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Chapter 3 The External Environment
Chapter Topics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ex. 3-1: The Firm’s External Environment THE FIRM Operating Environment (Global and Domestic) ,[object Object],[object Object],[object Object],[object Object],Industry Environment (Global and Domestic) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Remote Environment (Global and Domestic) ,[object Object],[object Object],[object Object],[object Object],[object Object]
Economic Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Social Factors ,[object Object],[object Object],[object Object],[object Object],[object Object]
Political Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Technological Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ecological Factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ex. 3-7: Federal Ecological Legislation Centerpiece Legislation National Environmental Policy Act, 1969 Established Environmental Protection Agency; consolidated federal environmental activities under it.  Established Council on Environmental Quality to advise president on environmental policy and to review environmental impact statements
Ex. 3-7: Federal Ecological Legislation (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ex. 3-7: Federal Ecological Legislation (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Concept of Eco-Efficiency ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Characteristics of Eco-Efficient Companies Proactive, not reactive Design in, not add on Flexibility Encompassing, not insular
Ex. 3-8: Factors Used to Assess the International Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ex. 3-8: Factors Used to Assess the International Environment  (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ex. 3-9: Forces Driving Industry Competition Suppliers Substitutes Industry Competitors Rivalry Among  Existing Firms New Entrants Buyers Bargaining power of suppliers Threat of substitute products or services Bargaining power of buyers Threat of new entrants
Competitive Force: Threat of Entry ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competitive Force: Suppliers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competitive Force: Buyers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competitive Force: Substitute Products ,[object Object],[object Object],[object Object],[object Object],[object Object]
Competitive Force: Jockeying For Position ,[object Object],[object Object],[object Object],[object Object]
What Causes Rivalry to be Intense? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Industry and Competitive Analysis Questions involved in  designing viable strategies ,[object Object],2.  What is the structure of the industry? 3.  Which firms are our competitors? 4.  What are the major determinants of competition?
Why a Definition of Industry Boundaries is Important ,[object Object],[object Object],[object Object],[object Object]
Sources of Difficulty in Defining Industry Boundaries Evolution of industries over time creates new opportunities and threats Industry evolution creates industries within industries Industries are becoming global in scope
Issues in Defining an Industry ,[object Object],[object Object],[object Object],[object Object],[object Object]
Characteristics of Industry Structure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Variables in Identifying Competitors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Mistakes in Identifying Competitors ,[object Object],[object Object],[object Object],[object Object]
Common Mistakes in Identifying Competitors  (contd.) ,[object Object],[object Object],[object Object],[object Object]
Operating Environment The operating environment, also called the  competitive  or  task environment , comprises factors in the competitive situation that affect a firm’s success in acquiring needed resources or in profitably marketing its goods and services
Factors in the Operating Environment ,[object Object],[object Object],[object Object],[object Object]
Criteria Used in Constructing Competitor Profiles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customer Profiles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ex. 3-12: Major Segmentation Variables for Industrial Markets ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ex. 3-12: Major Segmentation Variables for Industrial Markets  (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ex. 3-12: Major Segmentation Variables for Industrial Markets  (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Factors Related to Assessing Relationship With Suppliers How costly are shipping charges? Are suppliers competitive in terms of production standards?   Are suppliers’ prices competitive? Do they offer quantity discounts? In terms of deficiency rates, are suppliers’ abilities, reputations, and services competitive? Are suppliers reciprocally dependent on the firm?
Factors Related to Assessing Relationship with Creditors ,[object Object],[object Object],[object Object],[object Object],[object Object]
Factors Related to Acquiring Needed Human Resources A firm’s access to needed personnel is affected by Reputation as an employer Local employment rates Availability of people with needed skills

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Chap003

  • 1. Chapter 3 The External Environment
  • 2.
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9. Ex. 3-7: Federal Ecological Legislation Centerpiece Legislation National Environmental Policy Act, 1969 Established Environmental Protection Agency; consolidated federal environmental activities under it. Established Council on Environmental Quality to advise president on environmental policy and to review environmental impact statements
  • 10.
  • 11.
  • 12.
  • 13. Characteristics of Eco-Efficient Companies Proactive, not reactive Design in, not add on Flexibility Encompassing, not insular
  • 14.
  • 15.
  • 16. Ex. 3-9: Forces Driving Industry Competition Suppliers Substitutes Industry Competitors Rivalry Among Existing Firms New Entrants Buyers Bargaining power of suppliers Threat of substitute products or services Bargaining power of buyers Threat of new entrants
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25. Sources of Difficulty in Defining Industry Boundaries Evolution of industries over time creates new opportunities and threats Industry evolution creates industries within industries Industries are becoming global in scope
  • 26.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31. Operating Environment The operating environment, also called the competitive or task environment , comprises factors in the competitive situation that affect a firm’s success in acquiring needed resources or in profitably marketing its goods and services
  • 32.
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38. Factors Related to Assessing Relationship With Suppliers How costly are shipping charges? Are suppliers competitive in terms of production standards? Are suppliers’ prices competitive? Do they offer quantity discounts? In terms of deficiency rates, are suppliers’ abilities, reputations, and services competitive? Are suppliers reciprocally dependent on the firm?
  • 39.
  • 40. Factors Related to Acquiring Needed Human Resources A firm’s access to needed personnel is affected by Reputation as an employer Local employment rates Availability of people with needed skills