The External Assessment.pptx

The External Assessment Copyright ©2015 Pearson Education, Inc CHAPTER OBJECTIVES 1. Describe how to conduct an external strategic- management audit. 2. Discuss 10 major external forces that affect organizations: economic, social, cul...

The External Assessment Copyright ©2015 Pearson Education, Inc CHAPTER OBJECTIVES 1. Describe how to conduct an external strategic- management audit. 2. Discuss 10 major external forces that affect organizations: economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive. 3. Describe key sources of external information. 4. Discuss important forecasting tools used in strategic management. Copyright ©2015 Pearson Education, Inc 3-2 CHAPTER OBJECTIVES (CONT.) 5. Discuss the importance of monitoring external trends and events. 6. Explain how to develop an EFE Matrix. 7. Explain how to develop a Competitive Profile Matrix. 8. Discuss the importance of gathering competitive intelligence. 9. Describe the trend toward cooperation among competitors. 10. Discuss market commonality and resource similarity in relation to competitive analysis. Copyright ©2015 Pearson Education, Inc 3-3 EXTERNAL AUDIT ► External audit ► focuses on identifying and evaluating trends and events beyond the control of a single firm ► reveals key opportunities and threats confronting an organization so that managers can formulate strategies to take advantage of the opportunities and avoid or reduce the impact of threats Copyright ©2015 Pearson Education, Inc 3-4 THE NATURE OF AN EXTERNAL AUDIT ► The external audit is aimed at identifying key variables that offer actionable responses ► Firms should be able to respond either offensively or defensively to the factors by formulating strategies that take advantage of external opportunities or that minimize the impact of potential threats. Copyright ©2015 Pearson Education, Inc 3-5 A COMPREHENSIVE STRATEGIC-MANAGEMENT MODEL Copyright ©2015 Pearson Education, Inc 3-6 KEY EXTERNAL FORCES External forces can be divided into five broad categories: 1. economic forces 2. social, cultural, demographic, and natural environment forces 3. political, governmental, and legal forces 4. technological forces 5. competitive forces Copyright ©2015 Pearson Education, Inc 3-7 RELATIONSHIPS BETWEEN KEY EXTERNAL FORCES AND AN ORGANIZATION Copyright ©2015 Pearson Education, Inc 3-8 THE PROCESS OF PERFORMING AN EXTERNAL AUDIT ► First, gather competitive intelligence and information about economic, social, cultural, demographic, environmental, political, governmental, legal, and technological trends. Copyright ©2015 Pearson Education, Inc 3-9 THE PROCESS OF PERFORMING AN EXTERNAL AUDIT ► Information should be assimilated and evaluated ► A final list of the most important key external factors should be communicated Copyright ©2015 Pearson Education, Inc 3-10 THE PROCESS OF PERFORMING AN EXTERNAL AUDIT Key external factors should be: 1. important to achieving long-term and annual objectives 2. measurable 3. applicable to all competing firms, and 4. hierarchical in the sense that some will pertain to the overall company and others will be more narrowly focused on functional or divisional areas Copyright ©2015 Pearson Education, Inc 3-11 THE INDUSTRIAL ORGANIZATION (I/O) VIEW ► The Industrial Organization (I/O) approach to competitive advantage advocates that external (industry) factors are more important than internal factors in a firm for achieving competitive advantage. Copyright ©2015 Pearson Education, Inc 3-12 THE INDUSTRIAL ORGANIZATION (I/O) VIEW ► Firm performance is based more on industry properties Economies of scale Barriers to market entry Product differentiation The economy Level of competitiveness Copyright ©2015 Pearson Education, Inc 3-13 ECONOMIC FORCES Copyright ©2015 Pearson Education, Inc 3-14 ADVANTAGES AND DISADVANTAGES OF A WEAK DOLLAR Copyright ©2015 Pearson Education, Inc 3-15 SOCIAL, CULTURAL, DEMOGRAPHIC, AND NATURAL ENVIRONMENTAL FORCES ► U.S. Facts ► Aging population ► Less white ► Widening gap between rich & poor ► 2025 = 18.5% population > 65 years ► 2075 = no ethnic or racial majority Copyright ©2015 Pearson Education, Inc 3-16 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 ©2015 Pearson Education, Inc 3-17 KEY SOCIAL, CULTURAL, DEMOGRAPHIC, AND NATURAL ENVIRONMENT VARIABLES Copyright ©2015 Pearson Education, Inc 3-18 POLITICAL, GOVERNMENTAL, AND LEGAL FORCES ► The increasing global interdependence among economies, markets, governments, and organizations makes it imperative that firms consider the possible impact of political variables on the formulation and implementation of competitive strategies. Copyright ©2015 Pearson Education, Inc 3-19 POLITICAL, GOVERNMENT, AND LEGAL VARIABLES TABLE 3-4 Some Political, Governmental, and Legal Variables ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬ Government regulations or deregulations Sino American relationships Changes in tax laws Russian American relationships Special tariffs European American relationships Political action committees African American relationships Voter participation rates Import–export regulations Number, severity, and location of Government fiscal and monetary policy changes government protests Political conditions in foreign countries Number of patents Special local, state, and federal laws