Suche senden
Hochladen
david_sm13_ppt_03.ppt
•
Als PPT, PDF herunterladen
•
0 gefällt mir
•
30 views
G
GulEFarisFaris
Folgen
Strategic Management
Weniger lesen
Mehr lesen
Bildung
Melden
Teilen
Melden
Teilen
1 von 58
Jetzt herunterladen
Empfohlen
Chp-03.ppt
Chp-03.ppt
NasirMehmood666923
strategic management chapter 3 of external audit
strategic management chapter 3 of external audit
elahiwadood6
David ed13 c3
David ed13 c3
Karen Quiachon
lecturechapter3-120701231440-phpapp02.pptx
lecturechapter3-120701231440-phpapp02.pptx
ShahidRandhwa
david - External analysis-converted.pptx
david - External analysis-converted.pptx
seemakamran1
Lecture chapter 3
Lecture chapter 3
jillmitchell8778
Kotler_MM_14e_03_sppt.ppt
Kotler_MM_14e_03_sppt.ppt
AliArslan689850
Kotler mm 14e_03_ippt
Kotler mm 14e_03_ippt
Beulah Heights University
Empfohlen
Chp-03.ppt
Chp-03.ppt
NasirMehmood666923
strategic management chapter 3 of external audit
strategic management chapter 3 of external audit
elahiwadood6
David ed13 c3
David ed13 c3
Karen Quiachon
lecturechapter3-120701231440-phpapp02.pptx
lecturechapter3-120701231440-phpapp02.pptx
ShahidRandhwa
david - External analysis-converted.pptx
david - External analysis-converted.pptx
seemakamran1
Lecture chapter 3
Lecture chapter 3
jillmitchell8778
Kotler_MM_14e_03_sppt.ppt
Kotler_MM_14e_03_sppt.ppt
AliArslan689850
Kotler mm 14e_03_ippt
Kotler mm 14e_03_ippt
Beulah Heights University
Kotler mm 14e_03_ippt
Kotler mm 14e_03_ippt
Happy Haha
Kotler framework 5e_03_sppt
Kotler framework 5e_03_sppt
Nate Wildes
External Audit.ppt
External Audit.ppt
FatimaHabib39
MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
TRICIAMARIEARGUELLES
ch 3 [Autosaved].ppt
ch 3 [Autosaved].ppt
waleedelfeel
Chapter 3
Chapter 3
Prahlad Adhikari
david-sm13-ppt-08ppt.pptx
david-sm13-ppt-08ppt.pptx
marhadi7
Managing Marketing Processes_Seminar 3
Managing Marketing Processes_Seminar 3
Robin Teigland
Strategic Management Concept_ External Assessment
Strategic Management Concept_ External Assessment
FherPustaFerrer
david_sm13_ppt_08.ppt
david_sm13_ppt_08.ppt
GulEFarisFaris
St. mgt. chapter 3
St. mgt. chapter 3
Rao Majid Shamshad
Market Research.pptx
Market Research.pptx
Anshika865276
David sm13 ppt_08
David sm13 ppt_08
Rizwanah Parwin
Kotler_MM_14e_04_sppt.ppt
Kotler_MM_14e_04_sppt.ppt
AliArslan689850
Ch4QUIZ strategic management concepts &cases 11th edition by Fred
Ch4QUIZ strategic management concepts &cases 11th edition by Fred
حمد بوجرادة
Kotler mm 14e_04_ippt
Kotler mm 14e_04_ippt
Happy Haha
Chap 4 pp
Chap 4 pp
Robin Jean
Kotler mm 14e_04_ippt
Kotler mm 14e_04_ippt
Beulah Heights University
Mgt 4301 ppt ch03
Mgt 4301 ppt ch03
youss89
Kotler14e ippt ch3
Kotler14e ippt ch3
Nguyễn Mạnh Tú
Life-Work Balance.ppt
Life-Work Balance.ppt
GulEFarisFaris
CG Lecture 3.pptx
CG Lecture 3.pptx
GulEFarisFaris
Weitere ähnliche Inhalte
Ähnlich wie david_sm13_ppt_03.ppt
