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Chapter 04 MGT 490.pdf
1.
Chapter 4: Environmental
Scanning and Industry Analysis Copyright © 2018 Pearson Education, Inc. 4-1
2.
Learning Objectives ✦ Recognize
aspects of an organization’s environment that can influence its long-term decisions ✦ Identify the aspects of an organization’s environment that are most strategically important ✦ Conduct an industry analysis to understand the competitive forces that influence the intensity of rivalry within an industry ✦ Understand how industry maturity affects industry competitive forces ✦ Categorize international industries based on their pressures for coordination and local responsiveness Copyright © 2015 Pearson Education, Inc. 4-2
3.
Learning Objectives ✦ Construct
strategic group maps to assess the competitive positions of firms in an industry ✦ Identify key success factors and develop an industry matrix ✦ Use publicly available information to conduct competitive intelligence ✦ Know how to develop an industry scenario ✦ Be able to construct an EFAS Table that summarizes external environmental factors Copyright © 2015 Pearson Education, Inc. 4-3
4.
Environmental Scanning ✦ Environmental
scanning the monitoring, evaluation, and dissemination of information relevant to the organizational development of strategy 4-4 Copyright © 2015 Pearson Education, Inc.
5.
Identifying External Environmental Variables ✦
Natural environment includes physical resources, wildlife and climate that are an inherent part of existence on Earth form an ecological system of interrelated life Copyright © 2015 Pearson Education, Inc. 4-5
6.
Identifying External Environmental Variables ✦
Societal environment mankind’s social system that includes general forces that do not directly touch on the short-run activities of the organization, but that can influence its long-term decisions economic, technological, political-legal and sociocultural Copyright © 2015 Pearson Education, Inc. 4-6
7.
Identifying External Environmental Variables ✦
Task environment those elements or groups that directly affect a corporation and, in turn, are affected by it government, local communities, suppliers, competitors, customers, creditors, unions, special interest groups/trade associations Copyright © 2015 Pearson Education, Inc. 4-7
8.
Identifying External Environmental Variables ✦
Industry analysis an in-depth examination of key factors within a corporation’s task environment Copyright © 2015 Pearson Education, Inc. 4-8
9.
Scanning the Societal
Environment: STEEP Analysis ✦ STEEP Analysis monitoring trends in the societal and natural environments sociocultural, technological, economic, ecological and political-legal forces Copyright © 2015 Pearson Education, Inc. 4-9
10.
Some Important Variables
in the Societal Environment Copyright © 2015 Pearson Education, Inc. 4-10
11.
Current Sociocultural Trends ✦
Increasing environmental awareness ✦ Growing health consciousness ✦ Expanding seniors market ✦ Impact of Millennials Copyright © 2015 Pearson Education, Inc. 4-11
12.
Current Sociocultural Trends ✦
Declining mass market ✦ Changing pace and location of life ✦ Changing household composition ✦ Increasing diversity of workforce and markets Copyright © 2015 Pearson Education, Inc. 4-12
13.
Technological Breakthroughs Portable information
devices Electronic networking Alternative energy sources Precision farming Virtual personal assistants Genetically altered organisms Smart, mobile robots Copyright © 2015 Pearson Education, Inc. 4-13
14.
Categories of Risk Regulatory risk Supply
chain risk Product and technology risk Litigation risk Reputational risk Physical risk Copyright © 2015 Pearson Education, Inc. 4-14
15.
Some Important Variables
in International Societal Environments Copyright © 2015 Pearson Education, Inc. 4-15
16.
Scanning External Environment Copyright
© 2015 Pearson Education, Inc. 4-16
17.
Forces Driving Industry
Competition Copyright © 2015 Pearson Education, Inc. 4-17
18.
Threat of New
Entrants ✦ Threat of new entrants new entrants to an industry bring new capacity, a desire to gain market share and substantial resources ✦ Entry barrier an obstruction that makes it difficult for a company to enter an industry Copyright © 2015 Pearson Education, Inc. 4-18
19.
Barriers to Entry Economies
of scale Product differentiation Capital requirements Switching costs Access to distribution channels Cost disadvantages due to size Government policies Copyright © 2015 Pearson Education, Inc. 4-19
20.
Rivalry among Existing
Firms ✦ In most industries, corporations are mutually dependent. ✦ A competitive move by one firm can be expected to have a noticeable effect on its competitors and thus may cause retaliation. Copyright © 2015 Pearson Education, Inc. 4-20
21.