Changes in patent laws Lobbying activities Environmental protection laws Size of government budgets Level of defense expenditures World oil, currency, and labor markets Legislation on equal employment Location and severity of terrorist Level of government subsidies activities Antitrust legislation Local, state, and national elections Copyright ©2015 Pearson Education, Inc 3-20 AMERICAN LABOR UNIONS ► The extent that a state is unionized can be a significant political factor in strategic planning decisions as related to manufacturing plant location and other operational matters ► The size of American labor unions has fallen sharply in the last decade due in large part to erosion of the U.S. manufacturing base Copyright ©2015 Pearson Education, Inc 3-21 TECHNOLOGICAL FORCES The Internet has changed the very nature of opportunities and threats by: ►alteringthe life cycles of products, ►increasing the speed of distribution, ►creating new products and services, ►erasing limitations of traditional geographic markets, ►changing the historical trade-off between production standardization and flexibility. Copyright ©2015 Pearson Education, Inc 3-22 TECHNOLOGICAL FORCES ► The Internet has lowered entry barriers, and redefined the relationship between industries and various suppliers, creditors, customers, and competitors. Copyright ©2015 Pearson Education, Inc 3-23 TECHNOLOGICAL FORCES ► Many firms now have a Chief Information Officer (CIO) and a Chief Technology Officer (CTO) who work together to ensure that information needed to formulate, implement, and evaluate strategies is available where and when it is needed Copyright ©2015 Pearson Education, Inc 3-24 TECHNOLOGICAL FORCES Technological advancements can: ► Create new markets ► Result in a proliferation of new and improved products ► Change the relative competitive cost positions in an industry ► Render existing products and services obsolete Copyright ©2015 Pearson Education, Inc 3-25 COMPETITIVE FORCES ► An important part of an external audit is identifying rival firms and determining their strengths, weaknesses, capabilities, opportunities, threats, objectives, and strategies Copyright ©2015 Pearson Education, Inc 3-26 COMPETITIVE FORCES Characteristics of the most competitive companies: 1. Market share matters 2. Use the vision/mission as a guide for all decisions 3. Whether it’s broke or not, fix it–make it better 4. Continually adapt, innovate, improve 5. Acquisition is essential to growth 6. People make a difference 7. Strive to stay cost-competitive on a global basis Copyright ©2015 Pearson Education, Inc 3-27  KEY QUESTIONS ABOUT COMPETITORS TABLE 3-5 Key Questions About Competitors ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬ 1. What are the major competitors’ strengths? 2. What are the major competitors’ weaknesses? 3. What are the major competitors’ objectives and strategies? 4. How will the major competitors most likely respond to current economic, social, cultural, demographic, environmental, political, governmental, legal, technological, and competitive trends affecting our industry? 5. How vulnerable are the major competitors to our alternative company strategies? 6. How vulnerable are our alternative strategies to successful counterattack by our major competitors? 7. How are our products or services positioned relative to major competitors? 8. To what extent are new firms entering and old firms leaving this industry? 9. What key factors have resulted in our present competitive position in this industry? 10. How have the sales and profit rankings of major competitors in the industry changed over recent 3-28 years? Why have these Copyright rankings changed ©2015 that Pearson way?Inc Education, COMPETITIVE INTELLIGENCE PROGRAMS ► Competitive intelligence (CI) ► 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 ©2015 Pearson Education, Inc 3-29 COMPETITIVE INTELLIGENCE PROGRAMS The three basic objectives of a CI program are: 1. to provide a general understanding of an industry and its competitors 2. to identify areas in which competitors are vulnerable and to assess the impact strategic actions would have on competitors Copyright ©2015 Pearson Education, Inc 3-30 COMPETITIVE INTELLIGENCE PROGRAMS 3. to identify potential moves that a competitor might make that would endanger a firm’s position in the market Copyright ©2015 Pearson Education, Inc 3-31 MARKET COMMONALITY AND RESOURCE SIMILARITY ► Market commonality ► the number and significance of markets that a firm competes in with rivals ► Resource similarity ► the extent to which the type and mount of a firm’s internal resources are comparable to a rival Copyright ©2015 Pearson Education, Inc 3-32 THE FIVE-FORCES MODEL OF COMPETITION Copyright ©2015 Pearson Education, Inc 3-33 THE FIVE-FORCES MODEL OF COMPETITION 1. Identify key aspects or elements of each competitive force that impact the firm. 