henan agricultural university zheng ch 3 -1 chapter 3 the external assessment
TRANSCRIPT
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Henan Agricultural University Zheng Ch 3 -1
Chapter 3 The External Assessment
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Henan Agricultural University Zheng Ch 3 -2
Chapter Outline
The Nature of the External Audit
The Industrial Organization (I/O) View
Social, Cultural, Demographic & Environmental Forces
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Henan Agricultural University Zheng Ch 3 -3
Chapter Outline (cont’d)
Political, Governmental, and Legal Forces
Technological Forces
Competitive Forces
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Henan Agricultural University Zheng Ch 3 -4
Chapter Outline (cont’d)
Porter’s Five-Forces Model
Forecasting Tools & Techniques
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Henan Agricultural University Zheng Ch 3 -5
Chapter Outline (cont’d)
The External Factor Evaluation (EFE) Matrix
Competitive Profile Matrix (CPM)
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Henan Agricultural University Zheng Ch 3 -6
External environments
OrganizationInternal environments
External ‘mirco’ or ‘near’ environments
External ‘macro’ or ‘far’ environments
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Henan Agricultural University Zheng Ch 3 -7
External Strategic Management Audit
-- Environmental Scanning
-- Industry Analysis
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Henan Agricultural University Zheng Ch 3 -8
Identify & Evaluate factors beyond the control of a single firm Increased foreign competition Population shifts Aging society Fear of traveling Stock market volatility
External Strategic Management Audit
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Henan Agricultural University Zheng Ch 3 -9
Purpose of External Audit Identify
Opportunities Threats
External Strategic Management Audit
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Henan Agricultural University Zheng Ch 3 -10
Key External Forces
•Social, cultural, demographic forces
•Political, governmental & legal forces
•Economic forces
•Natural forces
•Technological forces
The five influences are often interlinked
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Henan Agricultural University Zheng Ch 3 -11
CompetitorsSuppliers
DistributorsCreditors
CustomersEmployees
CommunitiesManagers
StockholdersLabor Unions
Special Interest GroupsProductsServicesMarkets
Natural Environment
Key External Forces
Opportunities&
Threats
Key External Forces & the Organization
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Henan Agricultural University Zheng Ch 3 -12
Gather competitive intelligence –
Social Cultural Demographic Environmental Governmental Legal Technological
External Audit
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Henan Agricultural University Zheng Ch 3 -13
Performing External Audit
-- Key Factors Vary over time Vary by industry
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Henan Agricultural University Zheng Ch 3 -14
SPENT can be used as follows:
CHECKLIST - like an environmental audit to identify all influences
KEY FACTORS - having identified many factors , can narrow them down to most important
IMPACT - must analyse the likely & differential impact of each of the influences
THE FAR ENVIRONMENT
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Henan Agricultural University Zheng Ch 3 -15
socio-demographic influences
Social culture (values, attitudes & beliefs) impacts on demand for products and services, attitudes to work, ethics, etc.
Demography –the impact of the size and structure of the population on the workforce and patterns of demand
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Henan Agricultural University Zheng Ch 3 -16
Social, Cultural, Demographic Forces
Major Impact –
•Products
•Services
•Markets
•Customers
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Henan Agricultural University Zheng Ch 3 -17
Actuarial rates
Monitor KeyVariables
Per capita income
Attitudes toward business
Avg. disposable income
Social, Cultural, Demographic Forces
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Henan Agricultural University Zheng Ch 3 -18
Consumer behavior
Monitor KeyVariables
Ethical concerns
Attitudes toward saving
Racial equality
Social, Cultural, Demographic Forces
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Henan Agricultural University Zheng Ch 3 -19
Avg. educational level
Monitor KeyVariables
Governmental regulation
Attitudes toward customer service
Attitudes toward quality
Social, Cultural, Demographic Forces
Social responsibility
Leisure time values
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Henan Agricultural University Zheng Ch 3 -20
Political, Government & Legal Forces
Key opportunities & threats Antitrust legislation Tax rates Lobbying efforts Patent laws
Government Regulation
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Henan Agricultural University Zheng Ch 3 -21
Political, Government & Legal Forces
Political variables impact – Formulation of strategies Implementation of strategies
Increasing Global Interdependence
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Henan Agricultural University Zheng Ch 3 -22
Political, Government & Legal Forces
Strategists in a global economy – Forecast political climates Legalistic skills Diverse world cultures
Increasing Global Interdependence
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Henan Agricultural University Zheng Ch 3 -23
Economic Forces
•Availability of credit
•Level of disposable income
•Interest rates
•Inflation rates
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Henan Agricultural University Zheng Ch 3 -24
Economic influences 经济因素:
1. 宏观经济的总体状况— GDP 增长率 ( fiscal policy , etc. ) 2. 中央银行的利率水平 Interest rate ( monetary policy) 3. 消费者物价指数 CPI ( levels of inflation) 4. 劳动力的供给 Supply of labour 5. 消费者收入水平 levels of income 6. 产业集群 Clusters 7. 关税种类及水平、汇率等 Tariff, exchange rate 8. 各种经济 - 政治联盟 Economical-Political bodies
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Henan Agricultural University Zheng Ch 3 -25
Michael Porter -- Clusters and the New Economics of Competition Clusters: critical masses in one place of linked industries and
institutions--from suppliers to universities to government agencies--that enjoy unusual competitive success in a particular field.
