Chapter 3 The External Assessment PDF (Strategic Management)

Chapter 3 The External Assessment Strategic Management: Concepts & Cases 14th Edition Fred David Copyright © 2011 Pearson Education, Inc. Ch 3 -1 Publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. Ch 3 -2 Pu...

Chapter 3 The External Assessment Strategic Management: Concepts & Cases 14th Edition Fred David Copyright © 2011 Pearson Education, Inc. Ch 3 -1 Publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. Ch 3 -2 Publishing as Prentice Hall External Assessment “It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” – Charles Darwin “Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map.” – Wayne Calloway, Former CEO, PepsiCo Copyright © 2011 Pearson Education, Inc. Ch 3 -3 Publishing as Prentice Hall External Strategic Management Audit – Environmental Scanning – Industry Analysis Copyright © 2011 Pearson Education, Inc. Ch 3 -4 Publishing as Prentice Hall External Strategic Management Audit Identify & evaluate factors beyond the control of a single firm  Increased foreign competition  Population shifts  Aging society  Fear of traveling  Stock market volatility Copyright © 2011 Pearson Education, Inc. Ch 3 -5 Publishing as Prentice Hall External Strategic Management Audit Purpose of an External Audit  Develop a finite list of opportunities that could benefit a firm threats that should be avoided Copyright © 2011 Pearson Education, Inc. Ch 3 -6 Publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. Ch 3 -7 Publishing as Prentice Hall External Audit Gather competitive intelligence Assimilate information Evaluate Resulting in a list of the most important key external factors Copyright © 2011 Pearson Education, Inc. Ch 3 -8 Publishing as Prentice Hall Performing External Audit Long-term Orientation Measurable External Factors Applicable to Competing Firms Hierarchical Copyright © 2011 Pearson Education, Inc. Ch 3 -9 Publishing as Prentice Hall Industrial Organization (I/O) View Industry factors are more important than internal factors Performance determined by industry forces Copyright © 2011 Pearson Education, Inc. Ch 3 -10 Publishing as Prentice Hall I/O Perspective Firm Performance Industry Properties Economies of Scale Barriers to Market Entry Product Differentiation The Economy Level of Competitiveness Copyright © 2011 Pearson Education, Inc. Ch 3 -11 Publishing as Prentice Hall Economic Forces GDP Trends in the dollar’s value Unemployment rates Copyright © 2011 Pearson Education, Inc. Ch 3 -12 Publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. Ch 3 -13 Publishing as Prentice Hall Social, Cultural, Demographic, and Natural Environmental Forces Major Impact – Products Services Markets Customers Copyright © 2011 Pearson Education, Inc. Ch 3 -14 Publishing as Prentice Hall Social, Cultural, Demographic, and Natural Environmental Forces US Facts  Aging population  Less White  Widening gap between rich & poor  2025 = 18.5% population > 65 years  2075 = no ethnic or racial majority Copyright © 2011 Pearson Education, Inc. Ch 3 -15 Publishing as Prentice Hall Social, Cultural, Demographic, and Natural Environmental Forces Facts  World population 7 billion  World population = 8 billion by 2028  World population = 9 billion by 2054  U.S. population > 310 million Copyright © 2011 Pearson Education, Inc. Ch 3 -16 Publishing as Prentice Hall Social, Cultural, Demographic, and Natural Environmental Forces Trends  More American households with people living alone  Aging Americans – affects all organizations Copyright © 2011 Pearson Education, Inc. Ch 3 -17 Publishing as Prentice Hall Political, Governmental, and Legal Forces Government Regulation Key opportunities & threats Antitrust legislation Tax rates Lobbying activities Patent laws Copyright © 2011 Pearson Education, Inc. Ch 3 -18 Publishing as Prentice Hall Political, Governmental, and Legal Forces Protectionist policies Governments taking equity stakes in companies Copyright © 2011 Pearson Education, Inc. Ch 3 -19 Publishing as Prentice Hall Technological Forces Major Impact – Internet Copyright © 2011 Pearson Education, Inc. Ch 3 -20 Publishing as Prentice Hall Technological Forces Significance of IT Chief Information Officer (CIO) Chief Technology Officer (CTO) Copyright © 2011 Pearson Education, Inc. Ch 3 -21 Publishing as Prentice Hall Technological Forces Essential for nearly every strategic decision Copyright © 2011 Pearson Education, Inc. Ch 3 -22 Publishing as Prentice Hall Competitive Forces Collection & evaluation of data on competitors is essential for successful strategy formulation Copyright © 2011 Pearson Education, Inc. Ch 3 -23 Publishing as Prentice Hall Competitive Forces Identify Rival Firms’ Strengths Weaknesses Capabilities Opportunities Threats Objectives Strategies Copyright © 2011 Pearson Education, Inc. Ch 3 -24 Publishing as Prentice Hall Competitive Forces Competition in virtually all industries can be described as intense Copyright © 2011 Pearson Education, Inc. Ch 3 -25 Publishing as Prentice Hall Key Questions Concerning Competitors Their strengths Their weaknesses Their objectives and strategies Their responses to external variables Their vulnerability to our alternative strategies Our vulnerability to strategic counterattack Copyright © 2011 Pearson Education, Inc. Ch 3 -26 Publishing as Prentice Hall Key Questions Concerning Competitors Our product/service positioning Entry and exit of firms in the industry Key factors for our current position in industry Sales/profit ranking of competitors over time Nature of supplier and distributor relationships The threat of substitute products/services Copyright © 2011 Pearson Education, Inc. Ch 3 -27 Publishing as Prentice Hall Competitive Forces 7 characteristics of most competitive firms  Market share matters  Understanding what business you are in  Broke or not, fix it  Innovate or evaporate  Acquisition is essential to growth  People make a difference  No substitute for quality Copyright © 2011 Pearson Education, Inc. Ch 3 -28 Publishing as Prentice Hall Competitive Intelligence A systematic and ethical process for gathering and analyzing information about the competition’s activities and general business trends to further a business’s own goals Copyright © 2011 Pearson Education, Inc. Ch 3 -29 Publishing as Prentice Hall Sources of Competitive Intelligence Internet Consultants Employees Trade journals Managers Want ads Suppliers Newspaper articles Distributors Government filings Customers Competitors Creditors Copyright © 2011 Pearson Education, Inc. Ch 3 -30 Publishing as Prentice Hall Objectives of Competitive Intelligence Provide a general understanding of industry and competitors Identify areas where competitors are vulnerable and assess impact of actions on competitors Identify potential moves that a competitor might make Copyright © 2011 Pearson Education, Inc. Ch 3 -31 Publishing as Prentice Hall Market Commonality The number and significance of markets that a firm competes in with rivals Copyright © 2011 Pearson Education, Inc. Ch 3 -32 Publishing as Prentice Hall Resource Similarity Extentto which the type and amount of a firm’s internal resources are comparable to a rival Copyright © 2011 Pearson Education, Inc. Ch 3 -33 Publishing as Prentice Hall The Five-Forces Model of Competition Copyright © 2011 Pearson Education, Inc. Ch 3 -34 Publishing as Prentice Hall 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 Copyright © 2011 Pearson Education, Inc. Ch 3 -35 Publishing as Prentice Hall The Five-Forces Model Rivalry among competing firms  Most powerful of the five forces  Focus on competitive advantage of strategies over other firms Copyright © 2011 Pearson Education, Inc. Ch 3 -36 Publishing as Prentice Hall Conditions that Cause High Rivalry Among Competing Firms High number of competing firms Similar size of firms competing Similar capability of firms competing Falling demand for the industry’s products Falling product/service prices in the industry Copyright © 2011 Pearson Education, Inc. Ch 3 -37 Publishing as Prentice Hall Conditions that Cause High Rivalry Among Competing Firms Consumers can switch brands easily Barriers to leaving the market are high Barriers to entering the market are low Fixed costs are high among firms competing The product is perishable Copyright © 2011 Pearson Education, Inc. Ch 3 -38 Publishing as Prentice Hall Conditions that Cause High Rivalry Among Competing Firms Rivals have excess capacity Consumer demand is falling