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 ©2015 Pearson Education, Inc 3-34 THE FIVE-FORCES MODEL ► Rivalry among competing firms ► Most powerful of the five forces ► Focus on competitive advantage of strategies over other firms Copyright ©2015 Pearson Education, Inc 3-35 THE FIVE-FORCES MODEL TABLE 3-7 Conditions That Cause High Rivalry Among Competing Firms ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬ 1. High number of competing firms 2. Similar size of firms competing 3. Similar capability of firms competing 4. Falling demand for the industry’s products 5. Falling product or service prices in the industry 6. When consumers can switch brands easily 7. When barriers to leaving the market are high 8. When barriers to entering the market are low 9. When fixed costs are high among firms competing 10. When the product is perishable 11. When rivals have excess capacity 12. When consumer demand is falling 13. When rivals have excess inventory 14. When rivals sell similar products/services 15. When mergers are common in the industry Copyright ©2015 Pearson Education, Inc 3-36 THE FIVE-FORCES MODEL ► Potential Entry of New Competitors ► Barriers to entry are important ► Quality, pricing, and marketing can overcome barriers Copyright ©2015 Pearson Education, Inc 3-37 BARRIERS TO ENTRY ► Need to gain economies of scale quickly ► Need to gain technology and specialized know-how ► Lack of experience ► Strong customer loyalty ► Strong brand preferences ► Large capital requirements ► Lack of adequate distribution channels Copyright ©2015 Pearson Education, Inc 3-38 BARRIERS TO ENTRY ► Government regulatory policies ► Tariffs ► Lack of access to raw materials ► Possession of patents ► Undesirable locations ► Counterattack by entrenched firms ► Potential saturation of the market Copyright ©2015 Pearson Education, Inc 3-39 THE FIVE-FORCES MODEL ► Potential development of substitute products ► Pressure increases when: ► Prices of substitutes decrease ► Consumers’ switching costs decrease Copyright ©2015 Pearson Education, Inc 3-40 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 ©2015 Pearson Education, Inc 3-41 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 ©2015 Pearson Education, Inc 3-42 CONDITIONS WHERE CONSUMERS GAIN BARGAINING POWER 1. If buyers can inexpensively switch 2. If buyers are particularly important 3. If sellers are struggling in the face of falling consumer demand 4. If buyers are informed about sellers’ products, prices, and costs 5. If buyers have discretion in whether and when they purchase the product Copyright ©2015 Pearson Education, Inc 3-43 SOURCES OF EXTERNAL INFORMATION ► Unpublished sources include customer surveys, market research, speeches at professional and shareholders’ meetings, television programs, interviews, and conversations with stakeholders. ► Published sources of strategic information include periodicals, journals, reports, government documents, abstracts, books, directories, newspapers, and manuals. Copyright ©2015 Pearson Education, Inc 3-44 SOURCES OF EXTERNAL INFORMATION ► www.money.msn.com ► http://finance.yahoo.com ► www.hoovers.com ► http://globaledge.msu.edu/industries/ ► www.monrningstar.com Copyright ©2015 Pearson Education, Inc 3-45 FORECASTING TOOLS AND TECHNIQUES ► Forecasts ► educated assumptions about future trends and events ► quantitative, qualitative techniques Copyright ©2015 Pearson Education, Inc 3-46 MAKING ASSUMPTIONS ► Assumptions ► Best present estimates of the impact of major external factors, over which the manager has little if any control, but which may exert a significant impact on performance or the ability to achieve desired results. Copyright ©2015 Pearson Education, Inc 3-47 INDUSTRY ANALYSIS: THE EXTERNAL FACTOR EVALUATION (EFE) MATRIX ► Economic ► Political ► Social ► Governmental ► Cultural ► Technological ► Demographic ► Competitive ► Environmental ► Legal Copyright ©2015 Pearson Education, Inc 3-48 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 ©2015 Pearson Education, Inc 3-49 EFE MATRIX FOR A LOCAL TEN-THEATER CINEMA COMPLEX TABLE 3-8 EFE Matrix for a Local 10-Theater Cinema Complex ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬ Key External Factors Weight Rating Weighted Score Opportunities________________________________________________________________________ ___ 1. Rowan County is growing 8 percent annually in population 0.05 3 0.15 2. TDB University is expanding 6 percent annually 0.08 4 0.32 3. Major competitor across town recently ceased operations 0.08 3 0.24 4. Demand for going to cinema growing 10 percent annually 0.07 2 0.14 5. Two new neighborhoods being developed within 3 miles 0.09 1 0.09 6. Disposable income among citizens grew 5 percent in prior year 0.06 3 0.18 7. Unemployment rate in county declined to 3.1 percent 0.03 2 0.06 Threats______________________________________________________________________________ __ 8. Trend toward healthy eating eroding concession sales 0.12 4 0.48 Copyright ©2015 Pearson Education, Inc 3-50 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 ©2015 Pearson Education, Inc 3-51 AN EXAMPLE COMPETITIVE PROFILE MATRIX TABLE 3-10 An Example Competitive Profile Matrix ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬ Company 1 Company 2 Company 3____________ Critical Success Factors_ ___ _ Weight Rating Score Rating Score Rating Score____ ____ Advertising 0.20 1 0.20 4 0.80 3 0.60 Product Quality 0.10 4 0.40 3 0.30 2 0.20 Price Competitiveness 0.10 3 0.30 2 0.20 1 0.10 Management 0.10 4 0.40 3 0.20 1 0.10 Financial Position 0.15 4 0.60 2 0.30 3 0.45 Customer Loyalty 0.10 4 0.40 3 0.30 2 0.20 Global Expansion 0.20 4 0.80 1 0.20 23-52 Copyright ©2015 Pearson Education, Inc 0.40 Copyright ©2015 Pearson Education, Inc 3-53