Rivalry among Existing
Firms Number of competitors Rate of industry growth Product or service characteristics Amount of fixed costs Capacity Height of exit barriers Diversity of rivals Copyright © 2015 Pearson Education, Inc. 4-21
22.
Threat of Substitute Products
or Services ✦ Substitute product a product that appears to be different but can satisfy the same need as another product ✦ The identification of possible substitute products means searching for products that can perform the same function, even though they have a different appearance. Copyright © 2015 Pearson Education, Inc. 4-22
23.
The Bargaining Power
of Buyers ✦ Bargaining power of buyers ability of buyers to force prices down, bargain for higher quality and play competitors against each other Large purchases, backward integration, alternative suppliers, low cost to change suppliers, product represents a high percentage of buyer’s cost, buyer earns low profits, product is unimportant to buyer Copyright © 2015 Pearson Education, Inc. 4-23
24.
The Bargaining Power
of Suppliers ✦ Buyers affect an industry through their ability to force down prices, bargain for higher quality or more services and play competitors against each other. Copyright © 2015 Pearson Education, Inc. 4-24
25.
The Bargaining Power
of Suppliers A supplier or a group of suppliers is powerful if some of the following factors hold true: ✦ Sup[plier Industry is dominated by a few companies ✦ Unique product or service or switching cost ✦ Substitutes are not readily available ✦ Suppliers are able to forward integrate and compete with customers ✦ Purchasing industry is of unimportance to the supplier Copyright © 2015 Pearson Education, Inc. 4-25
26.
Relative Power of
Other Stakeholders ✦ Government ✦ Local communities ✦ Creditors ✦ Trade associations ✦ Special interest groups ✦ Unions ✦ Shareholders Copyright © 2015 Pearson Education, Inc. 4-26
27.
Industry Evolution ✦ Fragmented
industry no firm has a large market share and each firm only serves a small piece of the total market in competition with other firms ✦ Consolidated industry domination by a few large firms, each struggles to differentiate products from its competition Copyright © 2015 Pearson Education, Inc. 4-27
28.
Categorizing International Industries ✦
Multi-domestic industries specific to each country or group of countries ✦ Global industries operate worldwide with multinational companies making only small adjustments for country-specific circumstances ✦ Regional industries multinational companies primarily coordinate their activities within regions Copyright © 2015 Pearson Education, Inc. 4-28
29.
Continuum of International Industries Copyright
© 2015 Pearson Education, Inc. 4-29
30.
Strategic Groups ✦ Strategic
group a set of business units or firms that pursue similar strategies with similar resources Copyright © 2015 Pearson Education, Inc. 4-30
31.
Mapping Strategic Groups
in the U.S. Restaurant Chain Industry Copyright © 2015 Pearson Education, Inc. 4-31
32.
Strategic Types ✦ Defenders focus
on improving efficiency ✦ Prospectors focus on product innovation and market opportunities ✦ Analyzers focus on at least two different product market areas ✦ Reactors lack a consistent strategy-structure-culture relationship Copyright © 2015 Pearson Education, Inc. 4-32
33.
Hypercompetition ✦ Market stability
is threatened by short product life cycles, short product design cycles, new technologies, frequent entry by unexpected outsiders, repositioning by incumbents and tactical redefinitions of market boundaries as diverse industries merge. Copyright © 2015 Pearson Education, Inc. 4-33
34.
Using Key Success
Factors to Create an Industry Matrix ✦ Key success factors variables that can significantly affect the overall competitive positions of companies within any particular industry Copyright © 2015 Pearson Education, Inc. 4-34
35.
Industry Matrix ✦ Industry
matrix summarizes the key success factors within a particular industry Copyright © 2015 Pearson Education, Inc. 4-35
36.
Competitive Intelligence ✦ Competitive
intelligence a formal program of gathering information on a company’s competitors also called business intelligence Sources of competitive intelligence: ✦ Information brokers ✦ Internet ✦ Industrial espionage ✦ Investigatory services Copyright © 2015 Pearson Education, Inc. 4-36
37.
Useful Forecasting Techniques Extrapolation
Brainstorming Expert opinion Delphi technique Statistical modeling Prediction markets Cross impact analysis Copyright © 2015 Pearson Education, Inc. 4-37
38.
Synthesis of External Factors—EFAS Copyright
© 2015 Pearson Education, Inc. 4-38
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