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*Helps organization to identify Opportunities
and Threats
*To consolidate and strengthen organizations
position
*Provides the strategists of which sectors have a
favourable impact on the organization
*Organization knows where its stands withrespect to its environment
*Helps in formulating appropriate strategy
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*Surroundings, external objects, influences or
circumstances under which someone or
something exits
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*Socio-cultural factors
*Demographic characteristics
*Social attitudes
*Educational level, awareness and consciousness
of rights
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*Environmental Factors
*Weather change
*Climatic change
*Demand related factors
*Supplier related factors
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*Political factors
*Political system
*Political structure, its stability
*Government policy and its intervention
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*Legal Factors
*Policies related to licensing , monopolies
*Policies related to export and import
*Policies related to distribution and pricing
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*Dividing the environment into different
sectors.
*Analysing the impact of each sector on the
organization.
*Subdividing each environmental sector into sub
factor.
*Impact of each sub sector on organization in
form of a statement.
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+Help to determine the key threats and
opportunities.
+Good tool to qualify the factors related to
companys strategy.
+Can consider many factors for each special
case.
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- It doesnt show the interaction between the
factors.
- It cant reflect the dynamic environment.
- Its a subjective analysis tool.
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MicroEnvironment
MarketingIntermediaries
Suppliers
Market
Types
MarketDemand
CompetitionFinancial
Institutions
RegulatoryProvisions
Industrialrelation
climate
Availability ofskilled
workers
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Trends
Probability
of
Occurrences
Impact on strategies
S1 S2 S3
T1
T2
.
.
+2 Extremely favorable impact+1 Moderately favorable impact
0 No impact
-1 Moderately unfavorable impact
-2 Extremely unfavorable impact
Degree of qualityof impact on each
trend on different
strategies
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FirmInternal Environment
Relevant Environment
Micro Environment
Macro Environment
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Sales of Passenger Cars in India is likely to grow at an
average of 14.9% each year to touch the 2.1 million mark
by 2011 (Source: Frost n Sullivan)
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S.
No.
Environmental Factors Opportunity
/Threat
Reasons/Remarks
1. Macro-Economic Factors
-Per capita Income
-Loans Availability
- Interest Rates
Rising PCI means more
affordability. (Sixth Pay
Commission)Banks are not sceptical in giving
loans.
People cant pay easy
instalments
2. Social/ Demographics
Factors
-Urbanization
( 28% to 40% by 2020 )
Middle Class Increasing
-Penetration Levels
-Labor (JVs)
-Growing Working Class
(Ex. BPO)
-Improving Public Transport
Demand for Passenger cars
Sales are increasing at a YOY of
over 60 % in the long run.
LOW (10 per 1000)
India has one of the cheapest
labour available hence manyforeign companies are eyeing to
merge with Indian players.
Resulted in more no of cabs.
With an advent of projects like
Delhi Metro .
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S.
No
.
Environmental Factors Opportunity
/Threat
Reasons/Remarks
3. Policy
-Import Duty-Excise Duties
-FDI
-Regulatory Issues like
Acts, Safety Standards etc.
Currently import duty is100%.
Excise duty has been
reduced from 16 %to 14%.
100 % FDI is allowed .
MVA 1988 and MVR 1989
which promotes use capitalintensive technology
4. Technology
-Emission Standards
-Hybrid Cars
-Fuels
-IT (CAD/CAM, Design and
Automation)
Bharat III resulting in
dependence on other
countries for technologyExcise duty has been
reduced from 24 % to 12 %.
With upcoming Bio- fuels
,LPG & CNG.
India has one of the
cheapest IT Resources.
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S.
No.
Environmental Factors Opportunity/Threat
Reasons/Remarks
5. Industrial Factors
-Raw material price
Steel Prices have touched
Rs 5000 since May 2010
6. Business Environment
-ROCE
-Expansion Plans of Incumbent
players
With players like Hyundai andTATA having ROCE of 9% and
32%.
In future has huge capacity
plans which will give the
incumbent companies a cost
advantage.
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*
*Presented By,
>Deval Naik
>Ashley T
>Tushar Sharma
>Rohit Kulkarni
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