Kotler mm 14e_03_ippt
Kotler mm 14e_03_ippt
Happy Haha
Kotler framework 5e_03_sppt
Kotler framework 5e_03_sppt
Nate Wildes
External Audit.ppt
External Audit.ppt
FatimaHabib39
MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
TRICIAMARIEARGUELLES
ch 3 [Autosaved].ppt
ch 3 [Autosaved].ppt
waleedelfeel
Chapter 3
Chapter 3
Prahlad Adhikari
david-sm13-ppt-08ppt.pptx
david-sm13-ppt-08ppt.pptx
marhadi7
Managing Marketing Processes_Seminar 3
Managing Marketing Processes_Seminar 3
Robin Teigland
Strategic Management Concept_ External Assessment
Strategic Management Concept_ External Assessment
FherPustaFerrer
david_sm13_ppt_08.ppt
david_sm13_ppt_08.ppt
GulEFarisFaris
St. mgt. chapter 3
St. mgt. chapter 3
Rao Majid Shamshad
Market Research.pptx
Market Research.pptx
Anshika865276
David sm13 ppt_08
David sm13 ppt_08
Rizwanah Parwin
Kotler_MM_14e_04_sppt.ppt
Kotler_MM_14e_04_sppt.ppt
AliArslan689850
Ch4QUIZ strategic management concepts &cases 11th edition by Fred
Ch4QUIZ strategic management concepts &cases 11th edition by Fred
حمد بوجرادة
Kotler mm 14e_04_ippt
Kotler mm 14e_04_ippt
Happy Haha
Chap 4 pp
Chap 4 pp
Robin Jean
Kotler mm 14e_04_ippt
Kotler mm 14e_04_ippt
Beulah Heights University
Mgt 4301 ppt ch03
Mgt 4301 ppt ch03
youss89
Kotler14e ippt ch3
Kotler14e ippt ch3
Nguyễn Mạnh Tú
Ähnlich wie david_sm13_ppt_03.ppt
(20)
Kotler mm 14e_03_ippt
Kotler mm 14e_03_ippt
Kotler framework 5e_03_sppt
Kotler framework 5e_03_sppt
External Audit.ppt
External Audit.ppt
MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
MAN 009 - PPT - MODULE 2 - CANVAS - New 1.ppt
ch 3 [Autosaved].ppt
ch 3 [Autosaved].ppt
Chapter 3
Chapter 3
david-sm13-ppt-08ppt.pptx
david-sm13-ppt-08ppt.pptx
Managing Marketing Processes_Seminar 3
Managing Marketing Processes_Seminar 3
Strategic Management Concept_ External Assessment
Strategic Management Concept_ External Assessment
david_sm13_ppt_08.ppt
david_sm13_ppt_08.ppt
St. mgt. chapter 3
St. mgt. chapter 3
Market Research.pptx
Market Research.pptx
David sm13 ppt_08
David sm13 ppt_08
Kotler_MM_14e_04_sppt.ppt
Kotler_MM_14e_04_sppt.ppt
Ch4QUIZ strategic management concepts &cases 11th edition by Fred
Ch4QUIZ strategic management concepts &cases 11th edition by Fred
Kotler mm 14e_04_ippt
Kotler mm 14e_04_ippt
Chap 4 pp
Chap 4 pp
Kotler mm 14e_04_ippt
Kotler mm 14e_04_ippt
Mgt 4301 ppt ch03
Mgt 4301 ppt ch03
Kotler14e ippt ch3
Kotler14e ippt ch3
Mehr von GulEFarisFaris
Life-Work Balance.ppt
Life-Work Balance.ppt
GulEFarisFaris
CG Lecture 3.pptx
CG Lecture 3.pptx
GulEFarisFaris
CG LEC# 01.pptx
CG LEC# 01.pptx
GulEFarisFaris
CSR_in_pakistan_research_Topic.pptx
CSR_in_pakistan_research_Topic.pptx
GulEFarisFaris
Corporate-Governance.ppt
Corporate-Governance.ppt
GulEFarisFaris
WALMART.ppt
WALMART.ppt
GulEFarisFaris
accounting bba slides.pptx
accounting bba slides.pptx
GulEFarisFaris
Research Proposal.ppt
