Copyright 2007 Prentice Hall Ch 3 -1 Chapter
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Copyright 2007 Prentice Hall Ch 3 -1 Chapter 3 The External Assessment Strategic Management: Concepts & Cases 11th Edition Fred David
Copyright 2007 Prentice Hall Ch 3 -2 Chapter Outline The Nature of the External Audit The Industrial Organization (I/O) View Social, Cultural, Demographic & Environmental Forces
Copyright 2007 Prentice Hall Ch 3 -3 Chapter Outline (cont’d) Political, Governmental, and Legal Forces Technological Forces Competitive Forces
Copyright 2007 Prentice Hall Ch 3 -4 Chapter Outline (cont’d) Porter’s Five-Forces Model Sources of External Information Forecasting Tools & Techniques
Copyright 2007 Prentice Hall Ch 3 -5 Chapter Outline (cont’d) Global Challenge The External Factor Evaluation (EFE) Matrix Competitive Profile Matrix (CPM)
Copyright 2007 Prentice Hall Ch 3 -6 It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. – Charles Darwin External Assessment 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 2007 Prentice Hall Ch 3 -7 External Strategic Management Audit -- Environmental Scanning -- Industry Analysis
Copyright 2007 Prentice Hall 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
Copyright 2007 Prentice Hall Ch 3 -9 Purpose of External Audit Identify Opportunities Threats External Strategic Management Audit
Copyright 2007 Prentice Hall Ch 3 -10 Key External Forces Economic forces Social, cultural, demographic & environmental forces Political, governmental & legal forces Technological forces Competitive forces
Copyright 2007 Prentice Hall Ch 3 -11 Competitors Suppliers Distributors Creditors Customers Employees Communities Managers Stockholders Labor Unions Special Interest Groups Products Services Markets Natural Environment Key External Forces Opportunities & Threats Key External Forces & the Organization
Copyright 2007 Prentice Hall Ch 3 -12 Gather competitive intelligence – Social Cultural Demographic Environmental Governmental Legal Technological External Audit
Copyright 2007 Prentice Hall Ch 3 -13 External Audit – Sources of Information Internet Libraries Suppliers Distributors Salespersons Customers Competition
Copyright 2007 Prentice Hall Ch 3 -14 Performing External Audit -- Key Factors Vary over time Vary by industry
Copyright 2007 Prentice Hall Ch 3 -15 Performing External Audit -- Variables Market share Breadth of competing products World economies Foreign affiliates Proprietary account advantages
Copyright 2007 Prentice Hall Ch 3 -16 Performing External Audit -- Variables Price competitiveness Technological advancements Interest rates Pollution abatement
Copyright 2007 Prentice Hall Ch 3 -17 Performing External Audit External Factors Measurable Long-term orientation Applicable to competing firms Hierarchical
Copyright 2007 Prentice Hall Ch 3 -18 Industrial Organization (I/O) View -- Industry factors more important than internal factors Performance determined by industry forces
Copyright 2007 Prentice Hall Ch 3 -19 Economies of Scale Industry Properties Barriers to market entry Product differentiation Level of competitiveness I/O Perspective Firm Performance
Copyright 2007 Prentice Hall Ch 3 -20 Research Findings “Approximately 20% of a firm’s profitability can be explained by the industry, whereas 36% of the variance in profitability is attributed to the firm’s internal factors”
Copyright 2007 Prentice Hall Ch 3 -21 Economic Forces
Copyright 2007 Prentice Hall Ch 3 -22 Economic Forces Trends in the dollar’s value European Union Layoffs Economic standard of living
Copyright 2007 Prentice Hall Ch 3 -23 Economic Standard of Living
Copyright 2007 Prentice Hall Ch 3 -24 Russia’s Economy Political bureaucracy Illegal actions by officials and policemen State-run gas; monopoly purchase of newspaper Foreign direct investment
Copyright 2007 Prentice Hall Ch 3 -25 Economic Forces Availability of credit Level of disposable income Interest rates Inflation rates
Copyright 2007 Prentice Hall Ch 3 -26 Social, Cultural, Demographic & Environmental Forces Major Impact – Products Services Markets Customers
Copyright 2007 Prentice Hall Ch 3 -27 Social, Cultural, Demographic & Environmental Forces U.S. Facts Aging population Less Caucasian Widening gap between rich & poor 2025 = 18.5% population >65 years 2075 = no ethnic or racial majority
Copyright 2007 Prentice Hall Ch 3 -28 Social, Cultural, Demographic & Environmental Forces Facts World population approaching 7 billion World population = 8 billion by 2028 World population = 9 billion by 2054 U.S. population < 300 million
Copyright 2007 Prentice Hall Ch 3 -29 Trends More American households with people living alone By 2021 Hispanics will be largest minority group Aging Americans – affects all organizations Population shift to the south and west Less interested in fitness and exercise Decimation and degradation of the natural environment Social, Cultural, Demographic & Environmental Forces
Copyright 2007 Prentice Hall Ch 3 -30 U.S. – Mexico Border North America’s fastest growing region 1,500 maquiladoras No longer largest exporter to U.S.
