Chapter 3 Strategic Planning Process (the External Environme
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Transcript of Chapter 3 Strategic Planning Process (the External Environme
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Chapter 3
Strategic PlanningProcess: The ExternalEnvironmental Analysis
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Learning Objectives
After reading this chapter, you should be able to:
Explain the key external environmental forces.
Describe the nature of the industry environment.
Discuss the five forces that make up the industryenvironment.
Discuss the importance of monitoring the externaland industry trends and events.
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External Environment
The external environment represents factors which
are beyond the control of an organization.
It is divided into two categories:1. General environment
2. Industry environment
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The General and Industry
Environments
The general environment, also known as the macroenvironment, includes the environmental factorsthat have an impact on allorganizations and firmswithin the company.
Easily remembered by the simple acronym PESTEL
P : Political factors
E : Economic factors
S : Socio-cultural factors
T : Technological factors
E : Ecological factors
L : Legal factors
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EXHIBIT 3.1 The Firm Embedded in Its External Environment
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The General and Industry
Environments (cont.)
The industry environment or the microenvironment refers to factors that directly affectthe firm and its competitive responses.
These factors have the ability to affect the firmsprofitability and shape the competition in anindustry.
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External Environmental
Analysis
This analysis provides information to managersregarding the key trends and changes in theexternal environment, such as the following:
Population shifts Changing demographics (e.g. aging population)
Information technology
New government regulations
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External Environmental
Analysis (cont.)
External environmental analysis reveals:
Opportunities: External environment factors which
can help the organization improve its performance andachieve its strategic objectives
Threats: External environment factors which canhinder an organizations performance and prevent the
organization from achieving its strategic objectives
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External Environmental
Analysis (cont.)
Based on the external environmental analysis,
managers formulate strategies that:
Take advantage of opportunities
Avoid/reduce impact of threats
Sources of information for external environmental
analysis include customer surveys, market surveys,
periodicals, journals, reports, books, newspapers,
conferences and the Internet.
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Factors in the General
Environment (cont.)
2. Economic Factors
Unemployment rates
Inflation rates
Consumer and investor confidence
Currency exchange rates
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Factors in the General
Environment (cont.)
3. Socio-cultural Factors
Concerned with societys attitudes, cultural values
and demographic changes
Include factors such as: Demographic factors (e.g. population size and
distribution, age distribution, education levels)
Attitudes towards materialism, capitalism, free
enterprise
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Legal Variables
Minimum wagesPrice control act
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Factors in the Industry
Environment
A set of factors that directly affects a firm
Also known as micro environment
These factors are analysed to assess how the
forces of the organizations immediateenvironment affect the attractiveness or
profitability potential of the firm.
Michael Porters Five Forces Model (1980) is one
of the most widely used and best knownconceptual frameworks to assess the industry
environment.
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Industry Environment Analysis/Competitive Analysis:
Michael Porters Five-Forces Model
Potential developmentof substitute products
Rivalry amongcompeting firms
Bargaining powerof suppliers
Potential entry of newcompetitors
Bargaining powerof consumers
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Factors in the Industry
Environment (cont.)
1. Threat of New Entrants
New entrants to an industry can raise the level of
competition
The threat of new entrants depend on the barriersto entry
Barriers of entry can be affected by economies of
scale, product differentiation, capital requirements,
switching costs and government regulations.
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Factors in the Industry
Environment (cont.)
the buyers inputs are only available from a smallgroup of suppliers.
the suppliers can sell directly to the firms customers,bypassing the need for the firm.
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Factors in the Industry
Environment (cont.)
3. Bargaining Power of Buyers
Customers (or buyer groups) have the most power
when
they are large and purchase most of the industrysoutput.
the industry has many small suppliers supplying theproduct and the buyers are large.
the products represent a relatively large expensefor customers and sales of the product beingpurchased account for a significant portion of thesellers annual revenues.
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they have access to sufficient information and are
able to evaluate the competitive offerings.
the customers could switch to another product without
incurring significant switching cost because the
suppliers products are not unique or undifferentiated.
the customers could possibly make the product
themselves.
Factors in the Industry
Environment (cont.)
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