Rivals have excess inventory Rivals sell similar products/services Mergers are common in the industry Copyright © 2011 Pearson Education, Inc. Ch 3 -39 Publishing as Prentice Hall The Five-Forces Model Potential Entry of New Competitors  Barriers to entry are important  Quality, pricing, and marketing can overcome barriers Copyright © 2011 Pearson Education, Inc. Ch 3 -40 Publishing as Prentice Hall The Five-Forces Model Potential development of substitute products  Pressure increases when: Prices of substitutes decrease Consumers’ switching costs decrease Copyright © 2011 Pearson Education, Inc. Ch 3 -41 Publishing as Prentice Hall The Five-Forces Model Bargaining Power of Suppliers is increased when there are:  Large numbers of suppliers  Few substitutes  Costs of switching raw materials is high Backward integration is gaining control or ownership of suppliers Copyright © 2011 Pearson Education, Inc. Ch 3 -42 Publishing as Prentice Hall The Five-Forces Model Bargaining power of consumers  Customers being concentrated or buying in volume affects intensity of competition  Consumer power is higher where products are standard or undifferentiated Copyright © 2011 Pearson Education, Inc. Ch 3 -43 Publishing as Prentice Hall Conditions Where Consumers Gain Bargaining Power If buyers can inexpensively switch If buyers are particularly important If sellers are struggling in the face of falling consumer demand If buyers are informed about sellers’ products, prices, and costs If buyers have discretion in whether and when they purchase the product Copyright © 2011 Pearson Education, Inc. Ch 3 -44 Publishing as Prentice Hall Sources of External Information: Unpublished Sources Customer surveys Market research Speeches at professional or shareholder meetings Television programs Interviews and conversations with stakeholders Copyright © 2011 Pearson Education, Inc. Ch 3 -45 Publishing as Prentice Hall Sources of External Information: Published Sources Periodicals Journals Reports Government documents Abstracts Books Directories Newspapers Manuals Copyright © 2011 Pearson Education, Inc. Ch 3 -46 Publishing as Prentice Hall Sources of External Information: Web Sites http://marketwatch.multexinvestor.com http://moneycentral.msn.com http://finance.yahoo.com www.clearstation.com https://us.etrade.com/e/t/invest/markets www.hoovers.com Copyright © 2011 Pearson Education, Inc. Ch 3 -47 Publishing as Prentice Hall 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 Copyright © 2011 Pearson Education, Inc. Ch 3 -48 Publishing as Prentice Hall Assumptions Estimates of future events based upon the best available information in the present Copyright © 2011 Pearson Education, Inc. Ch 3 -49 Publishing as Prentice Hall Industry Analysis: The External Factor Evaluation (EFE) Matrix Economic Political Social Governmental Cultural Technological Demographic Competitive Environmental Legal Copyright © 2011 Pearson Education, Inc. Ch 3 -50 Publishing as Prentice Hall EFE Matrix Steps 1. List key external factors 2. Weight from 0 to 1 3. Rate effectiveness of current strategies 4. Multiply weight * rating 5. Sum weighted scores Copyright © 2011 Pearson Education, Inc. Ch 3 -51 Publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. Ch 3 -52 Publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. Ch 3 -53 Publishing as Prentice Hall Industry Analysis EFE Total weighted score of 4.0 Organization response is outstanding to threats and weaknesses Total weighted score of 1.0 Firm’s strategies not capitalizing on opportunities or avoiding threats Copyright © 2011 Pearson Education, Inc. Ch 3 -54 Publishing as Prentice Hall Industry Analysis: Competitive Profile Matrix (CPM) Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions Critical success factors include internal and external issues Copyright © 2011 Pearson Education, Inc. Ch 3 -55 Publishing as Prentice Hall Copyright © 2011 Pearson Education, Inc. Ch 3 -56 Publishing as Prentice Hall Industry Analysis CPM Important – 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. Copyright © 2011 Pearson Education, Inc. Ch 3 -57 Publishing as Prentice Hall All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 Pearson Education, Inc. Ch 3 -58 Publishing as Prentice Hall