Clusters affect competition in three broad ways Increasing the productivity of companies based in the area Driving the direction and pace of innovation The most Stimulating the formation of new businesses within the cluster
Competitive advantage lies increasingly in local things--knowledge, relationships, and motivation--that distant rivals cannot replicate
Famous examples are found in Silicon Valley and Hollywood
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Henan Agricultural University Zheng Ch 3 -26
Natural influences
The impact of natural events upon business activity can be very powerful and difficult to predict or avoid
For business affected by natural impact, the effects can be very costly and far-reaching
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Henan Agricultural University Zheng Ch 3 -27
Waste management
Monitor KeyVariables
Air & water pollution
Ozone depletion
Endangered species
Natural & Environmental Forces
Energy conservation
Recycling
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Henan Agricultural University Zheng Ch 3 -28
Technical influences
Changes in technology affect the products available to customers, the quality, the cost of the products and their functionality
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Henan Agricultural University Zheng Ch 3 -29
Technological Forces
Essential for nearly every strategic decision
Technology-based issues
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Henan Agricultural University Zheng Ch 3 -30
The importance of the SPENT analysis process
The importance of the process is to identify issues that will have an impact on the organization and the industry
Categorizing them correctly between the factors is of secondary importance
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Henan Agricultural University Zheng Ch 3 -31
Economies of Scale
Industry Properties
Barriers to market entry
Product differentiation
Level of competitiveness
I/O Perspective Firm Performance
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Henan Agricultural University Zheng Ch 3 -32
Steps to Determine if an Acceptable Profit Can be Earned
1. Identify key aspects or elements of each competitive force
2. Evaluate how strong and important each element is for the firm
3. Decide whether the collective strength of the elements is worth the firm entering or staying in the industry
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Henan Agricultural University Zheng Ch 3 -33
The intensity of rivalry among competitors in the industry
The number and size of the competitors in the industry
The maturity of the industry The differentiations of products in the industry
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Henan Agricultural University Zheng Ch 3 -34
Industrial lifecycle
Industry sales
Time
Introduction Maturity Growth Decline
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Henan Agricultural University Zheng Ch 3 -35
KFS
The key factors for success are those resources, skills and attributes of firms in the industry that are essential to deliver profitability
KFS are common to all the major organizations in the industry and usually do not differentiate on company from another
KFS will vary from one industry to another
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Henan Agricultural University Zheng Ch 3 -36
The Five-Forces Model of Competition
Potential development of substitute products
Rivalry among competing firms
Bargaining power of suppliers
Potential entry of new competitors
Bargaining power of consumers
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Henan Agricultural University Zheng Ch 3 -37
The Five-Forces Model
Most powerful of the five forces Focus on competitive advantage of
strategies
Rivalry Among Competing Firms
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Henan Agricultural University Zheng Ch 3 -38
The intensity of rivalry among competitors in the industry
The maturity of the industry The number and size of the competitors in the
industry The differentiations of products in the industry Merger & acquisition
Free-flowing information on the Internet
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Henan Agricultural University Zheng Ch 3 -39
The threat of new entrants to the industry Economies of scale available to existing
competitors The capital costs of entry Brand loyalty and customer switching costs
Switching costs: the cost of changing to a new supplier, one of the key strategic manoeuvres in maintaining customer loyalty
Access to input and distribution channels The resistance offered by existing businesses
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Henan Agricultural University Zheng Ch 3 -40
The Five-Forces Model
Barriers to entry are important Quality, pricing, and marketing can
overcome barriers
Potential Entry of New Competitors
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Henan Agricultural University Zheng Ch 3 -41
The Five-Forces Model
Pressures increase when consumer’s switching costs decrease
Firm’s plans for increased capacity & market penetration
Potential Development of Substitute Products
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Henan Agricultural University Zheng Ch 3 -42
The threat of substitute products The extent to which the price and
performance of the substitute can match the industry’s product
