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Hira Masood
Hira Masood

The document discusses the importance of environmental analysis for strategic planning. It describes various tools and methods for analyzing a firm's external environment, including scanning, monitoring, competitive intelligence, and forecasting. These allow a firm to understand factors in the general environment like demographics, technology and the economy. The competitive environment is also important and can be analyzed using Porter's five forces model and strategic groups to understand industry competition and identify opportunities and threats.

TechnologyBusiness
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Analyzing the external environment of the firm S V Horner 2009
Who cares? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Creating environmental awareness at organizational level ,[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Scanning ,[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Monitoring ,[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Competitive intelligence ,[object Object],[object Object],S V Horner 2009
Competitive intelligence ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Environmental forecasting ,[object Object],[object Object],S V Horner 2009
SWOT analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
The general environment ,[object Object],[object Object],[object Object],S V Horner 2009
Demographic segment ,[object Object],[object Object],[object Object],S V Horner 2009
Sociocultural segment ,[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Political/legal segment ,[object Object],[object Object],S V Horner 2009
Technological segment ,[object Object],[object Object],S V Horner 2009
Economic segment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Global segment ,[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Relationships among segments ,[object Object],[object Object],S V Horner 2009
Competitive environment ,[object Object],[object Object],S V Horner 2009
Porter’s five forces model of industry competition S V Horner 2009
Threat of new entrants ,[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Threat of new entrants ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Threat of new entrants ,[object Object],[object Object],[object Object],S V Horner 2009
Bargaining power of buyers ,[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Bargaining power of buyers: factors ,[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Bargaining power of buyers: factors ,[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Bargaining power of suppliers ,[object Object],[object Object],S V Horner 2009
Bargaining power of suppliers : factors ,[object Object],[object Object],[object Object],S V Horner 2009
Bargaining power of suppliers : factors ,[object Object],[object Object],S V Horner 2009
Intensity of rivalry among existing competitors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Intensity of rivalry: structural factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Threat of substitute products and services ,[object Object],[object Object],[object Object],S V Horner 2009
Threat of substitute products and services ,[object Object],[object Object],S V Horner 2009
Limitations of five forces model ,[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Strategic groups ,[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Strategic groups ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Strategic groups as a tool of industry analysis ,[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Strategic groups as a tool of industry analysis ,[object Object],[object Object],S V Horner 2009
Strategic groups as a tool of industry analysis ,[object Object],[object Object],S V Horner 2009
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009
Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],S V Horner 2009

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Dess chapter02

  • 1. Analyzing the external environment of the firm S V Horner 2009
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