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

2. 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

3. 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

4. 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

5. 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

6. 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

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

8. 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

9. 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

10. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -10 Trends  More American households with people living alone  Aging Americans – affects all organizations Social, Cultural, Demographic, and Natural Environmental Forces

11. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -11 Political, Governmental, and Legal Forces Key opportunities & threats Antitrust legislation Tax rates Lobbying activities Patent laws Government Regulation

12. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -12 Political, Governmental, and Legal Forces Protectionist policies Governments taking equity stakes in companies

13. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -13 Technological Forces Major Impact – Internet

14. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -14 Competitive Forces Collection & evaluation of data on competitors is essential for successful strategy formulation

15. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -15 Competitive Forces Strengths Weaknesses Capabilities Opportunities Threats Objectives Strategies Identify Rival Firms’

16. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -16 Competitive Forces Competition in virtually all industries can be described as intense

17. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -17 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

18. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -18 Market Commonality The number and significance of markets that a firm competes in with rivals

19. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -19 The Five-Forces Model of Competition

20. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -20 The Five-Forces Model Rivalry among competing firms  Most powerful of the five forces  Focus on competitive advantage of strategies over other firms

21. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -21 The Five-Forces Model Potential Entry of New Competitors  Barriers to entry are important  Quality, pricing, and marketing can overcome barriers

22. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -22 The Five-Forces Model Potential development of substitute products  Pressure increases when: Prices of substitutes decrease Consumers’ switching costs decrease

23. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -23 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

24. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -24 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

25. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -25 Industry Analysis: The External Factor Evaluation (EFE) Matrix Economic Social Cultural Demographic Environmental Political Governmental Technological Competitive Legal

26. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -26 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

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

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

29. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -29 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

30. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -30 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

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

32. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -32 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 –