企业战略管理_第3章
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Identify & Evaluate factors beyond the control of a single firm
Increased foreign competition Population shifts Aging society Fear of traveling Stock market volatility
Chapter Outline ( ) cont’d
Global Challenge The External Factor Evaluation (EFE) Matrix
Competitive Pro (CPM)
5
Copyright 2005 Prentice Hall
External Assessment
Threats
11
External Audit
Gather competitive intelligence –
Social Cultural Demographic Environmental Governmental Legal Technological
12
Copyright 2005 Prentice Hall
Chapter 3 The External Assessment
Strategic Management: Concepts & Cases 11th Edition Fred David
1
Copyright 2005 Prentice Hall
Chapter Outline
The Nature of the External Audit
The Industrial Organization (I/O) View Social, Cultural, Demographic & Environmental Forces
2
Copyright 2005 Prentice Hall
Chapter Outline ( ) cont’d
Political, Governmental, and Legal Forces Technological Forces Competitive Forces
Performing External Audit
-- Key Factors
Vary over time Vary by industry
14
Copyright 2005 Prentice Hall
Performing External Audit -Variables
•Market share •Breadth of competing products •World economies •Foreign affiliates •Proprietary account advantages
10
Copyright 2005 Prentice Hall
Key External Forces & the Organization
Key External Forces
Competitors Suppliers
Distributors Creditors Customers Employees
6
Copyright 2005 Prentice Hall
External Strategic Management Audit
-- Environmental Scanning -- Industry Analysis
7
Copyright 2005 Prentice Hall
External Strategic Management Audit
3
Copyright 2005 Prentice Hall
Chapter Outline ( ) cont’d
Porter’s Five-Forces Model Sources of External Information Forecasting Tools & Techniques
4
Copyright 2005 Prentice Hall
8
Copyright 2005 Prentice Hall
External Strategic Management Audit
Purpose of External Audit
Identify
Opportunities Threats
9
Copyright 2005 Prentice Hall
External Audit – Sources of Information
•Internet •Libraries •Suppliers •Distributors •Salespersons •Customers •Competition
13
Copyright 2005 Prentice Hall
Key External Forces
•Economic forces •Social, cultural, demographic &
environmental forces
•Political, governmental & legal forces •Technological forces •Competitive forces
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
Communities Managers
Stockholders Labor Unions Special Interest Groups
Products Services Markets Natural Environment
Copyright 200பைடு நூலகம் Prentice Hall
Opportunities &
Increased foreign competition Population shifts Aging society Fear of traveling Stock market volatility
Chapter Outline ( ) cont’d
Global Challenge The External Factor Evaluation (EFE) Matrix
Competitive Pro (CPM)
5
Copyright 2005 Prentice Hall
External Assessment
Threats
11
External Audit
Gather competitive intelligence –
Social Cultural Demographic Environmental Governmental Legal Technological
12
Copyright 2005 Prentice Hall
Chapter 3 The External Assessment
Strategic Management: Concepts & Cases 11th Edition Fred David
1
Copyright 2005 Prentice Hall
Chapter Outline
The Nature of the External Audit
The Industrial Organization (I/O) View Social, Cultural, Demographic & Environmental Forces
2
Copyright 2005 Prentice Hall
Chapter Outline ( ) cont’d
Political, Governmental, and Legal Forces Technological Forces Competitive Forces
Performing External Audit
-- Key Factors
Vary over time Vary by industry
14
Copyright 2005 Prentice Hall
Performing External Audit -Variables
•Market share •Breadth of competing products •World economies •Foreign affiliates •Proprietary account advantages
10
Copyright 2005 Prentice Hall
Key External Forces & the Organization
Key External Forces
Competitors Suppliers
Distributors Creditors Customers Employees
6
Copyright 2005 Prentice Hall
External Strategic Management Audit
-- Environmental Scanning -- Industry Analysis
7
Copyright 2005 Prentice Hall
External Strategic Management Audit
3
Copyright 2005 Prentice Hall
Chapter Outline ( ) cont’d
Porter’s Five-Forces Model Sources of External Information Forecasting Tools & Techniques
4
Copyright 2005 Prentice Hall
8
Copyright 2005 Prentice Hall
External Strategic Management Audit
Purpose of External Audit
Identify
Opportunities Threats
9
Copyright 2005 Prentice Hall
External Audit – Sources of Information
•Internet •Libraries •Suppliers •Distributors •Salespersons •Customers •Competition
13
Copyright 2005 Prentice Hall
Key External Forces
•Economic forces •Social, cultural, demographic &
environmental forces
•Political, governmental & legal forces •Technological forces •Competitive forces
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
Communities Managers
Stockholders Labor Unions Special Interest Groups
Products Services Markets Natural Environment
Copyright 200பைடு நூலகம் Prentice Hall
Opportunities &