The willingness of buyers to switch to the substitute
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Henan Agricultural University Zheng Ch 3 -43
The bargaining power of suppliers
The number and size of resource suppliers The cost of switching to another resource The uniqueness and scarcity of the resource
that suppliers provide
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Henan Agricultural University Zheng Ch 3 -44
The Five-Forces Model
Large number of suppliers & few substitutes affects intensity of competition
Backward integration can gain control or ownership of suppliers
Bargaining Power of Suppliers
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Henan Agricultural University Zheng Ch 3 -45
The Five-Forces Model
Customers concentrated or buying in volume affects intensity of competition
Consumer power is higher where products are standard or undifferentiated
Bargaining Power of Consumers
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Henan Agricultural University Zheng Ch 3 -46
Conditions where Consumers GainBargaining Power
If they can inexpensively switch If they are particularly important If sellers are struggling in the face of falling
consumer demand If the selling price is important to the total costs of
the buyers If they are informed about seller’s products, prices
and costs. If they have discretion in whether and when they
purchase the product.
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Henan Agricultural University Zheng Ch 3 -47
Strategic groups within an industry
Five Forces Model undertakes only a general analysis of competitors
Strategic groups explore in more detail the competitive forces acting within parts of an industry
Strategic groups of firms within an industry follow the same strategies or have very similar dimensions ( same market segments, similar technology, etc.)
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Henan Agricultural University Zheng Ch 3 -48
Strategic groups in the automobile industry
qu
ality
National Regional Global
Super-premium
Premium
Regular
Economy
Geographic coverage
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Henan Agricultural University Zheng Ch 3 -49
Mobility barriers
Mobility barriers: factors that deter the movement of firms from one strategic position to another
Some firms can enjoy systematic advantages over others, through economies of scale, absolute cost advantages, famous brand names, high quality products, etc.
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Henan Agricultural University Zheng Ch 3 -50
Competitive Forces
Collection & evaluation of data on competitors is essential for successful strategy formulation
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Henan Agricultural University Zheng Ch 3 -51
Competitive Forces
Competition on virtually all industries can be described as intense.
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Henan Agricultural University Zheng Ch 3 -52
Competitors analysis
Competitors analysis model Objective of competitors Hypothesis of competitors Current strategies of competitors Competences of competitors
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Henan Agricultural University Zheng Ch 3 -53
Forecasting Tools and Techniques
Forecasts are educated assumptions about future trends and events Quantitative techniques – Most appropriate when
historical data is available and there is a constant relationship
Qualitative techniques
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Henan Agricultural University Zheng Ch 3 -54
Total weighted score of 4.0 Organization response is outstanding to threats
and weaknesses
Industry Analysis EFE
Total weighted score of 1.0Firm’s strategies not capitalizing on
opportunities or avoiding threats
The average total weighted score is 2.5
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Henan Agricultural University Zheng Ch 3 -55
Industry Analysis EFE
Understanding the factors used in the EFE Matrix is more important than the actual weights and ratings assigned.
Important --
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Henan Agricultural University Zheng Ch 3 -56
Industry Analysis: Competitive Profile Matrix (CPM)
Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions
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Henan Agricultural University Zheng Ch 3 -57
Industry Analysis: Competitive Profile Matrix (CPM)
There are some important differences between the EFE and CPM. First, the critical success factors in a CPM are
broader. These factors are also not grouped into
opportunities and threats as in the EFE. In a CPM, the ratings and weighted scores can
be compared to rival firms
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Henan Agricultural University Zheng Ch 3 -58
Industry Analysis CPM
Just because one firm receives a 3.2 rating and another receives a 2.8 rating, it does not follow that the first firm is 20 percent better than the second.
Important --
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Henan Agricultural University Zheng Ch 3 -59
Industry Analysis CPM
Numbers reveal the relative strength of firms, but their implied precision is an illusion
The aim of this analysis is not to arrive a single number, but rather to assimilate and evaluate information in a meaningful way that aids in decision making
Important --