Research Proposal.ppt
GulEFarisFaris
BILL OF EXCHANGE.ppt
BILL OF EXCHANGE.ppt
GulEFarisFaris
categorical logic.ppt
categorical logic.ppt
GulEFarisFaris
david_sm13_ppt_03.ppt
david_sm13_ppt_03.ppt
GulEFarisFaris
david_sm13_ppt_05.ppt
david_sm13_ppt_05.ppt
GulEFarisFaris
david_sm13_ppt_07.ppt
david_sm13_ppt_07.ppt
GulEFarisFaris
david_sm13_ppt_06.ppt
david_sm13_ppt_06.ppt
GulEFarisFaris
david_sm13_ppt_09.ppt
david_sm13_ppt_09.ppt
GulEFarisFaris
david_sm13_ppt_02.ppt
david_sm13_ppt_02.ppt
GulEFarisFaris
david_sm13_ppt_01.ppt
david_sm13_ppt_01.ppt
GulEFarisFaris
Mehr von GulEFarisFaris
(17)
Life-Work Balance.ppt
Life-Work Balance.ppt
CG Lecture 3.pptx
CG Lecture 3.pptx
CG LEC# 01.pptx
CG LEC# 01.pptx
CSR_in_pakistan_research_Topic.pptx
CSR_in_pakistan_research_Topic.pptx
Corporate-Governance.ppt
Corporate-Governance.ppt
WALMART.ppt
WALMART.ppt
accounting bba slides.pptx
accounting bba slides.pptx
Research Proposal.ppt
Research Proposal.ppt
BILL OF EXCHANGE.ppt
BILL OF EXCHANGE.ppt
categorical logic.ppt
categorical logic.ppt
david_sm13_ppt_03.ppt
david_sm13_ppt_03.ppt
david_sm13_ppt_05.ppt
david_sm13_ppt_05.ppt
david_sm13_ppt_07.ppt
david_sm13_ppt_07.ppt
david_sm13_ppt_06.ppt
david_sm13_ppt_06.ppt
david_sm13_ppt_09.ppt
david_sm13_ppt_09.ppt
david_sm13_ppt_02.ppt
david_sm13_ppt_02.ppt
david_sm13_ppt_01.ppt
david_sm13_ppt_01.ppt
Kürzlich hochgeladen
FINALS_OF_LEFT_ON_C'N_EL_DORADO_2024.pptx
FINALS_OF_LEFT_ON_C'N_EL_DORADO_2024.pptx
Conquiztadors- the Quiz Society of Sri Venkateswara College
Food processing presentation for bsc agriculture hons
Food processing presentation for bsc agriculture hons
ManeerUddin
Full Stack Web Development Course for Beginners
Full Stack Web Development Course for Beginners
Sabitha Banu
Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4
JOYLYNSAMANIEGO
4.16.24 Poverty and Precarity--Desmond.pptx
4.16.24 Poverty and Precarity--Desmond.pptx
mary850239
4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptx
mary850239
Student Profile Sample - We help schools to connect the data they have, with ...
Student Profile Sample - We help schools to connect the data they have, with ...
Seán Kennedy
Global Lehigh Strategic Initiatives (without descriptions)
Global Lehigh Strategic Initiatives (without descriptions)
cama23
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATION
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATION
Humphrey A Beña
Virtual-Orientation-on-the-Administration-of-NATG12-NATG6-and-ELLNA.pdf
Virtual-Orientation-on-the-Administration-of-NATG12-NATG6-and-ELLNA.pdf
ErwinPantujan2
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptx
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptx
lancelewisportillo
What is Model Inheritance in Odoo 17 ERP
What is Model Inheritance in Odoo 17 ERP
Celine George
HỌC TỐT TIẾNG ANH 11 THEO CHƯƠNG TRÌNH GLOBAL SUCCESS ĐÁP ÁN CHI TIẾT - CẢ NĂ...