Copyright 2007 Prentice Hall Ch 3 -31 Social, Cultural, Demographic & Environmental Forces Global trends 2003 – China largest exporter to U.S. 2003 –– Asia receives highest foreign direct investment Cheaper labor and utilities than Mexico China joined WTO
Copyright 2007 Prentice Hall Ch 3 -32 Global trends China’s labor rates less than Mexico China provides more site location incentives than Mexico Social, Cultural, Demographic & Environmental Forces
Copyright 2007 Prentice Hall Ch 3 -33 Social, Cultural, Demographic & Environmental Forces More educated consumers Aging population Minorities more influential Local rather than federal solutions 21st Century Trends
Copyright 2007 Prentice Hall Ch 3 -34 Social, Cultural, Demographic & Environmental Forces (cont’d) Fixation with youth decreasing Hispanics increase to 15% by 2021 African American increase to 14% by 2021 21st Century Trends
Copyright 2007 Prentice Hall Ch 3 -35 Key Social, Cultural, Demographic & Environmental Variables Number of marriages & divorces Number of special interest groups Number of births & deaths Immigration & emigration rates Childbearing rates
Copyright 2007 Prentice Hall Ch 3 -36 Actuarial rates Monitor Key Variables Per capita income Attitudes toward business Avg. disposable income Social, Cultural, Demographic & Environmental Forces
Copyright 2007 Prentice Hall Ch 3 -37 Consumer behavior Monitor Key Variables Ethical concerns Attitudes toward saving Racial equality Social, Cultural, Demographic & Environmental Forces
Copyright 2007 Prentice Hall Ch 3 -38 Avg. educational level Monitor Key Variables Governmental regulation Attitudes toward customer service Attitudes toward quality Social, Cultural, Demographic & Environmental Forces
Copyright 2007 Prentice Hall Ch 3 -39 Energy conservation Monitor Key Variables Social responsibility Leisure time values Recycling Social, Cultural, Demographic & Environmental Forces
Copyright 2007 Prentice Hall Ch 3 -40 Waste management Monitor Key Variables Air & water pollution Ozone depletion Endangered species Social, Cultural, Demographic & Environmental Forces
Copyright 2007 Prentice Hall Ch 3 -41 Political, Government & Legal Forces Key opportunities & threats Antitrust legislation Tax rates Lobbying efforts Patent laws Government Regulation
Copyright 2007 Prentice Hall Ch 3 -42 Political, Government & Legal Forces Political variables impact – Formulation of strategies Implementation of strategies Increasing Global Interdependence
Copyright 2007 Prentice Hall Ch 3 -43 Political, Government & Legal Forces Strategists in a global economy – Forecast political climates Legalistic skills Diverse world cultures Increasing Global Interdependence
Copyright 2007 Prentice Hall Ch 3 -44 Political, Government & Legal Forces Worldwide trend toward similar consumption patterns Global buyers and sellers E-commerce Technology for instant currency transfers Globalization of Industry
Copyright 2007 Prentice Hall Ch 3 -45 Key Political, Governmental, & Legal Variables Special tariffs Tax law changes PAC’s Voter participation rates Regulation/deregulation
Copyright 2007 Prentice Hall Ch 3 -46 Key Political, Governmental, & Legal Variables (cont’d) Environmental protection laws Changes in patent laws Equal employment legislation Government subsidies Number of patents
Copyright 2007 Prentice Hall Ch 3 -47 Key Political, Governmental, & Legal Variables (cont’d) Import/export regulations Global relationships Political conditions Location and severity of terrorist activity Anti-trust enforcement
Copyright 2007 Prentice Hall Ch 3 -48 Technological Forces Major Impact – Internet Communications Semiconductors
Copyright 2007 Prentice Hall Ch 3 -49 Technological Forces Significance of IT Chief Information Officer (CIO) Chief Technology Officer (CTO)
Copyright 2007 Prentice Hall Ch 3 -50 Technological Forces Essential for nearly every strategic decision Technology-based issues
Copyright 2007 Prentice Hall Ch 3 -51 Competitive Forces Collection & evaluation of data on competitors is essential for successful strategy formulation
Copyright 2007 Prentice Hall Ch 3 -52 Competitive Forces Competition on virtually all industries can be described as intense.
Copyright 2007 Prentice Hall Ch 3 -53 Competitive Forces Strengths Weaknesses Capabilities Opportunities Threats Objectives Strategies Identifying Rival Firms
Copyright 2007 Prentice Hall Ch 3 -54 Key Questions Concerning Competitors Their objectives and strategies Their weaknesses Their responses to external variables Their vulnerability to our alternative strategies Their strengths
Copyright 2007 Prentice Hall Ch 3 -55 Key Questions Concerning Competitors (cont’d) Entry and exit of firms in the industry Our product/service positioning Key factors for our current position in industry Sales/profit rankings of competitors over time Our vulnerability to strategic counterattack
Copyright 2007 Prentice Hall Ch 3 -56 Key Questions Concerning Competitors (cont’d) The threat of substitute products/services Nature of supplier & distributor relationships Should we keep our strategies secret from employees and stakeholders?
