Beruflich Dokumente
Kultur Dokumente
Business Environment:
Dipersiapkan Oleh:
Al Hasin
Source:
Marvin Washington
1
External Environmental Opportunities and Threats
Macroenvironment Industry Environment
Strategy Formulation
Strategic Corporate Strategy
Formulation
Management Business Unit
PROCESS Strategy Formulation
Functional Strategy
Formulation
Feedback
Strategy Implementation
Organizational Structure
Leadership, Power, and Organizational Culture
Strategic Control
Strategic Control Process and Performance
2
What the Firm Might Do
External Environment
Five Forces Analysis
Sustainable
Competitive
Advantage
Internal Environment
Resources, Capabilities
and Core Competencies
What the Firm Can Do
3
Identify
Strategic
General & Task
Scan External
Environment Factors: Environment
•Opportunities
•Threats
Evaluate
Current:
•Mission
•Goals
SWOT
Analysis
•Strategies
Identify
Scan Internal
Strategic Internal
Factors:
Environment
•Strengths Environment
•Weaknesses 4
SWOT Analysis
Threat
Weakness Strength
Organization
Opportunity 5
External Analysis
6
What is an external analysis?
7
External Analysis
General
Environment
Technologi Economi
cal Specific Environment c
Industry-Competitors
Substit Current
ute Organization Rivalry
Product
sBargaini Potenti
ng
al
Power of Bargaini
Political- Supplier ng Entrant Demograp
Legal Power of s hic
s
Buyers
Sociocultu
ral
8
Economic Environment
Interest rates
Monetary exchange rates
Inflation rates
GNP or GDP
Consumer income, spending, and debt
levels
Unemployment levels
Workforce productivity
9
Demographic Environment
Gender
Age
Income levels
Ethnic makeup
Education
Family composition
Geographic location
Birth rates
10
Socio-Cultural Environment
Country’s culture
Social Values
Traditions
Values
Attitudes
Beliefs
Tastes
Patterns of behavior
11
Political Legal Environment
12
Technical Environment
Communications
Computing
Transportation
Robotics
Biotechnology
Medicine and medical
Telecommunications
Consumer electronics
13
Industry’s environment
POTENTIAL ENTRANTS
Rivalry Among
Existing Firms
Opportunity Threat
Few competitors Numerous
Industry sales growing competitors
Low fixed or inventory Industry sales
storage costs slowing
Significant High fixed or
differentiation inventory storage
Minimal exit barriers costs
No differentiation
High exit barriers
15
Potential Entrants
Opportunity Threat
Significant No or low economies
economies of scale of scale
Strong product Weak product
differentiation differentiation
Significant switching Minimal switching
costs cost
Controlled access to Open access to
distribution channels distribution channels
16
Bargaining power of buyers
Opportunity Threats
Buyer purchases Buyer purchases large
small volumes volumes
Purchases highly Purchases standard or
differentiated and
unique undifferentiated
Buyer’s profits are Buyer’s profits are
strong weak
Buyer can’t Buyer can
manufacture products manufacture product
Buyer’s have limited Buyer has full
information information
17
Bargaining Power of Supplier
Opportunity Threats
Supplying industry is Supplying industry
fragmented has a few companies
Supplier’s products Supplier products do
have substitutes not have substitutes
Supplier’s products Supplier’s products
aren’t differentiated are differentiated
Minimal switching Significant switching
costs in supplier’s costs
products
18
Substitute Products
Opportunities Threat
There are no good There are few
substitutes good substitutes
There are several
not-so-good
substitutes
19
Examples of substitutes
20
How do you do an external
analysis?
Find data
Informal
Customer comments
Reading trade journals and general news media
Formal
External Information System (EIS)
Market and customer surveys
22
Internal Analysis
23
SWOT Analysis
Threat
Weakness Strength
Organization
Opportunity 24
Capabilities
The Source of The Source of
Teams of
Resources
Core
Competencie
Resources s of
Sources
* Tangible Competitive
* Intangible Components of Advantage
Internal Analysis
Strategic
Sustained
Competitiveness Competitive The
Advantage Foundation
Above-Average
Returns of
Gained through
Core Competencies
The Pathway to 25
Resources and capabilities that meet
these four criteria become a source of:
Valuable
Nonsubstitutable
26
Core Competencies are the basis for a
firm’s
Competitive
advantage
Strategic
competitiveness Core Competencies
Ability to earn
above-average
returns
27
Outcomes from Combinations of the Criteria
for Sustainable Competitive Advantage
Costly to Nonsub- Competitive Performance
Valuable Rare
Imitate stitutable Consequences Implications
Below
Competitive
NO NO NO NO Average
Disadvantage
Returns
Competitive Average
YES NO NO YES/NO Parity Returns
Temporary Aver./Above
YES YES NO YES/NO Competitive Average
Advantage Returns
Sustainable Above
YES YES YES YES Competitive Average
Advantage Returns
28
What is an Internal Analysis
29