HỌC TỐT TIẾNG ANH 11 THEO CHƯƠNG TRÌNH GLOBAL SUCCESS ĐÁP ÁN CHI TIẾT - CẢ NĂ...
Nguyen Thanh Tu Collection
ANG SEKTOR NG agrikultura.pptx QUARTER 4
ANG SEKTOR NG agrikultura.pptx QUARTER 4
MiaBumagat1
Karra SKD Conference Presentation Revised.pptx
Karra SKD Conference Presentation Revised.pptx
AshokKarra1
Visit to a blind student's school🧑🦯🧑🦯(community medicine)
Visit to a blind student's school🧑🦯🧑🦯(community medicine)
lakshayb543
Integumentary System SMP B. Pharm Sem I.ppt
Integumentary System SMP B. Pharm Sem I.ppt
shraddhaparab530
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
TechSoup
Influencing policy (training slides from Fast Track Impact)
Influencing policy (training slides from Fast Track Impact)
Mark Reed
GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTS
GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTS
JoshuaGantuangco2
Kürzlich hochgeladen
(20)
FINALS_OF_LEFT_ON_C'N_EL_DORADO_2024.pptx
FINALS_OF_LEFT_ON_C'N_EL_DORADO_2024.pptx
Food processing presentation for bsc agriculture hons
Food processing presentation for bsc agriculture hons
Full Stack Web Development Course for Beginners
Full Stack Web Development Course for Beginners
Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4
4.16.24 Poverty and Precarity--Desmond.pptx
4.16.24 Poverty and Precarity--Desmond.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptx
Student Profile Sample - We help schools to connect the data they have, with ...
Student Profile Sample - We help schools to connect the data they have, with ...
Global Lehigh Strategic Initiatives (without descriptions)
Global Lehigh Strategic Initiatives (without descriptions)
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATION
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATION
Virtual-Orientation-on-the-Administration-of-NATG12-NATG6-and-ELLNA.pdf
Virtual-Orientation-on-the-Administration-of-NATG12-NATG6-and-ELLNA.pdf
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptx
Q4-PPT-Music9_Lesson-1-Romantic-Opera.pptx
What is Model Inheritance in Odoo 17 ERP
What is Model Inheritance in Odoo 17 ERP
HỌC TỐT TIẾNG ANH 11 THEO CHƯƠNG TRÌNH GLOBAL SUCCESS ĐÁP ÁN CHI TIẾT - CẢ NĂ...
HỌC TỐT TIẾNG ANH 11 THEO CHƯƠNG TRÌNH GLOBAL SUCCESS ĐÁP ÁN CHI TIẾT - CẢ NĂ...