Copyright 2007 Prentice Hall Ch 3 -57 Competitive Forces Moody’s Manuals Standard Corporation Descriptions Value Line Investment Surveys Dun’s Business Rankings Standard & Poor’s Industry Surveys Industry Week Forbes, Fortune, Business Week Sources of Corporate Information
Copyright 2007 Prentice Hall Ch 3 -58 Competitive Forces Market share matters Understand what business you are in Broke or not, fix it Innovate or evaporate 7 Characteristics of most Competitive U.S. Firms:
Copyright 2007 Prentice Hall Ch 3 -59 Competitive Forces Acquisition is essential to growth People make a difference No substitute for quality 7 Characteristics of most Competitive U.S. Firms:
Copyright 2007 Prentice Hall Ch 3 -60 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
Copyright 2007 Prentice Hall Ch 3 -61 Steps to Determine if an Acceptable Profit Can be Earned Identify key aspects or elements of each competitive force Evaluate how strong and important each element is for the firm Decide whether the collective strength of the elements is worth the firm entering or staying in the industry
Copyright 2007 Prentice Hall Ch 3 -62 The Five-Forces Model Most powerful of the five forces Focus on competitive advantage of strategies Rivalry Among Competing Firms
Copyright 2007 Prentice Hall Ch 3 -63 The Five-Forces Model Barriers to entry are important Quality, pricing, and marketing can overcome barriers Potential Entry of New Competitors
Copyright 2007 Prentice Hall Ch 3 -64 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
Copyright 2007 Prentice Hall Ch 3 -65 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
Copyright 2007 Prentice Hall Ch 3 -66 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
Copyright 2007 Prentice Hall Ch 3 -67 Conditions where Consumers Gain Bargaining Power If they can inexpensively switch If they are particularly important If sellers are struggling in the face of falling consumer demand If they are informed about seller’s products, prices and costs. If they have discretion in whether and when they purchase the product.
Copyright 2007 Prentice Hall Ch 3 -68 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 2007 Prentice Hall Ch 3 -69 The Global Challenge Faced by U.S. Firms -- Gain & maintain exports to other nations Defend domestic markets against imported goods
Copyright 2007 Prentice Hall Ch 3 -70 The Global Challenge Simultaneously globally competitive & nationally responsive Multinational Corporations (MNC’s)
Copyright 2007 Prentice Hall Ch 3 -71 The Global Challenge Worldwide integration of: Strategy formulation Strategy implementation Strategy evaluation Globalization
Copyright 2007 Prentice Hall Ch 3 -72 The Global Challenge Similar consumption patterns Global buyers and sellers E-commerce Instant transmission of money & information Globalization of Industries
Copyright 2007 Prentice Hall Ch 3 -73 Industry Analysis: The External Factor Evaluation (EFE) Matrix Summarize & Evaluate
Copyright 2007 Prentice Hall Ch 3 -74
Copyright 2007 Prentice Hall Ch 3 -75
Copyright 2007 Prentice Hall Ch 3 -76 Total weighted score of 4.0 Organization response is outstanding to threats and weaknesses Industry Analysis EFE Total weighted score of 1.0 Firm’s strategies not capitalizing on opportunities or avoiding threats
Copyright 2007 Prentice Hall Ch 3 -77 Industry Analysis EFE Understanding the factors used in the EFE Matrix is more important than the actual weights and ratings assigned. Important --
Copyright 2007 Prentice Hall Ch 3 -78 Industry Analysis: Competitive Profile Matrix (CPM) Identifies firm’s major competitors and their strengths & weaknesses in relation to a sample firm’s strategic positions
Copyright 2007 Prentice Hall Ch 3 -79
Copyright 2007 Prentice Hall Ch 3 -80
Copyright 2007 Prentice Hall Ch 3 -81 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 --
Copyright 2007 Prentice Hall Ch 3 -82 Key Terms & Concepts For Review (Chapter 3) AOL Competitive Analysis Chief Information Officer (CIO) Competitive Intelligence (CI) Chief Technology Officer (CTO) Competitive Profile Matrix (CPM) Competitive Advantage Decruiting
Copyright 2007 Prentice Hall Ch 3 -83 Key Terms & Concepts For Review (Chapter 3) Director of Competitive Analysis External Factor Evaluation Matrix (EFE) Downsizing External Forces Environmental Scanning Industry Analysis External Audit Industrial Organizational (I/O)
Copyright 2007 Prentice Hall Ch 3 -84 Key Terms & Concepts For Review (Chapter 3) Information Technology (IT) Lifecare Facilities Internet Porter’s Five-Forces Model Learning from the Partner Rightsizing Linear Regression World Wide Web
Copyright 2007 Prentice Hall Ch 3 -85 Key Terms & Concepts For Review (Chapter 3) Tax Harmonization Foreign Direct Investment