive Intelligence Provide a general understanding of industry and competitors Identify areas where competitors are vulnerable and assess impact of actions on competitors Identify potential moves that a competitor might make

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Market Commonality The number and significance of markets that a firm competes in with rivals

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model of Competition

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Rivalry among competing firms  Most powerful of the five forces  Focus on competitive advantage of strategies over other firms

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Potential Entry of New Competitors  Barriers to entry are important  Quality, pricing, and marketing can overcome barriers

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Potential development of substitute products  Pressure increases when: Prices of substitutes decrease Consumers’ switching costs decrease

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Bargaining Power of Suppliers is increased when there are:  Large numbers of suppliers  Few substitutes  Costs of switching raw materials is high Backward integration is gaining control or ownership of suppliers

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch The Five-Forces Model Bargaining power of consumers  Customers being concentrated or buying in volume affects intensity of competition  Consumer power is higher where products are standard or undifferentiated

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Industry Analysis: The External Factor Evaluation (EFE) Matrix Economic Social Cultural Demographic Environmental Political Governmental Technological Competitive Legal

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch EFE Matrix Steps 1. List key external factors – opportunities and then threats 2. Weight from 0.00 to 1.0 (zero non important; 1 very important) 3. Rating between 1 and 4 on how the firm is responding to each external factor (4 response to great; 1 response is poor) 4. Multiply weight * rating 5. Sum weighted scores 6. See chart for illustration

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -27

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -28

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Total weighted score of 4.0 Organization response is outstanding to threats and opportunities Industry Analysis EFE Total weighted score of 1.0 Firm’s strategies not capitalizing on opportunities or avoiding threats

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Industry Analysis: Competitive Profile Matrix (CPM) Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions Critical success factors include internal and external issues

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -31

Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch Industry Analysis CPM Just because one firm receives a 3.2 rating and another receives a 2.8 rating, it does not follow that the first firm is 20 percent better than the second. Important –