ANG SEKTOR NG agrikultura.pptx QUARTER 4
ANG SEKTOR NG agrikultura.pptx QUARTER 4
Karra SKD Conference Presentation Revised.pptx
Karra SKD Conference Presentation Revised.pptx
Visit to a blind student's school🧑🦯🧑🦯(community medicine)
Visit to a blind student's school🧑🦯🧑🦯(community medicine)
Integumentary System SMP B. Pharm Sem I.ppt
Integumentary System SMP B. Pharm Sem I.ppt
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Influencing policy (training slides from Fast Track Impact)
Influencing policy (training slides from Fast Track Impact)
GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTS
GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTS
david_sm13_ppt_03.ppt
1.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -1 Chapter 3 The External Assessment Strategic Management: Concepts & Cases 13th Edition Fred David
2.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -2
3.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -3 “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
4.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -4 External Strategic Management Audit – Environmental Scanning – Industry Analysis
5.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -5 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
6.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -6 Purpose of an External Audit Develop a finite list of opportunities that could benefit a firm threats that should be avoided External Strategic Management Audit
7.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -7
8.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -8 Gather competitive intelligence Assimilate information Evaluate Resulting in a list of the most important key external factors External Audit
9.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -9 Performing External Audit External Factors Measurable Long-term Orientation Applicable to Competing Firms Hierarchical
10.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -10 Industrial Organization (I/O) View Industry factors are more important than internal factors Performance determined by industry forces
11.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -11 Economies of Scale Industry Properties Barriers to Market Entry Product Differentiation The Economy I/O Perspective Firm Performance Level of Competitiveness
12.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -12 Economic Forces GDP Trends in the dollar’s value Unemployment rates
13.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -13
14.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -14 Social, Cultural, Demographic, and Natural Environmental Forces Major Impact – •Products •Services •Markets •Customers
15.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -15 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
16.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 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
17.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -17 Trends More American households with people living alone Aging Americans – affects all organizations Social, Cultural, Demographic, and Natural Environmental Forces
18.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -18 Political, Governmental, and Legal Forces Key opportunities & threats Antitrust legislation Tax rates Lobbying activities Patent laws Government Regulation
19.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -19 Political, Governmental, and Legal Forces Protectionist policies Governments taking equity stakes in companies
20.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -20 Technological Forces Major Impact – •Internet
21.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -21 Technological Forces Significance of IT •Chief Information Officer (CIO) •Chief Technology Officer (CTO)
22.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -22 Technological Forces Essential for nearly every strategic decision
23.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -23 Competitive Forces Collection & evaluation of data on competitors is essential for successful strategy formulation
24.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -24 Competitive Forces •Strengths •Weaknesses •Capabilities •Opportunities •Threats •Objectives •Strategies Identify Rival Firms’
25.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -25 Competitive Forces Competition in virtually all industries can be described as intense
26.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -26 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
27.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -27 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
28.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -28 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
29.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -29 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
30.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -30 Sources of Competitive Intelligence Internet Employees Managers Suppliers Distributors Customers Creditors Consultants Trade journals Want ads Newspaper articles Government filings Competitors
31.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -31 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
32.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -32 Market Commonality The number and significance of markets that a firm competes in with rivals
33.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -33 Resource Similarity Extent to which the type and amount of a firm’s internal resources are comparable to a rival
34.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -34 The Five-Forces Model of Competition
35.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -35 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
36.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -36 The Five-Forces Model Rivalry among competing firms Most powerful of the five forces Focus on competitive advantage of strategies over other firms
37.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -37 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
38.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -38 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
39.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -39 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
40.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -40 The Five-Forces Model Potential Entry of New Competitors Barriers to entry are important Quality, pricing, and marketing can overcome barriers
41.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -41 The Five-Forces Model Potential development of substitute products Pressure increases when: Prices of substitutes decrease Consumers’ switching costs decrease
42.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -42 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
43.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -43 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
44.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -44 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
45.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -45 Sources of External Information: Unpublished Sources Customer surveys Market research Speeches at professional or shareholder meetings Television programs Interviews and conversations with stakeholders
46.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -46 Sources of External Information: Published Sources Periodicals Journals Reports Government documents Abstracts Books Directories Newspapers Manuals
47.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -47 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
48.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -48 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
49.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -49 Assumptions Estimates of future events based upon the best available information in the present
50.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -50 Industry Analysis: The External Factor Evaluation (EFE) Matrix Economic Social Cultural Demographic Environmental Political Governmental Technological Competitive Legal
51.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -51 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
52.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -52
53.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -53
54.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -54 Total weighted score of 4.0 Organization response is outstanding to threats and weaknesses Industry Analysis EFE Total weighted score of 1.0 Firm’s strategies not capitalizing on opportunities or avoiding threats
55.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -55 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
56.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -56
57.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -57 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 –
58.
Copyright © 2011
Pearson Education, Inc. Publishing as Prentice Hall Ch 3 -58 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.
Jetzt herunterladen